Japanese multinational automotive manufacturer
In this podcast episode, Tudor welcomes Henry Payne to discuss the ongoing United Auto Workers (UAW) strike and its impact on the automotive industry. They highlight the seriousness of the strike, its effect on major automakers like Ford, Jeep, and GM, and the potential ripple effects across the country. They delve into the demands of the UAW and question the feasibility and consequences of these demands. The Tudor Dixon Podcast is part of the Clay Travis & Buck Sexton Podcast Network - new episodes debut every Monday, Wednesday, & Friday. For more information visit TudorDixonPodcast.comFollow Clay & Buck on YouTube: https://www.youtube.com/c/clayandbuckSee omnystudio.com/listener for privacy information.
In this podcast episode, Tudor welcomes Henry Payne to discuss the ongoing United Auto Workers (UAW) strike and its impact on the automotive industry. They highlight the seriousness of the strike, its effect on major automakers like Ford, Jeep, and GM, and the potential ripple effects across the country. They delve into the demands of the UAW and question the feasibility and consequences of these demands. The Tudor Dixon Podcast is part of the Clay Travis & Buck Sexton Podcast Network - new episodes debut every Monday, Wednesday, & Friday. For more information visit TudorDixonPodcast.comSee omnystudio.com/listener for privacy information.
LEGACY Motor Club's Joey Cohen joins Davey Segal (6:15) to discuss the teams recent surge of speed with Erik Jones and Carson Hocevar, the recent signing of John Hunter Nemechek and what he can bring to the team in 2024, the impending manufacturer switch to Toyota and how his day-to-day duties changed with his recent title change from Competition Director to VP of Operations. Cohen also relives his racing days as a driver, recalls his college years in Charlotte being classmates with Cliff Daniels, Rudy Fugle and other successful crew chiefs, interning with Hendrick Motorsports, being an early adopter to simulation tools and analytics in NASCAR and explains what it's like answering to two 7-time champions in Jimmie Johnson and Richard Petty. Plus, why he doesn't crew chief much anymore, what LEGACY's goals for the remainder of the season are, his side hustle(s) and why he may need a visit to the infield care center come Talladega weekend. Davey also recaps the Round of 16 finale at Bristol, Kevin Harvick and Joey Logano being eliminated, Denny Hamlin's win and subsequent boos from the fans, previews Texas and Papa Segal pays homage to an Xfinity Series legend.
Market Proof Marketing · Ep 303: Things We Never Need To Say In The Industry Ever AgainIn this episode, Kevin Oakley, is joined by Beth Russell and Julie Jarnagin! Kevin recently got back from a conference and shares his thoughts on the experience as well as the importance of understanding your audience. Together, they reflect on the uncomfortable challenge of change but agree that it's necessary and urge listeners to surround themselves with people who will be honest with you and genuinely help you through it. The team discusses things that never need to be said in the industry ever again!Story Time (11:24)Julie had a builder ask if video was “worth it?”It's Beth's birthday week and so she is reflecting over the change this last year.Kevin brings up things we never need to say in the industry ever again News (40:04)Will the Mortgage Rate Spread Narrow or Not? That is the Question (https://blog.firstam.com/economics/will-the-mortgage-rate-spread-narrow-or-not-that-is-the-question)1 in 10 Home Sellers Are Moving Because They're Being Called Back to the Office: Survey (https://www.redfin.com/news/moving-return-to-office-survey-2023/)Where Is the Housing Market Headed This Fall? (https://www.probuilder.com/where-housing-market-headed-fall)Higher mortgage rates continue to impact the housing markets (https://apple.news/AW-eEur1VTc-0uqCPW8w2UQ)Things we love / things we hate (53:31)Beth hates unpackingJulie is listening to a podcast called "The Dr. John Delony Show"Kevin is enjoying the “Compound and Friends” podcastQuestions? Comments? Email email@example.com or call 404-369-2595 and we'll address them on the next episode. More insights, discussions, and opportunities can be found at Do You Convert All Access or on the Market Proof Marketing Facebook group.Subscribe on iTunesFollow on SpotifyListen On StitcherA weekly new home marketing podcast for home builders and developers. Each week Kevin Oakley, Andrew Peek, Jackie Lipinski, Julie Jarnagin, and other team members from Do You Convert will break down the headlines, share best practices and stories from the front line, and perform a deep dive on a relevant marketing topic. We're here to help you – not to sell you!Transcript:KevinHi, I'm here. This is six calls into the day Kevin!JulieThat's a lot.KevinMy favorite kind of days. But I'm here. We're going to do it. And I guess feedback. Our producer, I think it was maybe just her feedback, but she likes spicy Kevin.BethSo I think we all love spicy. Kevin's spicy and like trolling. Kevin Oh, I live for it.KevinYeah, I remember the 10,000 hour thing. You school this on?JulieI think.KevinSo I just got exposed at this conference. That's about nothing other than learning. And the people are all totally different is again, that realization of like, I'm old because I care about things that my 20 year old self would have been like. Why does that have what does it matter? Why are we thinking about, you know, what is space made of like it's empty space, you moron, move on.KevinBut I'm here. I'm listening to this guy talk about the units that make up space and how that defines time and thinking. How does this apply to what we do? And I can make connections. And it's it's weird. Just I remember was like going it's it's this 10,000 hour thing of how do I translate that to someone who only has 100 hours in in a way that's meaningful because, you know, like I was trying to download our team about one of my takeaways and then I'm like, this won't mean anything to some people.KevinLike though they will actually think, why did Kevin waste his time going to California to listen and learn about this? And so any time you're sharing, you have to understand your audience and and where they are. But it's it gets harder and some ways it gets easier. This is why now remember why I wanted to talk to you about this Julia is it's it's somewhat easier to process through the stuff like on the back burner of your brain, but it's even harder.KevinLike I'm finding myself pausing more often, like I have a small seizure and it's because I'm it's not because I don't understand the material. It's thinking like, how do I reframe this or filter it for this person who's been in our industry for a month?JulieYeah.KevinYeah. That gets incrementally harder, I think, at least for me.BethI mean, it's hard. I just had a call this week where I was like, I how? What did I just say? Because it was one of those challenging situations of like, how is and that's exactly what's happening to me. It was like there was a stop in my brain of like trying to filter out what was going on in my head and what was coming out of my mouth in a way that would be digestible to the person on the other line.BethAnd it probably was to them. But to me I was like, No, that I need to get back on a rhythm.BethBut that's where the storytelling comes in and I think y'all are both great at that. Even when you don't realize that you're pulling in a story or an example or something. So I see that, you know. Kevin, if we're sitting in on a call and you're pulling from something, some example you've heard or a story, so I think that's what you're trying to attach, the two things you're trying to attach the concept to whatever rolodex of stories and examples are in there somewhere to connect them.KevinYeah. Here's here's the most recent example of this that I still am processing a little bit, is working with a rather I mean, a very large homebuilding organization who wants to create a new set of dashboards on a quarterly basis to give to their leadership team about marketing and online sales and how it's going and they showed an example of an old one that they've been doing internally.KevinI think some other people were helping them and it was like 45 pages and we rebuilt one after much thinking and work. And it's nine pages, I think, or sorry, it's 11 pages. It's 11 pages, but the first four pages are just an illustration of the proverbial funnel illustrating at the state level, individual market level, etc., how everything is working.KevinLike all of the important metrics, the conversion ratios and visually how they all connect and then as I'm thinking about the audience that they're going to give this to and, and this is a presentation format too, I think it's important, understand. So they're like the person who used to do this, they hated their life for that entire day because when I was there trying to stand up and talk, they went through all 45, 50 pages and watched everyone's eyes glaze over or start looking at their phone or, you know, they and we interpret that sometimes as how those people are.KevinSo rude. How could they not? But to me it was more like, actually, you should probably never get past these first five pages that are funnel analysis with this audience. If you get to page whatever, and it's a 14 way breakdown of how their Google ads are performing, something's wrong because it's not it's not the level that a CEO CEOs should be at ever.BethYeah, yeah. They need something to anchor on to. And with that visualization visual visually.JulieThis.KevinJust makes me feel so good about myself. I'm sorry, you're not supposed to.BethThe word with the funnel.KevinThere's many words.JulieLike.BethOh, well, it's something they can anchor to because if you just start going through numbers, if they're trying to connect, they're just going to grab a random stat number and get stuck on that and you're going to get into a weird hole of questions that you may not want to be into. So that gives them a good first thing to hang on to as you're taking them through the journey.KevinWell, okay, I'm going to try to keep my brain and then we'll be we will move on to the real show here in a second. But one thing I through my brain is this is a bad idea. Like as a as a builder partner, they're going to hate this idea that I'm presenting of making the funnel the main part and then being able to break out why afterwards or during Q&A.;KevinBut just really focusing on on funnel analysis. And I kind of saw a little bit like, oh, what if they're not comfortable hanging out at that level for 20 minutes? What the leadership team, there's some people are like, hurry up and get to the part where like I'm in every day and I understand and I know that I know more than they do about it.KevinAnd so I feel comfortable presenting and talking and looking through versus staying high level with high level individuals sometimes can be intimidating. And so there is a little bit of storytelling and example giving that had to give them the confidence of you don't even have to know all the answers. You have to understand the relationships. But that's part of like this will work if they start getting excited and talking to each other about how come appointments are converting to sales in the same way as they were last quarter?KevinOr why do we think so? So is this it's this weird thing of am I just shortcutting the shortcut or is this really the most important anyway, that's.BethI think it's a matter of is the presentation as important as the dialog that occurs around it? You know, like if the presentation doesn't invoke an interesting dialog that can lead to change, then what is the point of the presentation in the first place? It's just another hour of someone else's time. This is why I love the fact that I'm married to my husband and I know that he is listening right now, so shout out might, but he does like he briefs for a living.BethHe briefs very important people for a living and he is phenomenal at his ability to take a very complex subject matter and articulate it in a way that not only gets people engaged and provokes conversation, at least this is what I get. I don't really know what he does. So this is just my perception of this.KevinIf he told you, he'd have to kill you, Yeah.BethThis is my perception of it. But it's fascinating. Watch and watching him talk about the art around the briefing. And it's just like us. Like it's the art around coaching. It's the art around speaking to high level individuals. It's there is an art about it, and you have to tailor what it is that you do to your audience in order to provoke conversation that will lead to change and it's fascinating how many people actually do that wrong.KevinYeah, senior leadership's perspective usually has. Why is this person telling me numbers that I can look at and see numbers?JulieYeah.KevinYou don't need to be presenting like a first grader at show and tell.BethYeah. And it's like, how many times do we hate going to conferences where people are just reading slides? Yeah, like it's you. You've got, you got to make a conversation out of it. And just like in home and home, buying and selling and in marketing for our builders, we have to create emotion during the process because emotion is oftentimes a trigger to everything else that follows.BethAnd so like the ability to do that with high level, you got to you got to like all somewhere to start that conversation.KevinYeah. And not be afraid of a little bit of.BethConflict.KevinConflicts. Right. Fact a lot of times as a marketer, you're that's why I keep going back to the example of Survivor. Like players who win Survivor sometimes are creating conflict artificially when there wasn't one or the amplifying conflict in another party sometimes. I mean it's it's it is such a good like like chess and poker good analogy. Okay a little palate cleanser before I start the show.KevinSean Carpenter texted me those. Sorry, Sean, you didn't give me permission to share it, but you texted me, so you should know better. He said It blew my mind today, listening to the podcast that Jenn wanted to be a vet when she was younger. I feel like this should be a like Red and Jerry Seinfeld voice. And so she ended up marrying her husband and now she still gets to hear Barkin all day at work.KevinDog emoji, laughing face Emoji. All right, let's get started.BethAnother thing that we like more as we get older, come you.KevinYeah. All right. I mean, I want to stand up, you know? All right. Welcome to marketers marketing the podcast from the industry leaders. How do you convert where we talk about the current and future state of marketing and online sales for builders and developers across the globe? We're not here to sell you. We're here to help you and to try and elevate the conversation.KevinIs there a topic you'd like us to cover or a question you'd like us to answer? We'll do it. Simply send an email to show at. Do you convert? Dot com. Welcome to episode 303. I'm Kevin O'Kelly. And with me today is Beth Russell and Julie Jernigan.JulieAnd so.BethI.KevinWe don't have to yeah, we keep talking about this, but there's nothing else to say. We already said it, so we just go right into story time. All right, Julie.JenOkay. I have a fun conversation with the builder this week, so she said, we have this great binder, high quality makes videos for us, but they're really expensive. And she said, we do. You know, that's kind of our company branding video as we do some community videos. But she was like, I want to do all these house tours and this and that, but they're so expensive and I don't have room in the budget.JenSo we had a really fun conversation around video and not just your very produced high quality video. The number one thing I would say, but this doesn't work for them is you need to learn internally how to do some of this video yourself and start doing it. But in this specific case, they are maxed out like their team just got smaller.JenThey all shift roles. They're all they're just doggy paddling, you know, trying to keep up with everything. So then we took it down to the level of finding multiple vendors for different things. So just like you might have a professional pay the big money for the main photo on your homepage, you can do the same thing with video.JenYou can take somebody who is fresh out of college or whatever to do your video. But what it all came back to is even that takes legwork. Like you're going to have to know. You can't just say, I want to do more videos, so we're going to do video if you are maxed out and everything else. So this whole conversation, that video and finding somebody else and that it may take a few people and you're going to have to be really specific at first about what you want it for and what it needs to look like and who's going to edit it and how they're going to know where to go.JenAnd you're going to have to see if that in your priorities of the thing. So it was funny too, because the owner happened to be on this meeting and he was just sitting there quietly. So there's a whole conversation. So it was just interesting because in the end it's still all I love video. I wrote a whole book on content.JenI think everybody needs more and better content, but in the end you only have so many hours, so many man hours and so much budget, and it's whether this is the time for that or if that needs to be on your 2024 plan and how you're going to set all that up. So it was a fun conversation to work through with them.KevinYeah, again, it's different perspectives, different levels, different insights, different priorities. But I think I'll intersperse some things that I took away. But but one of the people who spoke at a conference I went to is the CEO of Shopify, and he talked about how they created a tool that shows the cost of every meeting. So when you invite people, every time you invite more people to your meeting, it shows incremental cost to the organization.KevinWhen you see, you know, $9,000 for a 30 minute meeting, you have to justify in a summary, if you call the meeting, why it's worth that much after it happens. Anyway, a little extreme, you could argue. But then he also started talking about how they every year they just delete all reoccurring meetings. He's going to start just randomly deleting Slack channels.KevinAnd the idea here is if it needs to happen, it'll start again. But if not, you're just keeping things. And so just that idea of revisiting on a regular basis, why am I doing this thing? Could be video, could be Google ads, it could be anything. Why am I doing it? This is the reason that I started. So the reason why I should continue to.KevinI need to take a different spend. Should I be doing this at all? That whole, you know, stop doing list is as important as the to do list.JenWell, and on that level, it's really interesting because she has been there a while, but somebody else has been cut in the marketing director role and that person shifting out. So she's just adopting and she put that person was great at her job. Amazing. But it's somebody walking into something that's already existing. And so I think that's going to be a big job for her, is then figuring out what how.KevinThat's more fun. Let's just talk.JulieAbout that main event.KevinShould she go and start making changes quickly? What what would you both tell someone who's dropped in that position of like taking over for someone who's done a great job but is is no longer in that role?BethI think I mean, having just left somewhere and someone that I, I knew and worked with kind of walk into my position slightly, I think it's really interesting where it's kind of like a marriage of both where, you know, you want to go fast in terms of making your name and learn and get your hands dirty. But you don't want to make too many changes that are going to rock the boat because you might not know enough yet and go in the complete opposite direction.BethSo I think it takes that time, like Julie said, like taking that time to walk through the options and the realities of what is actually available when it came to video and what was realistic. Okay, I see a problem here. I see something that I could change. But at the end of the day, capacity wise, investment wise like this doesn't need to change right now.BethI can do this later. It's not like a necessity for me to go in and just like rip everything to shreds. Essentially. This is me being dramatic.KevinBut yeah, joining me. Other thoughts?JenYeah. No, I agree that there's definitely a time period for keeping it as is and seeing how things work and really not making too many dramatic changes. Right when you walk in unless she's she's been in a role in the department so there are probably think she's familiar with enough the brand new thing she's taking over. Yeah I think it's worth some observation time before making any huge changes which I don't think she is.JulieYeah. Listening to this.KevinThe first thing I always would tell someone is don't change anything for until you are certain you know what the issues are. And what I mean by that, one of the reasons you don't change anything is because it doesn't require any of your cognitive load. If you're maintaining it's a lot easier to maintain than it is to create or destroy.KevinMaybe it's easier to destroy than anything. But that's I know I get off topic, but you're just letting things flow and and observing because one of the things you have to understand quickly is that the scoreboard is not the only scoreboard. So there might be some internal scoreboard or dashboard or whatever that says leads are up, good sales are up, good.KevinBut it all depends on the person you're working for, and it's a combination of that scoreboard and that person's perspective of everything. I've worked for people as a marketing director who have said, you know, like, we don't need more leads. I don't want you doing anything to create more leads. Leads aren't our problem. Go solve this other thing.KevinAnd I'm like, I'm new here. But when they hired me, they told me my job was to create leads. So that's the risk, is you don't have street credibility for that position even if you've been in that organization. Everyone's looking to try to figure out, did they earn this title? Did they just get this title because other person laughs, What's going on?KevinAnd so you still need to do an analysis of both scoreboards and look for the easy win opportunities that cause the least disruption for others. Because that's how you prove value is. I just made everyone's life better and you had to do nothing different. Do that for as long as you can before you have to start getting in the middle of everything else.KevinSometimes you don't get lucky and like the thing that has to be blown up is the fact that I'm I'm laughing. As I say this, it's only been true a couple of times. You're like, We just have to fire all the salespeople and start over. And I can show you mathematically and in the CRM why that's true, that would be a really hard place to start, but that sometimes that is the case.KevinBut if not for as long as possible, get the easy wins that have big impact on other people's roles. All right, Beth, what do you got?BethWell, this week was my birthday week.KevinOh, happy birthday.JulieThanks.BethI'm doing all the sound effects today.JulieThis is great.JenYou should have worn your tiara today.BethI should have worn my tiara on my sash. That would. Except it ripped out my hair, which was not a pleasant experience. It's super pretty, though, so I really should have worn it. That would have been great. But yeah, I'm not typically one to reflect on my previous year. I'm just like, Oh, you know, another year, I'm another year older.BethIt's fine. But this year I was kind of it was somewhat unavoidable because it was on my birthday last year that it became abundantly clear that all the goals that I was working towards and the goals that I had set for myself in my professional career were not going to happen. I was I was not going to achieve them at my current place of work.BethAnd this realization was dramatically catastrophic to me, and it forced me to take off blinders that I didn't even know existed. And it forced me into a period of serious reflection in my life. That period that that lasted from probably anywhere between four and six months, where obviously a lot of changes happened because now I am here. But it's interesting because I was in the mindset at that time before all of this happened that no matter what, I was going to stay on this path, I had my goal, I was going to achieve it, and I had already given so much of myself in order to achieve what I had achieved that the idea ofBethleaving that was so incredibly uncomfortable to me that I had basically avoided any thought of change.JulieYes, fully.BethLike those blinders were were up. But now I was in it like I was forced into a stage where I had to be comfortable in the uncomfortable. And for me there was nothing more uncomfortable than the thought of leaving some place I loved and that I had dedicated my time to. And that had brought me so much joy.BethAnd I share this not just because, like for whatever reason, just to share it. I think it's because No, I know it's because that at one point in all of our lives, we we come to that place or to that crossroad where we have to get comfortable in the uncomfortable, whether it's in our personal life or our professional life.BethWe are at one point in our life going to come across something where we are forced to make a decision that we we never thought that we would make. And it is so incredibly uncomfortable for us. But the reality of it is that it's only through doing that are you able to make a change for the better. And what I learned during that period of my life was that change is okay and that it's important to not go through that alone.BethI had I had to make that decision a very personal and selfish decision. I had to make that and come to that on my own. But I leaned on the people around me that supported me and not just the people that were going to nod my head and nod their head and agree with me or go into a period of self-pity with me or like crawl into that ditch with me.BethBut people that were going to force me to want better for myself and forced me into change and and forced me to ask myself questions that I had I had been previously avoiding because they were so invested in my success and they wanted something better for me. So in saying that, I mean, you don't have to do it alone.BethLean on the people around you, find people that will challenge you and support you, find good mentors.JulieAnd.BethJust make that next change because I think this last year has been incredibly fulfilling for me. Incredibly, incredibly challenging. And I if you would have asked me this on my birthday last year about where I would be in my professional career, I don't think I would I would answer that. I'm a marketing coach. A do.JulieRight.BethAnd it's been fun and exciting. And I'm so happy. I'm so happy that I'm here.KevinWell, we are happy that you are here, but I skating part things that make me feel strange or uncomfortable, like self celebrating ourselves always makes you uncomfortable. Same thing. I mean, I remember the first time, not the first time. It was. It was the third year that Mike Lyon was like, Hey, Kevin, I think there's this thing and I think you could come work with me.KevinAnd I was like, at the time I was 32 years old, I was running to homebuilding divisions for NPR. I had stock options that were worth millions of dollars. And Mike's pitch was, take a 70% pay cut and come work with me and we'll see what happens.JulieAnd I was like.JenI have.KevinFour. I have four kids. My my wife just gave birth to our fourth. What? None of this makes sense. But again, I'm going to keep doing this for a while probably. But this conference that I went to, one of the speakers is the CEO and founder of, I think the second most profitable options trading firm of all time.KevinAnd she showed the slide like if you gave her $100 back in the eighties, you would have $3 million. Now, that's how much money her company has made for herself and her employees. And so now she started this nonprofit specifically trying to teach women how to play poker, because her argument is that women need to learn the skill sets of poker.KevinAnd to her, one of the most important skill sets is knowing that it's okay to take risk. That risk is mandatory. You you have your hand of cards. You've got to make a calculation and decision of what should I do or not do. But also sometimes you if you just fold every hand, you're never going to win. And her take as a woman was just that women are never taught to take risk.KevinAnd even in my own life, like I'm I'm definitely the Yeah, I'll just stay out of poker like just play super conservative, get that pot as big as you can and just like, hope you win by causing everyone else to die of boredom and just, like, irrationally go all in because they're just sick of sitting there like, that's that strategy.KevinBut so when I hear you talking about that story, I just to what I what I translate it to is part of it is chasing the goal that you had. And the other part is just saying like, that's too risky. But now on the other side, do you feel like it was as risky as it felt?BethNo, not at all. And I think, like I battle with the word risk slightly because I don't know if I necessarily felt like it was risky. I think perhaps a little bit it was like, okay, I just built all this. Like, am I willing to risk, like, completely altering everything I just worked for for seven years? Right? So I guess the other is there is a little bit of risk in there involved, but ultimately it came down to compromise.BethIt came down to how much of myself am I willing to compromise and what am I even living out? One of my mentors is bold. Eutelsat is also a very good friend of mine and he was the one that was like sat me down and he was like, What is your superpower and are you living it out right now?BethAnd we had like a two hour conversation actually at some after hours about what that meant. And like he just started ripping out those blinders that I had. And I think it was just that I had compromised a little bit of what my superpower was in order to fit the box of what other people needed.JulieAnd yeah.BethAnd it was it felt really good.KevinOn the psychiatrist psychiatrist couch together. So this is.JulieGreat.KevinI know you don't like the word risk, but what I think is probably happening is the fear of not getting to where you wanted to was causing you to put the blinders on in the first place.BethOh, yeah.KevinIf if if I don't put the blinders on, I'm not going to attain the level or position that I want to get to. And that's all I'm trying to say is, at the end of the day, the biggest risk that the speaker and I go back and talk to other people are look at my own life. It's like the biggest risk would have been not doing anything.KevinYeah, that's I always say that's the don't you're trying to sell someone the donut hole the cut out like not an actual small little piece of a donut but your sound the thing that doesn't exist and saying that's the problem so that's, that's the hard part about it. But taking risk is okay. And I, like any of my friends, personal friends who've been like, Hey, I'm thinking about starting my own business or doing my own thing.KevinMy answer is always do it always, because the risk is not like you're not going to die if your business dies, but you will know whether you actually want to run a business or not. You're capable or not going to do it. If death is not on the other side, it's worth trying. Now that also, like as an efficiency focused organization, which I would consider, do you convert like one of the ways I explain to people is we are an efficiency focused digital marketing organization trying to help builders get the best quality traffic for the least amount of money.KevinSo one of the things in there is like a lot of what we do is working and we might not be taking the risk for someone's money individually. So like builder A of 80 or a builder number one of 80, we might, based upon their resources and availability, might not be doing a lot of testing with them. But across all 80 builders, there's always different tests being done and that's a it's analysis of risk.KevinAnd I feel like I should just write a whole blog on maybe a series on risk because it's not talked about enough. And as a manager, we know we have to manage people. We know you have to manage a budget. Managing risk is not talked about enough or understood clearly enough and it's really, really important. It blindsides people more than missing a budget.BethYeah, I would agree. It really takes us even for this.JulieFascinating Hey online sales specialist, your D convert coach Jen Barkan here. Are you looking for guidance, structure and proven methods to help you set more appointments and create more sales than join online sales coach Jesse Suggs and myself, we are offering an intense two day virtual training experience, followed by eight weeks of training and coaching through our online sales academy.JulieThis fall. Jesse and I have been in your shoes and we teach from our direct experience and years of coaching online sales specialists just like you. This will be hands on and real world. No theory here if you're interested, don't miss this incredible opportunity to reserve your spot today by visiting d convert dot.com.KevinOC first story time. Just go the way Olivia reminded me that I want to talk about like things that we just keep repeating in our industry. And it's not really the thing. It's the it's the well, it is partly the thing. So one example would be and these are all things, by the way, I have said too, so it's not casting stones with glass houses, but I remember the very first presentation I gave at the Builders show and it PCBs.KevinI talked about a backpack on Amazon having more content than a home builders quick movement, home. That was 14, 15 years ago.KevinSo let's just get more creative. And this again, this is for for me as as well as everyone else. Let's get more creative with our examples. If we've heard an example 30 times in the last ten years as a as a presenter or someone making content, I think we should all push ourselves to keep looking for more and different examples.KevinAnd I'll give you one of mine that I've pushed, you know, so I've talked about pre-sell without fail and wrote the book and given all kinds of presentations and done it. And yet the audience and this is we keep repeating the same thing because we're like the audience hasn't heard enough and we know repetition is important. So we say it again and again, again.KevinBut I think my challenge is let's get more creative to try to find out if it's not just us. The presenter that's repeating the same thing. People have heard, but not actually finding a way to help them solve the problem. And that's why I use stories analogies is because my hope is that the person I'm telling that to can retell the story and get a similar outcome or help people's opinions or mindset change.KevinSo a lot of times builders on their on their home site maps or community descriptions are talking about, you know, faces one through 17 and all of them are on the map and they're on phase one, but they're showing everything. And so for me, the example is, you know, Apple just came out with the iPhone 15 and the 15 pro and someone tweeted immediately after, like, I'm on my way to Apple.com to order my iPhone 14.KevinCan't wait for it. It's like, no one does that. As soon as the phones announce, the only people buying the 14 are price conscious folks who probably can't afford or wouldn't buy a 15 anyway. But it would be as insane for Apple to put on their website iPhone. I mean, I can do it now. I can. I can project into the future the iPhone 17 coming September of 2025.KevinYou would never, ever, ever see that on Apple's website because you can't buy it yet. And certainly in the process of launch in neighborhood there's there's a period where you're going to put that community out there and you can't buy it because you're building that list. But Apple knows how long they need to build their list, and it's about 2 to 3 weeks from the time we say it's here to the time that you can go online and order it.KevinThey figure it out through probably millions of dollars and out. And, you know, tons of research that that's the only window they need to have. So you got to figure out what your window is. But you don't need to communicate years or decades in advance. You're going to have Homesite 2312 available at some point. So just let's get creative because if if the industry isn't solving that problem, we can go back to content around the backpack if we have to.KevinBut the more interesting question that I think our whole industry needs to start thinking about is what are the barriers? Because the barrier is not anyone I talked to. I don't know if you two are talking to people, but I haven't heard anyone say no, we've got enough content on all of our stuff, like I'm good with it or pictures are all awesome, our descriptions are great.KevinNo one's happy with the content they have. So what's the real problem? And we keep pointing the finger. This is going to get me excited. We keep pointing the finger at marketers and. If you're interacting with marketers on a regular basis, you know, the problem is not that the marketer doesn't want the content. Maybe, and this is why I'm so big on high mark as a potential solution for this in our industry.KevinYou know, this is it. Them and Mark and Beth are doing a presentation at the summit Higher understands that the reason we have crappy content is because people who aren't marketers are constantly changing the product with your regard and no care as to whether we have content just made content. There's just like this little hidden space in every home building company where for people who have no connection to consumers or marketers are coming up with all these new things and changing stuff all the time and like, yeah, just figure it out.KevinJust figure it out. Like that's the freaking problem. And using it addressed not how to hire a photographer. Did you know that you can get renderings that like for it's such baloney. That's not the problem. The problem is that there's these other morons changing things too often that no one's asking to be changed. Like if they're How often?KevinHow often do people redesign cars?JulieRight.KevinIt's usually on like a three year, 3 to 5 year thing, and there's little micro changes in between. They don't and they don't have 45 different cars available at Toyota to go buy for each. Kevin And then we're going to show Toyota's car car selection tool and they're like, this is amazing. Look what it can.JulieDo because there's only seven different.KevinCar types.JulieYeah.BethThere's like five is from.KevinThat's why when NPR bought Heartland and they we had 45 different floor plans and they said no, you can have 12. And after the initial freak out of that's not possible. We'll never sell another house again. Everyone's going to want something we don't have. I got so freaking excited as a marketer because thinking of of, okay, I'm going to defend my budget.KevinI'm going to keep that same amount of money. But now I can develop content around 12 floor plans instead of 45.JulieYeah.KevinIt was like Angels started singing. It was, This is going to be the most incredible thing ever.JulieMm hmm. Yeah. So look for.KevinLook for what's causing things not to change. Not just telling the people that it needs to change. Please.JenI literally just had this conversation with a builder yesterday, and you were not on the call because I asked them what is because they're overloaded? What is eating up your time right now? And that's what that's what it was. That's what I want is this.KevinFor people in a room somewhere making changes without talking to anyone?JenYes. And all they're doing is updating floorplans and rendering and all this. So it's just funny that you say that because I literally just had this conversation with someone yesterday.JulieYeah, well, and.KevinI mean, at Idol, they have collaborative teams that work on such things at Style Craft, where you were both they have collaborative teams. Yeah. Cross department teams that work on this things. Yeah. But so many builders I interact with, I'm like, who does this stuff?BethBut it was still a problem like.KevinSteve in accounting.JulieCommercial. Oh, okay.KevinSteph, thanks.BethThanks, Steve. No, I mean, it would still problem though. I mean, we had a huge group of us coming across, like you said, from all different departments coming together to make these decisions with the changes that were still happening so often that I had to just eventually put my foot down and saying, I'm not changing it until this is an issue or I have this many changes or whatever, or if we're making this many changes, I need this to be the process that we follow because there's just no way that as a singular person or in our case, two people, that we're going to be able to maintain content across 40 communities with 40 differentBethfloor plans, with 40 different variations of things happening, like that's just that is outside of the realm of reality.KevinAnd there are answers coming. And here now to do it better and differently, one from other industries, two from products like High arc. And this is I mean, again, if you're listening and you're coming to the summit, you're going to hear it. It's not like you're going to not hear this talk.JulieBut yeah.KevinThere are ways to get what we want and need.BethAnd there's ways to go about the changes better, which again, I don't want to say too much about because we'll talk about at the summit and I have a blog post that I finally wrote a blog post and Julie edited it, shout out Julie. That is about different ways that we can go about making changes that are planning, planning things out.BethBecause I don't think that as an industry we're doing it the most efficient way.KevinNo, no, not at all. All right. First up from the news, will the mortgage rate spread narrow or not? That is the question from first imdb.com And this. Remember, I went on a tirade about like if you're a marketer trying to ignore what interest rates are and how they are determined, all that stuff, it's time to go to school.KevinBy the way, that was my actual story. I got distracted. I didn't share my story time, but one of the notes that I wrote down was Bill Gurley, a prominent investor venture capitalist, said that the idea of professional research no longer exists for most people, meaning when your teacher in school assigns you to do a research project on, you know, the Pyramids of Giza, you either lie and makes things up or today use GPT, or you go and read books, watch documentaries like you can see in this information.KevinAnd yet the concept of professional research done outside of work hours is like, Are they paying me for news? I mean, I don't know, maybe you just want to find the answer or learn me because it's going to make you better, which will eventually pay you more because you are better. But it kind of goes along with this is a continuation of that rant from previous episode.KevinAnyway, so this is an example of me. So I, I see this article posted in my first reaction as I've spent 200 hours learning about mortgage rates and how that determined all the rest. I don't need to read anymore on this topic, but what the heck, I'm stuck for 2 hours on a plane that's not taking off. So I'm going to read the article.KevinAnd essentially what what the author argues is that one of the things that we're not thinking about that will keep rates higher for longer is the fact that rates being higher, where most people think they're like everyone's dating the rate, right? Everyone's waiting to refi. And one of the things that causes rates to be held higher is the belief that people are going to pay off their loans early.KevinSo if I'm buying a mortgage backed security that's supposed to be full of loans that are 7% for 30 years, what's the likelihood that those loans go for the entire 30 year period and aren't paid off early if rates go back down to five? Right. All those are gone. And so that risk of loans being that's a negative thing for an investor to have loans paid off early.KevinAnd because of that negativity, there's extra costs being that then raise the rate because of that thing. Like I had no idea that that was part of the calculation, but it makes sense now. The inverse is also true on a coaching call this morning and the builder said, Yeah, you know what? We've noticed that buy downs are becoming less expensive for builders or this builder in particular.KevinWhy would that be? Because the inverse is also true. That's why I love learning stuff. It gets me so frickin excited. The inverse is true. Why would a buy down be less expensive? Because what's the likelihood that, yes, I am going to charge the builder money to buy down the rate? What if now that customer is going to get a 4.75% loan?KevinWhat's the likelihood that they will carry that loan through to maturity? It's higher because if rates go down to six or five, they're not redoing that loan. So they were saying, you know, it still has three and a half, 4%, but it's used to be seven to buy that down. So it just never pays to continue doing professional research because it's just always insightful to me when I learn something new.KevinIt makes me excited.JenAnd this article is worth reading because I do not get quite as excited as Kevin on all of this. But this one, when I read it, it was it did lay things out in a way that it was like little light bulbs went off and helped explain it. So if you're also struggling to make sense of all of this, this is a good one to go and.JulieClick on and.KevinRead again because people will see something or say, Kevin's, you know, just a mad old man. No, I'm not saying you have to understand it. I'm saying stop trying to not understand it. That's all I'm saying. Like, keep trying to understand it. Don't just say huh.BethFind new ways to explain what's happening in the industry other than the backpack.KevinYeah. All right. From Redfin.com, one in ten home sellers who found this one, by the way, they deserve a price because this one love this one. One in ten home sellers are moving because they're being called back to the office. We haven't found this article.BethI'm looking, but.JulieI don't see I'm.KevinGoing to default to.JulieFriend. Thank you.KevinOkay. Good job, Olivia.KevinReturn to office. Mandates are forcing some people to choose between selling their home at a loss or losing their job and turn it into a rental. Potentially. Roughly 20% of surveyed sellers say they're moving due to safety, crime concerns, a desire to live somewhere more aligned with their social views and or lower taxes. But 10% said they're moving because they have to go back to the office.BethI mean, it goes back to I think it's an interesting, like granular data point of like because they specifically because they have to go back to the office, because we think about like relocation and things like that. And it says, oh, my work is moving me. But in this case, like, no, your work is forcing you to actually come in and now you need to live closer.BethIt kind of Did you see the Post from the New York Post article about the project by EIA in Montgomery County, Maryland? It almost makes me think about that a little bit because like they are doing a project that allows for lower income people to instead of doing that, the 10% or whatever, they increase it to 40% of lower income in this building.BethAnd they are trying to increase the amount of available housing in a safe area that allows for us a closer commute. And the example in the article of someone who lives in that building is an individual who's like, I think she was like a nurse or a educator or something like that. I'm sorry, I can't remember what my head but she because this became available to her, her commute cut down from a 45 minute commute to a ten minute commute.BethNow, for a little bit of perspective, even 45 minutes in the Montgomery County area. So anywhere around the greater D.C., Baltimore metropolitan area, 45 minutes is a win. So for her to be able to have 10 minutes of a win is is gigantic. And so these people that are are now trying to get to work and having to go to work every day and they're just trying to get closer.BethThey need to get closer. And it goes back to their need to move because their life is requiring them to.KevinYeah, remember, that's the fifth of the five days displacement that causes people to need to find a new home. And we're seeing this you know, we work with builders, I think, in 40 different states. And remember, if it's 10% in the survey that means in some markets it's lower. And in some markets it's higher. And one of the places they reference here is Boise, where two people work for the same employer.KevinIt sounds like to me it's Facebook or Meetup, but they're being told that they both have to come to the office three days a week or lose their jobs. They're probably gonna have to take $100,000 loss in their home in Boise And the home that they are going to end up buying in Seattle is going to be much smaller.KevinSo you just think about those markets. San Antonio is a relocation for remote work, heavy market. Boise was a big market for that. Northern Colorado. Some of these start to make sense. Now the question is, is this going to be it's going to be positive, you would think, for Seattle. And just because there's there's not still a lot available in Seattle from the from the used home market so for for prices in the market so people are being forced to move back to I think it's going to continue to push them higher.KevinYou know super interesting article. Thanks, Olivia, for finding that one. And you did this one I think from CNBC econ. Higher mortgage rates continue to impact the housing markets. Danielle hill, realtor.com chief economist this was you right, that found this one?BethNo, this is shout out, Becca.KevinOh, okay. Okay. Good job.JulieHere.KevinBut this is a video, so I don't know how to go into more of it.BethWe'll have to just embed the video into the show notes now.KevinWell, time out. We'll just pick a different article. So it's like we can't put articles that are videos and. Sorry, that was. I should have thought that one. But we got to we got to be able to talk about it. All right. Next up from Pro Builder AECOM, where is the housing market headed this fall with buyers and sellers glued to the sidelines of a high priced undersupplied housing market, experts weigh in on what's to come.KevinWhat's to come?BethMore of the same.JenThat's one thing. Those were kind of wild. You said, I don't think it's going to get any better, but I don't think it's going to get any worse because it can't get any worse. Number one, don't jinx us. Number two, we've seen it get worse. You know, we've seen it worse than this. So I was shocked by that vote.JenI thought that was a little.KevinYeah. And promote our links to Realtor.com or the full article is we'll put that link in the show notes. But remember, they're talking about the housing market, meaning residential in its entirety. So when they say I can't get much worse, they're talking about existing home, the number of existing home transactions that are occurring. Remember, prices are not bad.KevinIt's the number of homes that are are transacting that he's talking about being so bad.BethAnd guess who's still the bright spot?KevinYeah, I mean, what's the saying? I don't know if we can, but, like, tell this person in a room full of short people.JulieBecause.KevinLike, Yeah, I mean that's the thing that kind of it does affect my mental health a little bit. When people say, again, I'm talking to people not from our industry directly all the time who are like, Oh builders, man, this is just got to be like the best thing ever for them. They're loving now. There are we do have to, to working with who are having their best months ever.KevinYes but there are also a lot of builders who are, you know, eking by hitting their sales goals. Profitability is okay. But again, they're like, this is this is just infinitely harder than it used to be. And then going into the fourth quarter, it's like, oh, man, I really I'm not excited for what we're going to have to ride through here.KevinSo, yes, it is a bright spot in terms of, I would say availability of housing. Yes. So if you if you wiped builders off the map, there were no builders. The whole housing market would be you know, I think the kids say left.JulieLike.KevinSo homebuilders serve a really important purpose and we are there. But the costs of doing business for builders are not improving as fast as we wish they would, which means affordability is still a challenge.BethYeah, and while it's true that it remains market dependent, I think the builder to builder, it's also really interesting to watch. I don't know if you all have seen this, but we had a brief conversation of the doers versus the thinkers. And then there's the people that can think and do simultaneously, which is a magical little unicorn that everyone should have within their organization.BethBut it's a matter of like there's people that are in markets that are still doing well, but they just haven't gotten it right from the builder side because they're not sure how to take advantage of a market where they all where they are the tallest person in the room. They're not using the right messaging. They're not using the right messaging at the right phase of the funnel.BethThey're not getting creative in what they're doing. They're just riding the coattails. And then something blips and they're like.JulieOh.BethWhat do I do with my hands? And it's interesting.KevinYeah, And I love how it ends, actually. This is who is still buying homes today. The answer is you have to purchase a home. And I think Rob Hahn, who's another one of our speakers at this year's event, I think he coined the term the four D's, which were diamonds, death, diapers and divorce. I think we added the fifth D, which is displacement, which kind of talked about what the article terms of having to move back to a different physical location or move physical location.KevinThat's the only reason people are buying. It's not because that there's a red tag clearance sale going on. They're already in the market and that will potentially steal market share if you do that, right. But there's a lot more people being created by that activity. All right. Our favorites. Things we love and things we hate. Let's just rename it that next time.KevinOlivia. Things we love and things we hate. Anything is up for grabs. What do we got today?BethI hate unpacking.KevinAll unpacking. Okay, tell us more about that. Why do you have so much stuff that's you.JulieThat's a.BethGreat question. And we keep purging. Julie and I were just talking about how like one of the beauties of moving is the ability to like it's a forced spring cleaning. And so you, you get to purge like I am still throwing things away left and right. And we did that prior to moving. But you know, it is just can I just can like all the boxes magically just, you know, like Mary Poppins into their place because that would make my life really look a lot easier right now.KevinYeah. It's I love talking about it because we went we're now done with it. Yeah. The whole mental connection that you have to your house and the things that you have to start thinking about again that you stop thinking about at your old house. There's all this emotional energy that's spent, intellectual energy that's spent for moving. What's the physical?JulieYeah, yeah.KevinBlood sucking leech like reality of unpacks in cardboard boxes. Yeah, It's not a good combination. Okay, that's good. You can hate that. Julie, What about you?JenWell, this might be embarrassing. I don't know, but I've been listening to a new podcast, and it's John Delaney, and it's like the old school, like somebody calling in and asking for advice, like, Oh, my God. Like, yep. Or he's it's. That's what we should do, counselor. Guys, I'm like, I'm fast. It like I'm obsessed with it right now.KevinThat's what we should.JenI don't know if it's cringing or where people really. Why don't you listen? But I know I love in it I'm into it right now.BethMillennial need watched or listened to Love Line like let's be racy.JenIt's not racy like that. It is, but it's like just any kind of it gets like a little mini counseling session. And so that has what I've been listening to lately.KevinThere is a gentleman I can't remember his name, but it was on Redwood Studios, AM talk radio, and every day he would take like 3 hours of calls and he would play solitaire. So you'd hear him shuffle the card. Sometimes, like I've always answering people's questions, but every like nine out of ten answers or get a lawyer, he would call them questions and he would ask them on a question.KevinQuestions like, You know what need you need to do is get a lawyer. And this guy made a career off of telling people to go get legal advice. Now, is is.JenThis once more, go get a counselor like you need trauma counseling.KevinSo this is like real life crime podcasts. This is I haven't killed anyone yet, but I'm thinking about it.BethYeah, Yeah Yeah. Is it like a little touch of a Reddit thread? Am I the ahole?JenBecause, like, sometimes that's all I hold.JulieMm hmm. Yeah.KevinMine is a podcast recommendation that I got from another podcast that I listen to called a compound in France. It's a stock market, one most of you shouldn't probably listen to it, but acquired is the name of it and they are, let's see, 3 hours, 4 hours, two hour. They're really long podcasts on a single company kind of giving there.KevinWhat they do is they go and they read 8 to 10 books on a topic that interview people and then it looks like twice a month they do these three hour summaries in audio format. And it's I mean, it's it's all LVMH, the NFL, Nintendo.BethQualcomm, Marvel one or the.KevinAmazon, of course, Altimeter, Sony, Peloton, FDX, Standard Oil like that's a really old company. Sometimes they do multiple parts, but it's one of those podcasts where you don't. I don't feel compelled to listen to all of them. But if there is a company that I really think does something well or I use like my own life and I'm curious about the background, it's just a really great it's like in between an audio book and a podcast, typical podcast in length and complexity.JulieOh, that's fun.BethI'm already Google, right?KevinYeah, that'll do it. Wait. Oh, you have another one, Beth, you want to complain about? Can you have something positive?BethYeah. Seriously, I just love the. I hate this way. No, the positive of our houses. I'm so like, by the time you guys see me next, next week, Monday, I should be in my office, in my new house, and I'm obsessed with the color that we painted it. And it was a little bit of a risk going back to that word, Kevin But it's a ripe olive by Sherwin-Williams.BethIt's a deep, moody green, and my crown molding is painted it. My doors are painted it, my walls are painted it, my panel, it is the whole office is this deep, moody, green, and it has a vibe. And I'm.JulieObsessed.KevinSo you like cozy, like cave? Kind of like it's not going to be dark. No cream.BethBut yeah, it has. And it has has. The ceiling is white and the floors are white. Okay, So like, there's a balance, but I don't know, I just it gives that feeling of like an all leather bag.JulieYeah.KevinIt looks like you should be signing the docket. Like the Declaration of Independence. Yeah.BethBasically, I need a portrait of George Washington.JulieOn the wall.KevinNicole, I learned something from my son, Hayden. He's in fifth grade, so he has to do a report on a president.JulieMm hmm.KevinAnd you could be lying to me, so don't. Don't at me. He's. And he got second choice, I think, to pick any president you want to do. And he picked Grover Cleveland.JulieOkay, Now.KevinEither one of you know any interesting information about Grover Cleveland?JulieNo. Nope.KevinNo. Apparently, allegedly he is the only president to serve two terms that were nonconsecutive.JulieMm.KevinHe was both the 22nd and the 24th president of the United States and had an incredible mustache.BethHe did that. That is true.KevinOh, all right. That's actually it. We're done now. The show is over. Have a good week. We'll see you next time.JulieBye bye. The post Ep 303: Things We Never Need To Say In The Industry Ever Again appeared first on Online Sales and Marketing for Home Builders - DYC.
- Ford Reaches Tentative Agreement with Unifor - UK to Delay ICE Sales Ban - UK Auto Industry Not on Board with ICE Ban Delay - Lexus Details Future Lineup Plans - Volvo Ditches Diesel Engines - IIHS Says Minivans Need Better 2nd Row Protection - Toyota Claims Breakthrough in Teaching Robots New Tasks - Russia Bans Government Foreign Car Purchases - Fiat Topolino On Sale Now in Italy
- Ford Reaches Tentative Agreement with Unifor - UK to Delay ICE Sales Ban - UK Auto Industry Not on Board with ICE Ban Delay - Lexus Details Future Lineup Plans - Volvo Ditches Diesel Engines - IIHS Says Minivans Need Better 2nd Row Protection - Toyota Claims Breakthrough in Teaching Robots New Tasks - Russia Bans Government Foreign Car Purchases - Fiat Topolino On Sale Now in ItalyThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/3270299/advertisement
➤ Updated insured vehicle numbers in China ➤ Texas production discussion ➤ New patent published: https://image-ppubs.uspto.gov/dirsearch-public/print/downloadPdf/11764432 ➤ Model X wait times extended ➤ Megapack timelapse ➤ Shareholder lawsuit update ➤ Wall St. Journal reports on government investigations ➤ Toyota demos casting prototype ➤ UAW update ➤ Neuralink opens trial recruitment Shareloft: https://www.shareloft.com Twitter: https://www.twitter.com/teslapodcast Patreon: https://www.patreon.com/tesladailypodcast Tesla Referral: https://ts.la/robert47283 Executive producer Jeremy Cooke Executive producer Troy Cher asaro Executive producer Andre/Maria Kent Executive producer Jessie Chimni Executive producer Michael Pastrone Executive producer Richard Del Maestro Executive producer John Beans Music by Evan Schaeffer Disclosure: Rob Maurer is long TSLA stock & derivatives
For Topic Tuesday, the guys are asked what's the next everyman's enthusiast brand? Ford used to build enthusiast cars at every price level, so who is the next heir apparent? Patrick in CT asks what winter car to buy that his sons will think is cool. Social media questions ask why dealers don't allow test drives of their ‘hot' cars, why are door openings smaller than they've ever been, and what two car companies should collaborate to bring back a dead car brand? Please rate + review us on iTunes, and subscribe to our two YouTube channels. Write us with your Car Debates, Car Conclusions, and Topic Tuesdays at firstname.lastname@example.org or everydaydriver.com. Don't forget to share the podcast with your car enthusiast friends! Learn more about your ad choices. Visit megaphone.fm/adchoices
- UAW Threatens to Expand Strike This Friday - Laid Off Workers Get UAW Strike Money - Ford Fires Back at Fain - Turkey Wants a Tesla Gigafactory - Toyota's Factory Ideas to Battle Tesla - Shell Open Its Biggest Charging Station Ever - Honda Recycling Plastic Intake Manifolds - New Tiguan PHEV Gets 100 KM of Range - Ford Reveals Ranger PHEVThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/3270299/advertisement
- UAW Threatens to Expand Strike This Friday - Laid Off Workers Get UAW Strike Money - Ford Fires Back at Fain - Turkey Wants a Tesla Gigafactory - Toyota's Factory Ideas to Battle Tesla - Shell Open Its Biggest Charging Station Ever - Honda Recycling Plastic Intake Manifolds - New Tiguan PHEV Gets 100 KM of Range - Ford Reveals Ranger PHEV
Spam is being recalled for not being processed enough, Car is stolen from Toyota dealership and police chase ensues that culminates at Lamborghini dealership, Manson murder house front door auctioned off for $127K, Some idiot was spotted on CCTV pouring motor oil on the steps leading down to gym
This week we will discuss the updated Hyundai Kona Electric, as well as a petition sent to GM asking the automaker to commit to building its promised $30,000 version of the Equinox EV, and new details on Toyota's next-generation EVs. We'll even talk about two new electric vehicle records that are truly amazing. On the Tesla front, we'll discuss the suspected arson of Model Ys in Frankfurt, the recent Semi range tests, and even the teardown of a BYD Seal and how that relates to the Model 3. Lastly, we'll talk more about our time in the new Model 3.
Vigilia di una ricchissima giornata di Serie A con Juventus-Lazio, il derby di Milano e Genoa-Napoli per chiudere. Ne parliamo con Andrea Di Caro, vicedirettore della Gazzetta. E' arrivata questa mattina la clamorosa notizia dell'esonero di Sergio Scariolo da parte della Virtus Bologna. Capiamo cos'è successo con Walter Fuochi di Repubblica.A coronare il sabato sportivo anche la finale dell'Eurovolley con l'Italia di De Giorgi che affronterà la Polonia. Convochiamo Andrea 'Zorro' Zorzi che la commenterà su Sky Sport.Chiudiamo con Endurance Race tornando sulla 6 Ore di Fuji dominata dalle Toyota regine del WEC. Insieme a Roberto Lacorte di Cetilar Racing è ospite anche Mario Donnini di Autosprint.
UAW goes on strike. What does it mean to YOU?! A union representing nearly 150,000 autoworkers launched a strike early this morning against the Big 3 U.S. automakers. A man was caught inside of a Toyota dealership after attempting to steal a car and plowing into a Beverly Hills Lambo dealership. Crime is seemingly on the rise in SoCal.See omnystudio.com/listener for privacy information.
Watch the full video on YouTube - click hereIn this bonus episode of the ALP podcast, Jan Griffiths delves into a pivotal moment in the automotive industry as the UAW (United Auto Workers) calls for a strike across the three major American OEMs: Ford, General Motors, and Stellantis. This historic event highlights the significant challenges that supply chain leaders and CEOs within the automotive sector are currently facing. Jan sets the stage for this critical day in automotive history, emphasizing the urgent need for strategic responses to address the disruptions rippling through the supply chain.Joining Jan are industry experts Tor Hough, CEO of ELM Analytics, and Sig Huber, Chief Commercial Officer for ELM Analytics. Together, they engage in a comprehensive discussion about the essential steps required to prepare for and effectively manage such disruptive situations. The conversation revolves around key aspects, including the critical role of gathering timely and accurate data about suppliers, enhancing supply chain resilience through design and relationships, and the analysis of the five pillars of risk: liquidity, labor, parts, demand, and transportation.Moreover, the episode underscores the paramount importance of transparent communication with the supply base, the cultivation of trust, and proactive planning for financial risks and startup challenges in the event of prolonged disruptions. As the automotive industry grapples with uncertainty during the ongoing strike, this episode equips supply chain leaders and CEOs with valuable insights to navigate the complex landscape of supply chain disruptions successfully.Themes discussed in this episode:Automotive industry disruptionsSupply chain risk managementFinancial vulnerabilities of suppliersImportance of Communication and TrustStrategies and CountermeasuresPillars of Supply Chain ResilienceFeatured Guest: Tor HoughWhat he does: Tor Hough is the CEO of ELM Analytics. Tor is fervently committed to elevating data quality standards in the industry while catalyzing business change, transformation, and growth.Featured Guest: Sig HuberWhat he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.Episode Highlights:[02:16] Data Gathering: The importance of gathering accurate and timely data about suppliers, especially in the sub-tier levels of the supply chain, to understand vulnerabilities.[08:54] Navigating Supply Chain Vulnerability and Building Resilience: Sig and Tor dive into the automotive supply chain's vulnerabilities amid disruptions like COVID and the UAW strike. They emphasize the importance of timely data, supplier financial health, and strategies for bolstering resilience, including supply chain design and robust supplier relationships.[14:15] Proactive Planning for Supply Chain Resilience:...
Hello ModernJeepers, welcome to Episode 234 of The ModernJeeper Show… Matson managed to catch Corey & Jessy just outside of Colorado Springs as they are heading to Kentucky for this weekend's Holley MoParty and Off Road Experience featuring the Metalcloak CTI Trailer and Skillz Day off road training. They talk MoParty, of course, developing AI versions of yourself, everything they know about the New Gladiator (before they saw the announcement), Jeep's problem with gear swaps and out of round tubes, having great partners (Thank you Milestar), and how at every event the CTI Trailer proves Anti Rocks are Anti Flex. If you ever wonder (like we do) what the heck are these guys actually doing, you can watch this episode and many more at YouTube.com/modernjeeper As always, we are incredibly grateful for this episode to our supporters and friends including Warn Winches, Raceline Wheels, Bestop, Nacho Lighting, Milestar Tires, Rugged Radios, Adventure Rack Systems and, of course, Metalcloak. BTW, if you do like this episode or even if you don't, please smash that like button, give a five star review, and share it with your friends. Now, sit back, relax with a cold one, and enjoy Episode 234 of The ModernJeeper Show. Show Notes:Off-Road AddictionNitto Jeep BashTazerMilestar TiresOff-Road ExpoNorCal Rock RacingSkillzdayAnti-rock Sway BarHolley MoParty Off-Road Experience#### This episode would not be possible without the incredible team at Metalcloak. From Engineers to Production, Marketing to Sales, Accounting to HR... everyone at Metalcloak works diligently to ensure they make the very best products for your Jeep, Bronco, Ram and Toyota.Please visit Metalcloak.com and support our sponsor today.####Liked the episode? There's more...Join us at ModernJeeper.com for the latest Jeep and off road news.Join us at ModernJeeperAdventures.com for incredibleJeeping Adventures.Join us at ModernJeeperForum.com and join an incredible group of ModernJeepers.Visit our Sponsors including Metalcloak.com and check out their full line of Jeep, Ram & Bronco Suspension Systems, Fenders & Bumpers
When it comes to charging an electric vehicle in the US, drivers face a complex landscape. Tesla currently dominates the sector with its highly efficient stations and ultra-fast chargers, but an array of companies are vying for a share of this burgeoning market. And with $7.5 billion from the Biden administration's NEVI program now available for building out the nation's charging network, the competition is hotter than ever. On today's show, Dana speaks to Ryan Fisher, BNEF's head of EV Charging, and Corey Cantor, a Senior Associate from BNEF's New York office. Together they discuss the different US charging networks, who owns them, how many chargers they each have. They also discuss how the public charger rollout varies from state to state, the subsidies involved, and whether anyone is in a position to challenge Tesla. Complimentary BNEF research on the trends driving the transition to a lower-carbon economy can be found at BNEF on the Bloomberg Terminal, on bnef.com or on the BNEF mobile app. Links to research notes from this episode: Automakers Assemble for US EV Charging - Six Years Late - https://www.bnef.com/insights/31871 EV Charging Outlook 2023: Grounds for Optimism - https://www.bnef.com/insights/31781 GM Crawls Back to Twitter and Tesla to Save EV Ambitions - https://www.bnef.com/insights/31583/viewSee omnystudio.com/listener for privacy information.
Tham gia GÓI MEMBERSHIP phá đảo Động Nhện ngay hôm nay: https://b.link/spiderum-membership Tham gia group Tiền ở đâu - Đầu ở đó để chia sẻ, học hỏi kiến thức hữu ích về kinh tế, tài chính: https://b.link/yt-tien-o-dau __ Nhắc tới Hàn Quốc, người ta nhớ đến Samsung, LG... Nhắc tới Nhật Bản, người ta nhớ về Sony, Toyota... Nhắc tới Mỹ, thì đó là Google, Microsoft, Apple... Nhắc tới Trung Quốc, thì không thể không kể tới Huawei, Alibaba... tới Hệ thống định vị Bắc Đẩu... Vậy còn nhắc đến Việt Nam, quốc tế biết gì về đất nước chúng ta? Tại sao các thương hiệu sản phẩm “hàng Việt Nam chất lượng cao” của chúng ta lại chưa được quốc tế biết đến? __ Tủ sách của Spiderum hoành tráng của Spiderum: https://shope.ee/6KbpEZS9D2 Các đầu sách bạn có thể quan tâm: - Người trong muôn nghề - Định hướng nghề nghiệp toàn diện: https://shope.ee/AURO9YQc3A - Người trong muôn nghề: Ngành IT có gì?: https://shope.ee/9pBhMKT9Oy - Người trong muôn nghề: Ngành Kinh tế có gì? - Tập 1: https://shope.ee/9UYqxiUQ4w - Người trong muôn nghề: Ngành Kinh tế có gì? - Tập 2: https://shope.ee/9KFQlPV3Pv - Người trong muôn nghề: Ngành Sáng tạo - Nghệ thuật có gì?: https://shope.ee/9zV7YdSW47 - Người trong muôn nghề: Ngành Xã hội - Nhân văn có gì?: https://shope.ee/5pfYayiNWK - Mùi mẹ - Món quà dành tặng người phụ nữ yêu thương: https://shope.ee/6AIOzah6qU - DevUP - Phát triển toàn diện sự nghiệp lập trình viên: https://shope.ee/9esHA1Tmjx - Seneca: Những Bức Thư Đạo Đức – Chủ Nghĩa Khắc Kỷ Trong Đời Sống - Tập 1: https://shope.ee/6zrW08ngb2 - Seneca: Những Bức Thư Đạo Đức – Chủ Nghĩa Khắc Kỷ Trong Đời Sống - Tập 2: https://shope.ee/A9oXkwRsj8 - Mở khóa thương mại điện tử Việt Nam: https://shope.ee/5V2iCMjeCI - Doing good better - Làm việc thiện đúng cách: https://shope.ee/6KbpBtgTVV - Động lực nội tại - Làm sao để yêu công việc và đạt đến thành công: https://shope.ee/6UvFOCfqAW - Bước ra thế giới: Cẩm nang du học và săn học bổng: https://shope.ee/5fM8Ofj0rJ - Chuyện người chuyện ngỗng (Vũ Hoàng Long): https://shope.ee/4AXKcUjKAQ __ Hóng các cuộc hội thoại thú vị, nhiều kiến thức bổ ích trên kênh Talk Sâu: https://b.link/talksau Lắng nghe những câu chuyện về thế giới nghề nghiệp cùng podcast Người Trong Muôn Nghề: https://b.link/NTMN-Podcast ______________ Bài viết: Nas hỏi: 'Vì sao chúng ta không biết gì về Việt Nam?' - Giới trẻ Việt Nam sẽ phải là người trả lời Được viết bởi: Fei-Fei Link bài viết: https://spiderum.com/bai-dang/Nas-hoi... ______________ Giọng đọc: SAMURICE Editor: Hikari ______________ Bản quyền video: Spiderum Bản quyền nhạc: Youtube Audio Library, Epidemic Sound ______________ --- Send in a voice message: https://podcasters.spotify.com/pod/show/spiderum/message Support this podcast: https://podcasters.spotify.com/pod/show/spiderum/support
Welcome to Wednesday as Ford waxes generous and also talks about their big dreams for hybrid F150s. We also cover some of the conversations at the Auto News Congress. Finally, we talk about good ‘ol Goodwill finding its ecommerce stride. When asked yesterday about the looming UAW strike, Ford CEO, Jim Farley, described the latest contract proposal to UAW as their "most generous offer in 80 years." However, the UAW might strike selected plants if no deal is achieved with Detroit's big three automakers before the looming deadline. Ford believes its F-150 could soon rank as the top-selling hybrid model, according to Kumar Galhotra, president of Ford Blue. Ford is set to release an updated 2024 F-150, including a new hybrid variant, aiming to quadruple hybrid sales in the next two years with F-150 and Maverick compact pickup as focal pointsCurrently, 10% of F-150s sold are hybrids. Ford sold an estimated 25,000-30,000 F-150 hybrids in the first half of this year, while Toyota sold 57,208 RAV4 hybrids in the same period.As U.S. legislators are pushing for an accelerated transition to EVs, Dealers have been left to bridge consumers' knowledge gaps according to panelists at the 2023 Automotive News Congress Retail Future panel. Our own Damon Lester and other Dealers highlighted key barriers to EV adoption, including range anxiety, affordability, and the challenges of establishing home charging infrastructures.Damon Lester, owner of Lester Automotive Group, emphasized the importance of charging infrastructure, stating that everyday use of an EV isn't feasible without it. He remarked, "We urge consumers to ask those types of questions because many are not looking at EV ownership through that lens." Lester proposed an expansion of incentives, suggesting, "We are urging some legislators to put a moratorium on the income-based formula for incentives, to make it open again for a certain period of time so that everyone is able to get them."Thrift store shopping has never been more popular, and it's starting to feel more native to younger generations as GoodwillFinds.com, the online platform launched by Goodwill last year, has expanded its reach to over 500 stores with the addition of four new regional members. Many Goodwill regions had previously been selling on external platforms, like eBay. GoodwillFinds offers them a direct relationship with online customers and enhanced analyticsA report from GlobalData, consumer surveys, and other sources, show 85% of shoppers have bought or sold secondhand items over the last year. 27% of them doing so for the first time.Hosts: Paul J Daly and Kyle MountsierGet the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/ Read our most recent email at: https://www.asotu.com/media/push-back-email ASOTU Instagram: https://www.instagram.com/automotivestateoftheunion
EPISODE 1715: In this KEEN ON show, Andrew talks to David L. Rogers, author of THE DIGITAL TRANSFORMATION, about how to rebuild organizations in our age of continuous change David Rogers is the world's leading expert on digital transformation, a member of the faculty at Columbia Business School, and the author of five books. In his newest book, The Digital Transformation Roadmap (2023), Rogers tackles the barriers behind the 70% of businesses that fail in their own digital efforts. He shows why every business must transform not just its products―it must transform the organization itself. Rogers offers a five-step roadmap to rebuild any organization for continuous digital change. His previous landmark bestseller, The Digital Transformation Playbook (2016), was the first book on digital transformation and put the topic on the map. Now published in thirteen languages, it defined the discipline by arguing that digital transformation (DX) is not about technology; it is about strategy, leadership, and new ways of thinking. Rogers has helped companies around the world transform their business for the digital age, working with senior leaders at corporations including Google, Microsoft, Citigroup, Visa, HSBC, Unilever, Procter & Gamble, Merck, GE, Toyota, Cartier, Pernod Ricard, China Eastern Airlines, NC Bank Saudi, and Acuity Insurance, among others. Rogers regularly delivers keynotes at conferences on all six continents and has appeared on CNN, ABC News, CNBC, Channel News Asia, and in The New York Times, The Financial Times, The Wall Street Journal, and The Economist.At Columbia Business School, Rogers is faculty director of executive education programs on digital business strategy and on leading digital transformation. He has taught over twenty-five thousand executives through his programs in New York City, in Silicon Valley, and online. His recent research has focused on new business models, innovating through experimentation, governance for growth, and barriers to change in digital transformation. Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children. Learn more about your ad choices. Visit megaphone.fm/adchoices
The race is on in the motoring world to corner the rural market with practical heavy load bearing zero emissions vehicles. Car maker Toyota has just laid down the challenge to other manufacturers in debuting it's hydrogen-Hilux.
Lisa is joined by Paula RIzzo,who talks with Lisa about her book, Listful Living: A List-Making Journey to a Less Stressed YouPaula Rizzo is an Emmy-award winning TV producer, bestselling author, media trainer and strategist. She trains authors and experts to perform better on camera and produce their own videos. She is the author of Listful Thinking: Using Lists to be More Productive, Highly Successful and Less Stressed and her most recent book, Listful Living: A List-Making Journey to a Less Stressed You. Paula is also a LinkedIn Learning instructor, a frequent speaker and media contributor. She's also the creator of Media-Ready Author and the host of Inside Scoop. For more go to PaulaRizzo.com/lists.For nearly 20 years, Paula produced health, wellness, and lifestyle content with a range of top experts, including JJ Virgin, Jillian Michaels, and Deepak Chopra. Most recently she served as the senior health producer for Fox News Channel in New York City for more than a decade. She now coaches authors, experts and entrepreneurs to perform better on camera and produce their own videos. She's personally media trained executives from Fortune 200 companies and privately-owned organizations as well. She's the founder of the productivity site ListProducer.com and best-selling author of Listful Thinking: Using Lists to be More Productive, Highly Successful and Less Stressed, which has been translated into 15 languages and was featured as one Oprah.com's “Self Help Books That Actually Help.” She's also the author of Listful Living: A List-Making Journey to a Less Stressed You.Paula is also a LinkedIn Learning instructor with several courses about productivity and optimizing work from home remote offices. Paula's work has been featured on TV, print, radio and around the web. She's also a keynote speaker and has presented at Toyota, HOW Design Live, MA Conference for Women, New York Women in Communications, Public Relations Society of America (PRSA), National Association of Professional Organizers (NAPO), American Society of Association Executives and many others.Book description: What do Madonna, Martha Stewart, John Lennon, Ellen DeGeneres, Ben Franklin, Ronald Reagan, Leonardo da Vinci, Thomas Edison, and Johnny Cash have in common? Each is (or was) a list maker. These successful people all use lists to keep track of their ideas, thoughts, and tasks. Finding enough hours in the day to get everything accomplished and allow for some downtime can be a struggle. It's no wonder so many of us are stressed, overextended, and exhausted. For the 54 percent of us who feel like we're chasing our own tails, Listful Thinking is here to prove that it doesn't have to be that way. You can still find time to relax, read a good book, and do the things you love.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5948889/advertisement
According to Tyler Reddick making the second round of Playoff all about not trying too hard. Plus Ross Chastain on Bristol tire test, Chase Elliott not making excuses for not winning and JGR's Steve DeSouza on helping Toyota reach a major Xfinity Series milestone.
In this episode, Bill Bellows and host Andrew Stotz talk about resource management in a non-traditional sense. Bill explains how managing the variation and integration in your product or service is just as important as increasing consistency and removing waste. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is episode nine, Resource Management. Bill, take it away. 0:00:28.9 Bill Bellows: Thank you, Andrew. And thanks for our audience and thanks for joining in again. So we're picking up following episode nine, which was, I called it the Paradigms of Variation. It was, I think the title on the podcast may be a little bit different, but what we've been building up to from the beginning is, parallel tracks. But one aspect that I've been trying to bring forward is this idea of variation in the white beads. We talked about the white bead experiment and the idea that the red beads are not caused by the workers, they're caused by the system. 0:01:13.5 BB: And then what if we got to the point that there were no more red beads? Yes, we can make the red beads faster, we can make the red beads cheaper, but could we make, I'm sorry, we can make the white beads faster. We can make the white beads cheaper with the elimination of the red beads, but if we're dealing with nothing but white beads that are cheaper and made faster, can we improve the quality of the beads? And what I found is, when I press on people, they'll say, "Yes, everything can be improved. Everything can be improved. When I press, press, press, they'll say faster. They'll say cheaper. I said, "Yeah, we said that." I said, "But can they be better?" 0:01:53.4 BB: Is that what Dr. Deming's trying to say with continuous improvement that we stop it a 100% white beads? Or can we go further? And I find people get stuck. And I think it's very easy to get stuck, because that's the world we live in of good parts and bad parts. We focus on the bad to make them good. And what do they do when they're good? Well, they met requirements. But what's missing is this key word called variation. And yes, there's variation in the red beads and Dr. Deming would plot that on a control chart. But Dr. Deming also discovered in, definitely in 1960, from Dr. Taguchi who he met a few years earlier, this notion of variation in the white beads and that the, so I talked earlier also about question number one and quality management. 0:02:44.0 BB: Does this quality characteristic meet requirements? There's only two answers, remember Andrew, yes or no. But then question number two is how many ways are there to meet requirements? And I'd say there's an infinite number if you take into account, how many decimal places you can go. And that, the idea that you can have anywhere from the absolute minimum to the absolute maximum of the requirements is there's all those places be in between. That's called variation. And does it matter where you are within spec? Within spec? And again, by spec I mean specification. You've met the requirements for the activity. And so what we did in episode nine, I'm sorry, episode eight is look at what I call the Two Distribution exercise. And you may have caught me saying there are four suppliers. 0:03:41.7 BB: And at the end I said, forget about the four. There's actually two. I've done it with four, I've done it with two but the important thing is when I show people a number of distributions within requirements, and one of them will be, we'll go from the minimum to the maximum with near zero and frequency at either end to then high in the middle. And I'll say, "The middle is the ideal value." And then I'll say, let's say you also have a really narrow distribution consuming, and I said, last time, 10% of the variation, what I meant to say, and I said at least once, is 10% of the tolerance that, so you're using a very small portion of the tolerance, but you're far away from the ideal value. 0:04:27.0 BB: You're shifted to the right. And so when I give people the choice of buying from one of those two suppliers under the idealized situation, you may recall, Andrew, of same price, same schedule, everything's guaranteed to meet requirements. We've got histograms, we've got control charts. The processes are in control with all those, what Ackoff would call idealized situations. Make it really, really simple. Do I go with the wide one centered on the ideal value or the narrow one over to the right? And time again, people take the really narrow one, which we said was about, why do you like the really narrow one? Because they're more consistent. Then I explained that that's precision. And that's the most popular answer. And I'm reminded of that every time I use the exercise. Within the last few days, I've used it again. 0:05:19.6 BB: And that narrow one gets people's attention. What I find really fascinating is if the goal is to meet requirements, then why is the answer not, I'll take either one of them, which was one of the choices. You could take the wide one in the middle that covers the entire, or the narrow one. Why does it matter? Why not say in the world of meeting requirements, what's the driver behind the narrow one? Why don't people say it doesn't matter anymore? And I think because there's something about variation and consistency. I was talking with somebody the other day and they said, "Being consistent is, that's everything in terms of quality." And I said, "Not quite. Not quite." What... And this will become the focus of a later episode, that you could, ideally you could put the variation where you want it to be along the ideal and end up with improved what? 0:06:18.4 BB: The answer is improved integration. Because the very simple model we use in organizations is that if the parts are good, whether it's two parts, three parts, four parts, number of parts going together, you have to have at least two. And I say if the parts are good, then they fit. That's the model. If the parts are good, then they fit, then is there anything wrong with that model? And people are like, "No, that's the model we use." If the parts are good, then they fit. Now, if you're developing an airplane or a rocket engine, you've got a wing and a fuselage, then you've got all the parts to make the wing, all the parts to make the fuselage, all the parts that do these separate components, you could say the same thing for a play. You have all the elements of the first act, all the elements of the second act, and then you put them together for the entire play. So the point is that what I'm talking about is that integration is not black and white. [overlapping conversation] 0:07:23.2 AS: What... Just... Can you define integration just so we can make sure we understand it? 0:07:27.5 BB: Yeah. Integration is when I'm going to put the cap onto the bottle of water. That's integration. The cap is good, the bottle is good. Now I'm trying to put the cap, which is good, and the bottle, which is good, and I'm trying to put the cap onto the bottle. 0:07:46.0 AS: Okay. 0:07:46.5 BB: Yeah. That's integration. Or I'm trying to put the, I'm trying to put two parts of something together. I'm trying to put the cap on top of the pen. What I love about water bottles as a prop is wherever I'm presenting, someone in your room will have a water bottle. And I'll say, can I use this as a prop? Sure. And I say, if all the requirements for the cap are met, what do we say about the cap? It's good. And if all the requirements for the bottle are met, what do we say about the bottle? It's good. Then I'll say, see what we're doing? We're managing parts in isolation. We're saying the cap is good, the body is good. Then I say, why don't we focus on how well the cap mates with the bottle? And I had a co-worker once said, well, if the cap is good and the bottle is good, then won't it fit. Fit as in absolute fit, right? 0:08:39.7 BB: Not relative fit ‘cause remember in early episodes we talked about black and white thinking versus shades of gray thinking. Good versus bad is black and white. Fit is black and white. It fits or it doesn't. What I'm talking about Andrew, is the idea that there's variation in good and the variation in good cap, and the variation in the good bottle show up when I go to put the cap onto the bottle. Because if the, if the outer diameter of the bottle is on the high side and the cap, inner diameter is on the low side, then I'm gonna have trouble putting the cap onto the bottle, ‘cause one's too small, one's too large. Boom. And, so what I'm trying to imply, [chuckle] not what I'm trying to imply. What I'm stating is fit is not absolute. It's relative. Integration, which is about fit, is relative. And I don't, did we talk Andrew about a hundred percent…? 0:09:41.1 AS: Wait a minute. You gotta say that again. I didn't catch that. I know many of our listeners are a little faster than me. But say that again about relative versus... 0:09:56.6 BB: Okay, so what I'm saying is the fundamental model we're using is if the cap is good of the water bottle and the bottle is good, then the cap will fit onto the bottle. It'll fit when you go to... 0:10:05.7 AS: Yep. 0:10:07.8 BB: Put the, put it on it fits just like that. What I'm talking about… 0:10:12.1 AS: And when you say fit, are you using that as a general term in a system or are you just talking specifically about the cap? 0:10:17.8 BB: No, no, I'm really, I'm glad you brought this up. What the suggestion is that fit, there's only one degree of fit. It goes together you know with a, technically what we're talking about is how much torque is required to screw it on, how much force is required. And so fit is about how much force is required to screw it on. And the implication behind them being good and fit is that they always fit the same. So the model is that parts that are good fit together the same way each time. And that's not the case. So there's a... And I, one of my first exposures to this was reading a book by David Kearns and I mentioned this, I don't know which episode. And I said that Frank Pipp, an assembly plant manager at this Ford factory had his assembly team routinely buy competitor's cars and put them together. 0:11:19.4 BB: Because at the Ford plant, most of the time when they're putting parts together, they needed rubber mallets to bang them together because they didn't quite fit. And, so they needed help. And the help was the hammers to bang them together and out. Every now and then two parts went together without a hammer. That means fit is easy as opposed to hammers, which means fit is difficult. So imagine you've got everything between I can put them together, with little effort at all to I need a hammer to bang them together. That's degrees of fit, which I'm saying Andrew is degrees of integration. 0:12:00.4 AS: Okay. 0:12:01.2 BB: And, so the point I was trying to, what got me excited about Taguchi's work and then really excited when I saw Dr. Deming realizing it, is that when I came across this a hundred percent snap fit Toyota pickup truck story account, I thought, well, holy cow. And I found in listening to these podcasts that I use a expression quite a bit. 0:12:24.1 AS: Holy cow cow, holy spicoli. 0:12:26.3 BB: Holy... Holy cow, Andrew [laughter] But what was cool is this Ford plant has discovered that Toyota, where I know Dr. Deming had some influence, but some influence, okay, what influence? that's a whole ‘nother topic, but I know Taguchi had an influence there. So I'm looking at that with my understanding of variation and thinking, that's incredible. And brought that awareness to my coworkers at Rocketdyne. And we developed, with, I provided the education, they provided the hands-on go make it work. They developed hardware that went together beautifully. And why is this important, Andrew? And this is one of the things we got to in the end of the last podcast is if you would like your customers to have products that go together easily if they're assembling it or going together means that it, this product fits well with how they use it. 0:13:22.7 BB: That the car starts each time or the stopwatch, whatever they're using, works really well, which means there's degrees of performance. That's what excites me about the idea that if we can pay attention to the variation, we can either have designs that require hammers to assemble or we can design them to go together well. And, and all of this is to say that's what prompted me to get people excited by the paradigms of variation to get them to better understand that a mindset of meeting requirements is different from a mindset of precision, which is different from a mindset of accuracy. And what I've just repeated is Paradigm A is meet requirements. Get the darts somewhere on the dartboard. Meet requirements be anywhere within the requirements. Paradigm B is this idea that we're striving for consistency, incredible uniformity, otherwise known as, as precision. 0:14:30.7 BB: And, and there may be a place for that. But what Dr. Taguchi's talking about is different than that, that's precision is Paradigm B. Paradigm C is trying to be close to target. So that's taken the distribution, which is precise, and then finding a way to adjust it to be on the bullseye. And what does that gain us, Andrew? That, well, first of all, I would say when we're working at home looking for, working on the recipe, trying to get exactly one cup of flour, exactly 350 degrees, exactly one hour in the oven. As we pay attention to how close we are to those values, chances are we're gonna end up with an incredible product. And that's, we're trusting that the person who developed the recipe has done that. 0:15:23.2 BB: But so whether it is woodworking or working on any project, it could be making things out of cloth where you're, you're putting together some outfit out of cloth that my father used to do for my sister when he was in the textile business. That is about the idea that things come together well is about accuracy in improving integration. And that's what I find the Deming philosophy offers an understanding of what does it take to inspire an organization where, where it takes the people working on their different elements, not to meet the requirements any way they choose, but to meet requirements in a - ready Andrew - synchronous way. So you and I are on the soccer pitch, and it's not about your position, it's about my position and your position on defense that we're trying to win the World Cup. 0:16:25.2 AS: Yeah. 0:16:26.4 BB: And so all of that is about the Paradigms of Variation. Go ahead, Andrew. You were gonna say. 0:16:29.0 AS: You referenced sports and I was just thinking about how easily we work together in team activities, team sports that are just, clearly great teams are the ones that integrate each individual's doing their own personal work and they're doing training and they're improving themselves, and then they're practicing together. How do we bring this together into an integrated system that then wins? 0:16:54.9 BB: That's right. And so when you say bring together, that's what integration is. It's bring together, right? And we're looking, we we're screened a bunch of candidates on the phone, now we bring them in for face-to-face interviews. What are we looking for? Why isn't it enough that they meet the requirements that are on the website? We wanna know which of these potential employees is the best fit with our team, whether it's to play first base, or play senior researcher. Are they a fit? They may be very consistent in what they do, but is that consistency...I mean, they have to be, their consistency has to mesh what we want. So they may be consistently tardy, they may be consistently dominating the meeting, but what we want them to do is fit into the meeting. 0:17:50.0 AS: And the other thing that I always think about when I hear you talking about this stuff is, I think about when I was younger, when Lexus came out, if you remember Lexus, when they first... 0:18:01.8 BB: Absolutely. 0:18:02.5 AS: Launched... 0:18:02.5 BB: Oh yeah. 0:18:03.7 AS: Their great video or the great advertising was stacked up champagne glasses... 0:18:09.5 BB: Yes, yes. 0:18:11.6 AS: Onto the hood of this car. And then they lifted the wheels off the ground and then, or not off the ground, but like they had a roller that they were rolling it on, and then they revved that car up to as fast as it could possibly go, and those glasses did not fall. And you know the only way you can get that is by improving not only each individual part, but how those parts work together with the end result being less vibration, less friction. 0:18:39.9 BB: Yes. 0:18:41.1 AS: All of those things. 0:18:42.0 BB: Yes. Exactly. 0:18:42.5 AS: And you couldn't do it by just improving one part. 0:18:45.6 BB: That's right. And that's a great example because together you've got minimum vibration. That's not an accident. That's they have figured out how those things come together to have an incredible product, which is consistently, it works consistently. But the consistency, there's nothing wrong with consistency. Consistency is not the issue. But it, the issue is is the consistency we're talking about striving for precision or accuracy. So a car that consistently doesn't start is consistent, but that's not helpful. I want a car that consistently starts, right? I wanna be consistent around... I want you to bring your consistency in concert with others' consistency where those consistencies matter, you know? And if we don't need you to be consistent, then that's okay. Then we save money by having lack of consistency because why have consistency if you don't need it? But all of that's about... 0:19:50.6 AS: It's hard. It's hard. Consistency is hard and fit is hard. 0:19:55.4 BB: Yes. And, and, and, to build upon what you just said, consistency is about managing variation as a system. And so, another thing I wanna point out, and I got some comments from some friends about, you know, the last podcast. The Paradigms of Variation are about the paradigms of white bead variation. So, so, Paradigm A is we've got variation within the requirements and, and is that okay? Is it enough to have variation in requirement? It doesn't matter where we are? That's Paradigm A. Paradigm B is precision. We're consistent, but we're not around the ideal. That's accuracy. And then paradigm D is....and I was searching for the word, the expression Dr. Taguchi used. He calls that Technology Development, that we're developing an advanced technology for use in... And I, the example I used last time is, let's say we're fac…we're developing a new way of making tubes for plumbers to use. 0:21:07.6 BB: And I said in the beginning let's say we just have one inch outer diameter tubes, and that's Paradigm C because everything we make is one inch outer diameter tubes. And then somebody comes along in our research labs and comes up with a novel way to make tubes of different sizes. That's variety. So they can make them down to quarter of an inch, half an inch outer diameter. And then what we're doing with what Paradigm D is about is developing the technology that allows us to be really accurate around all these different values. That's what Dr. Taguchi calls Technology Development. I called it Paradigm D, he called it Technology Development. And in the world of sports, we talk about sports. That's the ability of the soccer player to kick the ball, or I should say a football player. [laughter] To put the ball anywhere in the net during at any time. Whether it's... 0:22:03.6 AS: That's within spec. 0:22:05.4 BB: Yeah, it's so the goalkeeper goes one way and they can hit any point in there. Because if you come up and the goalkeeper knows, oh, here comes Andrew, Andrew's gonna go to the lower left 'cause that's all he knows how to do. But you don't think I know that as your opposing goalkeeper. I know Andrew, Andrew's gonna fake, but I know what Andrew's gonna do. So the Paradigm D is in sports is the ability to move the ball around. If you're the pitcher, if you're the tennis player, and that's how you become a professional athlete, is that ability to move it around. That's Paradigm D. So, years ago, and this, I was developing this and sharing this, refining it with co-workers. 0:22:44.4 BB: And I was at a Deming Institute conference. True story, in Washington DC with Tim Higgins, a co-worker, and got a call from a really good friend, Jim. So Jim calls up and Jim was in this professional development program within Boeing doing a lot of travel. Every time he called, he was somewhere different in the country doing some really cool stuff in this incredible program to develop next generation leaders. And he definitely fit the mold. So he calls me up and he says, so he says, Dr. Bellows, have you discovered Paradigm E yet? [laughter] 0:23:17.9 BB: I said, Jim, there is no E. He said, yeah, there's letter A, there's letter B, there's letter C, there's letter D. Oh, so there's also E. I said, Jim, A meets requirements, B is consistency anywhere, C is being on target, D is being on any target. I said, there's nowhere else to go. I said that we've run out. He said, we haven't run out of letters. [laughter] So I said, so he pushed on me and I pushed back. He pushed on me. We literally pushed on each other because I kept saying, Jim, you're you... Let's find another topic. No, no, no, no. I wanna hear about Paradigm E. And then it dawned on me, and I can remember it like it happened yesterday. 0:23:58.8 BB: And every time I have lunch with him, I say, Jim, I give him a big hug because I could not explain with the Paradigms of Variation, why would I pick up a nail in the parking lot, right? Why would I pick up a piece of glass in a parking lot? '‘Cause I viewed that as minimizing loss to society, that if I pick up the nail, prevent the flat tire, pick up the piece of glass, prevent the flat tire. I am, to quote Dr. Taguchi, "minimizing loss to society." But I don't know how to put that into his loss function, which is a subject of an of a future episode. And the idea of the loss function is there's an ideal value somewhere within the requirements. And the closer we are to the ideal value, the better the integration, and therefore the easier the effort. 0:24:55.2 BB: And, so now I'm stuck trying to say, so Jim's poking me, and I'm thinking, I'm stuck trying to explain everything through Dr. Taguchi's loss function, which is looking at the impact of variation relative to meeting requirements. And it dawns on me, and what Jim is saying is, I'm stuck in the world of variation. And, so when he mentioned...as, as he pushed and pushed and pushed, and it dawned on me that there's another whole world called managing, not... There's managing resources. I'm sorry, managing variation is Paradigms A, B, C, and D. What Jim got me to do that he called Paradigm E, and later we called it Resource Management, he realizes variation is a resource. Variation is a result of how we define our processes. There's managing cost. 0:25:52.3 BB: What is the cost of what we're doing? How much time is required? So, I look at resources as all the things we have in our organization from people to equipment to software to hardware and tools and techniques. Those are all resources. And picking up a piece of glass in the parking lot is a way of managing resources to improve the system, just as being on target is a way to improve how resources are managed. I started, I just jumped back and thought, holy cow, it's bigger than variation. And I think Dr. Deming really had this in mind. It's not just about variation, it's about the system includes variation, but it also has resources. Again, people, time, ideas, money. How do we use our money? That's a resource. 0:26:39.4 BB: Are we using, 'cause the other thing that was bugging me was are we using our money to improve things that are good? No, we're using our money and our time and our resources to focus on what is bad to make it good. And so that's what started off as Paradigm E then became Resource Management. So that's the genesis for Paradigm E. Managing resources is, should I get a college education, right? Should I exercise? How often should I go to the doctor, right? How often should I go shopping for groceries? Should I go shopping every day on my way home or should I go once a week? Those are resource management questions. Should I have a garden in my backyard? Should I buy the groceries? What's a better use of my time when I'm running errands? 0:27:33.2 BB: So on Saturday morning, I'm gonna run out and I'm gonna pick up the dry cleaning, go to the drug store, go to the veterinarian, pick up something for the cats. Do I do each of those randomly, come home and I say, what do I do next? Or Andrew, do I line up the errands and figure out what time the store opens? When do the lines occur? What time does traffic start to pick up? Am I making right-hand turns or left-hand turns? And I find what I do is I'm trying to figure out how do I get all these things done as fast as possible? And that directs my route. What I'm I doing, Andrew? I'm managing resources. 0:28:11.7 AS: And you remind me of the book I'm reading right now, Steve Jobs by Walter Isaacson. 0:28:16.8 BB: Yes, I listened to it, it's fantastic. 0:28:18.9 AS: Yeah, and there's just these times that Steve Jobs would just go into an absolute focus into some minute detail that all the people around were thinking that, and rightly so in some cases, that he was wasting resources, the resource of time. But there was another component that I think they couldn't see maybe was the passion that he was conveying to people around them that this matters. 0:28:48.0 BB: Yes, well, I don't know if this story shows up on that book, but that book was a fantastic read, oh I just loved it. Do you know the subject of Walter Isaacson's next biography? I don't know when it's due, but the very next auto, biography that Walter Isaacson is doing, take a guess who it is? 0:29:07.7 AS: No idea. 0:29:08.4 BB: Elon Musk. 0:29:10.9 AS: Oh, great. 0:29:12.7 BB: Yeah, yeah. So I think Fortune Magazine had an article that Jobs, well, first of all, let's go back, let's say 15, 20 years when I would go into work with others and we'd turn on our computers and then go get a cup of coffee. You know what I'm talking about, Andrew? You know where I'm coming from? 0:29:35.4 AS: I remember that very well. 0:29:37.8 BB: And why are we going to get our coffee, Andrew? 0:29:41.1 AS: Man, it takes minutes to boot up. 0:29:43.1 BB: Yes, so because we're going to go, we gotta turn on the computer and it's going to take minutes, five, 10 minutes. And for those of you that are, I mean, really, now we're so used to turning on the iPhone and it comes right up. Yeah if you shut off the iPhone, it may take 30 seconds to turn on, but you start your computer and it, from scratch and it's within 30 seconds, your computer's up and running. No, what we're talking about, Andrew, is you go into the office, turn on the computer, go get a cup of coffee, talk with some friends, you come back in 10 minutes, your computer's up. 0:30:18.9 BB: So Jobs supposedly went to people that were working on that boot-up system and told them that if we could shave a few seconds off of the boot-up time, multiplied by the million or so users around the world, we can save society big numbers. And the person that went off and did this, or the team that went off and did it, went way beyond what he was talking about, but he's the one, he Andrew, saw that as a loss. All right, so when you're banging things together at the Ford plant and I come in on day one and, Andrew, what are you doing? You're like, and you're banging things together. I said, "Andrew, why are you doing that?" And you say, "Bill, this is how we assemble cars here." I said, "Andrew, look at those calluses on your hand." You're thinking, "Bill, you'll get used to it, but this is how we put things together." In the world of automobiles, this is how you do it, Bill." And I think, "Geez, I don't think it needs to be done that way." And what's fundamental here is, and again, the whole idea of the loss function, the integration loss function, we'll look at in a future episode, but what I want to point out here, Andrew, is if I believe you that banging it together with hammers is as good as it gets, then there is no loss. 0:31:51.6 BB: Meaning that as soon as I say that's as good as it gets and I stop, then I'm saying that this is how we do things here. But if I come in and look at that with an understanding of Taguchi's work and how to manage variation as a system or manage resources as a system, I have the capacity to look at that and say, as Jobs did, and say, "I think it can be better." And the difference between what it is and what it could be is loss. But as long as I look at what we do and say, "That's it, let's stop right here." Then what I'm saying is... What I'm acknowledging is that, that's okay. And so what I was looking for within Rocketdyne and got the president of the company to agree to this is finding some people that I was mentoring for several years and their role was to go around the organization and look for loss. 0:32:54.8 BB: And, loss is the ability…Ready Andrew, to look at what is in terms of integration and wonder what could be. And then look at the components and then ask, "Can we change the variation of the components to improve integration?" And of course, the big question is, is it worth the effort? But it's having the vision that the integration and I think that's a great example. The integration is all that time we're spending waiting is not only is it lost, but that's integration time. [laughter] Bingo. So, the next thing I wanna point out before we close is... So this conversation with my friend Jim got me out of being stuck on the loss function and then stepping back and saying that's... There's... It's a global thing. It's all about managing resources, which also means it's more than quality. It's not managing quality, it's managing resources. 0:33:51.8 BB: And if we improve how we manage resources, quality goes up, integration improves, all these things improve. Well, the next thing I wanna point out is, I started thinking in terms of a model that says, how do we allocate our resources? Again, resources are time, energy, equipment, software, ideas. How are we using them? And the first model I had in mind was, are we applying... Are we allocating the resources proactively or reactively? Are we applying the resources to go to the doctor for annual checkups just to see how we're doing. We're going to the dentist for an annual checkup. Are we having somebody come by and look at our plumbing system and getting a feeling for how is it running? Are we taking the car in for routine things. Or are we reactive? We call the plumber when it breaks, we go to the doctor when we're sick. We bring the car in when it's broken. And, so what I started focusing on is what is our preference? How are the resources being allocated? 0:34:55.6 BB: And, without a doubt, what I found is the majority of the resources, time, energy, equipment are being used reactively. Focusing on things that are broken, not good. And, and I would go into big production meetings and say, "How much time are we... How much time do you ladies and gentlemen spend every day discussing parts which are good that arrive on time?" And, no matter where I went, the answer was “little to none.” And, so what I found is the resources were being used reactively, reactively. Now, let me also throw in that if the company's doing research and developing, developing next generation products, that is proactive use of resources. But what I also found is for the products that are in production, rarely did anybody ever come to me for something in production and say, "This could be better." 0:35:52.0 AS: Mm-hmm. 0:35:53.1 BB: That's rare. So the other dimension of this model. So the first dimension... I was just... In fact... It wasn't till I discovered Taguchi, Deming's work that got me to realize this is focusing on things that are broken is the norm. It wasn't just where I work. I started to see that pattern play out elsewhere. Well, the other axis of this resource management model, so the vertical axis is... Are the resources being applied proactively or reactively? So that's let's say the vertical axis going up. Top versus bottom. The horizontal axis are, is are the resources mine or are they ours? Is it my equipment, my people, my department? Or is it ours, Andrew? And so on the horizontal axis, the left hand side is the resources are mine, my department, my, my, my... And the other side of the horizontal axis is ours. 0:36:53.1 BB: And so in this two dimensional model, the vertical axis is, are the resources applied proactively, that's the top. Reactively, that's the bottom. If you think of a two by two matrix, the top row is proactive, the bottom row is reactive. And then when it comes to columns, so the left hand column is the resources are mine. The right hand column is the resources are ours. So we've got a two by two matrix. And I say to people, so given your understanding of Red Pen and Blue Pen companies, me and we organizations, last straw, all straw. I say, according to that matrix, how do you see resources managed in a Red Pen Company, a non-Deming company? And people will say the lower left quadrant, which is what, which is my resources applied reactively. Right? 0:37:43.4 AS: Yep. 0:37:44.9 BB: And then I'll say, "Okay." [laughter] And the name for that is... And it took a while to come up with a name and you're gonna love this. We started calling that at Rocketdyne, Reflexive Resource Management. Reflexive Resource Management. Because a wise man, born in Iowa in 1900, Andrew [laughter], by the name of W. Edwards Deming, once said, pulling your hand off of a hot stove requires no thought. It's all reflex action. When I saw him and that, I don't know where it was, I said, but I know he said that. And I thought, that's it. It's all reflexes. There's no thought involved. Why are we reactive? Because! I mean, why would I be proactive? I mean, why would I work? So when I started realizing is there's no thought involved in being reactive in a Red Pen Company. It's just that's what we do. So then the question is, well, how are resources managed in a Blue Pen Company? A We Organization, a Deming organization. And, what people will say is the upper right quadrant, which is proactive ours, the resources are ours. 0:38:56.1 BB: We're gonna be proactive. And wherever I go, that's people's answers. And I say, you, are you ready? And okay, what? I say, the entire right hand side is a Deming organization. What does that mean? It means I'm smart enough to know when to be proactive, and I'm smart enough to know when to be reactive. I choose, I choose to replace the light bulb when it goes out, it's a choice. Or I choose to replace the battery in the smoke alarm when it goes out. I, being reactive in a Deming organization is a choice. Being proactive is a choice. And so the right hand side, it's about choice. And it took some time to figure this out. What do we call that? What do we call this? So we call it the left hand side, the left lower left quadrant, Reflexive Resource Management. So it took a while to find out what's the adjective for the right hand side. 0:39:55.6 BB: And I come up with an adjective, find out that it's an acronym used by somebody for something else. No, can't use that. Try it again. Try it again. Try it again. Try it again. Try it again. It took about an hour to, at least an hour and finally came up with a term used by the Bureau of Land Management in the late 1800s. And it, and it's, it was known as Purposeful Resource Management. And I thought, bingo! One is nobody's got a trademark on it, [laughter] And so we started calling the deliberate use of resources to be deliberately proactive, or we choose to be proactive, or we choose to be reactive. We started calling that purposeful, thoughtful resource management. 0:40:45.5 AS: Yeah, that choice. It made me think about there's a lot of things in business that you just, your choice is to be reactive. When that breaks, we're gonna fix that because it's not so critical, whereas we cannot have a situation where we're reacting to this particular process. Like, think about my coffee business as an example. We cannot be reactive to downtime on the roasting machines. Well, we're not just waiting for that. We're doing preventive maintenance. We've got stocks. 0:41:17.7 BB: That's right. 0:41:18.5 AS: Stock of parts. We've got, so we make a deliberate effort and resource allocation to make sure we never in that situation, but there's other parts. Let's say we have a few grinders and something like that, we'll fix those when they break. [laughter] 0:41:35.0 BB: Yeah. Well, I've shared this with a woman who, the hairstylist I go to. My kids used to go there and I've been going there ever since. And she is awesome. Just awesome. So I, these are the things I discussed with her, all kinds of things. And so I have a photograph of her, Andrew, holding a hairdryer in her hair salon. And the hair salon is called Kids Cuts because a good part of her business is kids. And then people like me bring the kids in there and next thing you know, I'm a customer, too. Well, so I'm explaining this to me and she says, "Bill, every 6 months I get rid of all the hair dryers". I said, why? She says, "I cannot afford to burn somebody's hair". And so, so I've got a photo of her holding it, so she doesn't monitor how it's performing. 0:42:24.1 BB: She just knows 6 months, get rid of it now. You know, does she donate it? I don't know where it goes. And I don't wanna get into recycling, but she deliberately, she's not gonna burn somebody's hair. 0:42:35.0 AS: Right. 0:42:38.1 BB: Alright. And, what else? Oh, but you and I talked earlier in one of the episodes, this idea of choice, that instead of following the domain that says you can't have inventory, we gotta have blah, blah, blah, you realize this? No, we can choose to have inventory, or we can choose not to have inventory. And so what we're talking about in resource management is, which gets into all those things we talked about earlier, is it's about choices. And so I would say to people, I've got a slide, then I say, it's like you get to the end of the road and you turn right and turning right is being reactive. 0:43:21.3 BB: And I say, Andrew, I've been patterning you, and you get to the end of the road and you turn right, you're always reactive. Why do you turn right? And you say, "Bill, there's only a right-hand turn". And I said, "No, Andrew, there's a left-hand turn, but you can't see it. It's in your blind spot". So the right hand turn is to focus on what's bad, to make it good, what Ackoff would also call managing actions. And that's the road that's well traveled, [laughter], the road less traveled is the left-hand turn, which is to be proactive, again, when it makes sense. I'm not saying being proactive all the time, I'm saying there's a place for it. Consider being proactive, consider being reactive. 0:44:04.0 AS: So, on that note, I think we ought to leave. Why don't you leave the listeners and the viewers with a concise statement of what you want them to take away from this discussion. We went through a lot of different things, but if you wanna bring it down to something clear and concise, how would you describe that? 0:44:24.5 BB: I'd say the, um…I'd like, I'd encourage our listeners, viewers, students of the Deming philosophy, those new to it, to expand their appreciation of quality management and realize that to managing resources period. And the better we manage our resources in our organization, knowing when to collect data, when not to collect data, when to meet requirements, when to be on target with minimum variation, when having lots of variation. Should we be proactive or re…. These are all choices. And they're, and I think the better we understand those choices about how we manage variation as a system in concert, I think the better the performance of the organization and improving productivity, improving quality, improving profit. So I think all those things we're striving for come from a better understanding of how to manage resources. And so instead of just being narrowly focused on the quality dimension, I think if we step back and realize that that's one aspect of how an organization operates. 0:45:42.4 AS: Bill, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to Deming.org to continue your journey. If you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz. And I'm gonna leave you with one of my favorite quotes from Dr. Deming, "People are entitled to Joy in work."
Are you the founder of a company worried about what will happen to your legacy once you step down? Or you're an entrepreneur looking to create a brand that will stand the test of time. Join us in this episode of Predictable B2B Success as we delve into the world of brand building and company culture with our special guest, Henry Wong. Henry, a brand strategy expert based in Toronto, Canada, has worked with renowned brands such as Toyota and Procter & Gamble, as well as politicians, professional athletes, and CEOs. Today, Henry shares his insights on creating a brand that goes beyond just a company's tangible assets and ensuring that your beliefs and culture remain intact even after you retire or leave the business. Discover the power of storytelling and how it can captivate customers and investors as Henry reveals real-life examples of startups that secured significant funding through compelling narratives. Learn how to uncover your unique niche in the market and build a personal brand that aligns with your values and purpose. If you're ready to take your company's success to the next level and leave a lasting legacy, then this episode is one you won't want to miss. Please tune in to Predictable B2B Success with your host, Vinay Koshy, as Henry Wong guides us through brand building and becoming a leader in your industry. Get ready to unlock the secrets to predictable success. Some areas we explore in this episode include: The importance of preserving a company's belief system and culture after the founder's departureThe role of the founder in shaping the success of a companyEstablishing systems and mechanisms for the mechanical success of a businessThe value of a company's goodwill and reputation in attracting investors or buyersBuilding a brand and creating goodwill as a means of adding value to a companyThe focus on brand and goodwill creation for smaller entrepreneurial companiesThe significance of having a purpose and standing for something in building a brandUtilizing storytelling and mission to attract followers and brand ambassadorsThe powerful role of emotion in attracting others to believe in a company's purposeThe importance of having followers and brand ambassadors in spreading a brand's message.And much, much more.
Prepare to embark on a thrilling journey as we venture into new terrain with this episode. We are joined by one of the Supercars paddock's emerging personalities: Dave Casey, also known as 'Mudflap' - Thanks to Bendix Brakes. Dave's story transcends his iconic mullet and the remarkable strides he's making in SuperUtes. From his humble beginnings, thrashing around in a Toyota he snagged for a mere couple of hundred dollars, to ingeniously fitting a potent rotary engine into the most unlikely 4WD chassis, Dave's automotive adventures are nothing short of awe-inspiring. Additionally, his involvement in eventing has contributed to the creation of a show that Northern Queensland proudly boasts, attracting 4WD enthusiasts and industry exhibitors from all corners of the country. Dave Casey is the kind of guest who will pleasantly surprise you. Beneath his easy-going, affable Aussie demeanour lies an inner drive to conquer new challenges in circuit racing, all while cherishing his unwavering passion for off-road adventures. Head to Rusty's Facebook, Twitter or Instagram and give us your feedback and let us know what you want to hear about in future Rusty's Garage episodes. See omnystudio.com/listener for privacy information.
Steve Young is a Hall of Fame QB, two-time league MVP, Super Bowl Champion, and Super Bowl MVP. And when Steve retired from football, he was the highest-rated quarterback in NFL history. After football, Steve worked as a broadcaster for ESPN and ABC for more than two decades on NFL shows such as Monday Night Countdown, NFL Countdown, and as co-host of ABC's Superbowl pre-game, half-time, and post-game shows. As a businessman, Steve co-founded Huntsman Gay Global Capital, a multi-billion-dollar private equity firm that has completed more than $50 billion of transactions. Steve has also been a corporate spokesperson for companies such as Toyota, Marriott, Visa, and Nike. As a philanthropist, Steve founded the Forever Young Foundation: A global charity for children who face significant physical, emotional, and financial challenges and provides them academic, athletic, and therapeutic opportunities. Steve earned both his B.S. and J.D. from Brigham Young University. In this episode we discuss the following: Accountability versus mitigation. Screwing up in front of 80,000 people. The truest truth. The question every losing quarterback has to answer after every game. How to be a great leader. What Ronnie Lott did when Steve's teammate told Steve, "You suck!" How competition is sacred ground. How to live abundantly. Steve's Books: The Law of Love: https://amzn.to/489eTXZ QB: My Life Behind the Spiral: https://amzn.to/45ISr6q Follow Steve: Twitter: https://twitter.com/SteveYoungQB Instagram: https://www.instagram.com/steveyoung/ Follow Me: Twitter: https://twitter.com/nate_meikle LinkedIn: https://www.linkedin.com/in/natemeikle/ Instagram: https://www.instagram.com/nate_meikle/