Podcasts about Toyota

Brad from Hot Metal Fab met up with the SnailBoys while they are all down at KOH. This was Brads first time to King of the Hammers. They discussed what he has been up to, what he has broken and what he would like to go and do with the remaining time. But what’s most important is that he suggests everyone to come out to King of the Hammers if you have the chance. Hot Metal Fab:Website – https://hotmetalfab.com/Instagram –   / hotmetalfab  YouTube –    / @hotmetalfab   MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

The San Diego Sheriff's Department is warning the public about a rise in car thefts, specifically in models from Toyota, Kia, and Jeep. Sheel Seidler, the widow of Padres owner Peter Seidler, has dismissed her legal claim challenging for control of the team. A 100-year-old Escondido Navy veteran, fighter pilot, and Korean War hero will receive the Medal of Honor.

It's a packed garage this week, as Spike and the crew review the breathtaking Ferrari 12Cilindri and CTR Ferrari 458, while debating the point of a silent Lamborghini Urus SE. They also celebrate Toyota's MR2 revival and rip into Waymo's self-driving claims after recent ridiculous accidents and celebrate the inventor of the gas gauge arrow. ______________________________________________

Kiera is joined by the tooth-healer himself, Jason Dent! Jason has an extensive background in pharmacy, and shares with Kiera where his pharmaceutical experience has bled over into dentistry. This includes the difference between anti-quag and anti-platelet and which medications are probably safe, what to do to shorten the drag time in the pharmacy, how to write prescriptions most efficiently, and more. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. This is Kiera and today is a really awesome and unique day. It is, think the second time I've had somebody in the podcast studio with me live for a podcast and it's the one and only Jason Dent. Jason, how are you? I'm doing well. Good morning. Thanks for having me. It is crazy. I I watch Instagram real like this all the time where people are like in the podcast and they're hanging out on two chairs and couches and now look at us. We're doing it. Cheers. Cheers.   That was a mic cheer for those of you who are only listening, but yeah, Jace, how does this feel to be on the podcast? It's weird. Like I was not nervous at all talking about it. I got really nervous as soon as you hit play. So if I stumble over my words, please forgive me ahead of time. Well, Jason, I appreciate you being on the podcast because marketing had asked me to do a topic about teledentistry and I was like, oh shoot, that's like not my forte at all. so   You and I were actually chatting in the hot tub. call it Think Tank session and you and I, we have a lot of good ideas that come from that Think Tank. A lot of business. no phones. That's why. We do leave our phones out. But I was talking to Jason and this is actually a podcast we had talked about quite a while ago. Jason has a lot of information on pharmacy. And if you don't know, Jason isn't really, we were going through all of it last night. It's kind of a mock in the tub. And I think it's going to be great because I feel like this is an area, I'm working at Midwestern and   knowing about how dentists, pharmacology was surely not your favorite one. Jason actually helps a lot of dentists with their clearances. And so we were talking about it and I like it will just be a really awesome podcast for you guys to brush up on pharmacology, different things from a pharmacist's side. So Jason, welcome. Thank you. Yeah, no, we were talking about it and here's like, what should I talk about on the podcast next? I have all these different topics and she's like, what do you know? And the only real interaction I have with dentists is doing clearances for procedures. We get them all the time, which makes sense.   Lots of people are on blood thinner, I've always told Kiera, like, hey, I could talk about that. Like, that's kind of a passion of mine. I'm not a dentist. Or my name is Jason Dent. So in Hebrew, Jason means tooth. No, no, no, sorry. Nerves are getting to me. Jason means healer and Dent means tooth. So my name means tooth healer. So, here's a little set. Hold on, on, hold Can we just talk about? I brought that up before you could talk about it more. So.   My name means tooth healer but I did not become a dentist. I know you wanted me to become a dentist. did. I don't know why. I enjoy medicine. I know what you're going to get to already. The things you're going to ask me. There's been years of this. But nevertheless, that's my name. We'll get that out of the way. But you did give me a great last name. So I mean, it's OK. You're All is fair and love here. SEO's up for that. But yeah, Jason, I'm going to get you right into the show. And I'm going to be the host. And we're going to welcome to the podcast show. Jace, how are you?   Good, good, good. Good, good, good. So by getting into clearances, right? This is what you're kinda talking about with you know, before we get to clearances, I actually wanted Jason, for the listeners who don't know you, who haven't talked to you, who don't know, let's kinda just give them like, how did you go from, Kiera wanted you to be a dentist, to now Jason, you are on the podcast talking as our expert on pharmacy. fantastic. I've always really loved medicine, a ton. As a kid getting headaches and taking Excedrin, like you just feel like a miserable pile of crap.   and then you take two pills and all of a sudden you feel better. Like that's amazing, like how does that happen? Also getting ear aches as a kid, just being in so much pain and then taking some medicine and you start feeling a lot better. I always had a lot of appreciation for that. I've always been mechanically inclined. I went to, started doing my undergrad and took biology and learned about ATP synthase, which is a spinning enzyme that's inside the mitochondria, like a turbine engine. I used to work on small engines on my dirt bike and thought that is so cool. So I really got wrapped up into chemistry.   All the mechanics of chemistry really pulled me in. I'm not getting goosebumps. checking. I usually get goosebumps when I think about chemistry. But it's so cool. You think an engine's awesome, like pistons and camshafts and pressures, the cell is the same thing. It's not as loud, so it's not as cool. But it's fascinating. that's why we're like. ⁓   chemistry and really got into coagulation. So I did my residency after pharmacy school. we went to Arizona for three years. ⁓ You did and your main focus, you were never wanting to be the guy behind the counter. No, I haven't done that. Yeah. No, I love them though. I've always really want to go clinical. ⁓ But I love my retail ⁓ pharmacists. They're amazing resources. And ⁓ I use the retail pharmacist every day still to this day, but I went more the clinical route, really love the chemistry aspect of it.   did my doctorate degree and then I did my residency in Reno. Reno's kind That's how we got here everybody. Welcome to Reno. Strategically placed because I was really interested in critical medicine and where we're located we cover a huge area. So we pull in to almost clear, we go clear to Utah, clear to California, all of Northern Nevada. We get cases from all over. So we actually are kind like the first hub of care for lot of areas. So we really get an eclectic mixture of patients that come in that need-   all kinds of different cases that are coming to them. So it's what I really wanted. So I did my residency in critical care there. And then for the next 10 years, I worked in vascular medicine with my final five years being the supervisor of the clinic. Ran all the ins and outs of that. So my providers, two doctors were on our view. So when we talk about dentistry, talk about production, those kinds of things, totally get it. My doctors were the exact same way, my vascular providers. ⁓   There's some pains there, right? You wanna be seeing patients as much as possible, being able to help as many people, keeping the billing up. And had other nurse practitioners, four practitioners, a fleet of MAs, eight pharmacists. We also had that one location we had, going off the top of my head, I think we had eight locations running as well. And we took care of all the different kinds of vascular cases that came to us. Most common was blood clots, ⁓ which is just a...   which is an easier way of saying VTE. There's so many different ways to say a blood clot. Like you might hear patients say, I've had a PE or a DVT or a venous thromboembolism or a clot in my leg, right? They're all clots, but in different locations. Same with an MI, and MI can be a clot as well. ⁓ there's a lot of, everybody's kind of saying the same thing, but sometimes the nomenclature can make it sound hard, but it really is actually pretty simple.   No. And Jason, I love that you went through, you've been in like, and even in your, ⁓ when you were getting your doctorate, you were in the ER. You also worked in retail pharmacy. remember you having a little sticker on your hand. And retail pharmacy, I have a lot of respect for those guys. They have a lot of pressure on them. and then you also, ⁓ what was that test that you had to take that? I don't know. You were like studying forever for it. ⁓ board certification for, ⁓ NABP. Yeah. So I did that board certification as well.   And now you've moved out of the hospital side onto another section in your career. Now in the insurance, right? So it's really, really interesting. So now I'm on the other side reading notes and evaluating clinical appropriateness and trying to help patients with getting coverage and making those kinds of determinations. So yeah, I've really jumped all over. Really love my clinical days. I know. don't I don't I do miss them. But yeah, kind of had a good exposure to a lot of.   pharmacy a lot a lot of dentists actually with all the places that come through which Jason I really appreciate that and honestly I know you are my spouse and so it's fun to have you on but when I go into conversations like this I don't know any of this information and so finding experts and Jason I think here's me talk more about dentistry and my business than I do hear about him on pharmacy so as we were chatting about this I really realized you are a wealth of knowledge because you've been on the clinical side so you've done a lot of patient care and you've seen how   medications interact and I know you've had a few scares in your career and ⁓ you've known some physicians that have had a few scares and ⁓ you've seen plenty of patients pass away working in the ER and gosh in Arizona drownings were such a big deal. I remember when you were in the ER on your rotations I'd be like who died today? Like tell me the stories and you've really seen and now going on to the insurance side I felt like you could just be such a good wealth of knowledge because I know dentists are sometimes so   I would say like maybe just a little more anxious when it comes to medications. I know that dental students from Midwestern were like here was like four months and we had to like pass it, learn it. And Jason, you've done four years plus clinical residency, plus you've been in it. And something I really love about Nevada Medicine is they've been so collaborative with you.   like your heart, your cardiologist, they diagnose and then they send to you to treat with medicine and... Yeah, I've been really lucky being here in Reno too. The cardiology team has been amazing to work with. We started a CHF program, sorry, congestive heart failure program for patients. So we would collaborate with cardiologists. They'd see the cardiologists and then they send them to the pharmacist to really manage all the medications. So there's pillars of therapy ⁓ called guideline directed medical therapy and the pharmacist would take care of all that. So that's gonna be your...   your beta blockers, your ACEs, your ARBs, your Entresto, which would be a little bit better, spironolactone. So just making sure that all these things are dosed appropriately, really monitoring the heart, and make sure that patients are getting better. we've had real positive outcomes when the, sorry, this is totally off topic. do, talk about that study. When we looked at when patients were coming to see our pharmacists in our clinic that we started up, the patients were half as likely to be readmitted. And this was in 2018, and our pharmacists,   We're thinking about all the medications. We're usually adjusting diabetes medications too at the same time. Just kind of naturally just taking care of all the medications because we kind of got a go ahead from the providers, a collaborative practice agreement that we could make adjustments to certain medications within certain parameters. So we weren't going rogue or maverick, but we were definitely trying to optimize our medications as much as possible. And then years later, some studies came out with, I'm sure you've seen Jardins and Farseegh. not trying to, I'm not.   I don't get any kickback from them. I have no conflicts to share. But because our pharmacists were really optimizing that medication, those medications were later shown to reduce hospitalizations and heart failure, even though they're diabetes medications. Fascinating. So it wasn't really the pharmacists. It was just the pharmacists doing as much as they can with all the tools that were in front of them. And then we found out that the patients were going back to the hospital.   half as much as regular patients. So, yeah, being here, it's been so amazing to work with providers here. the providers here want help, want to help patients, don't have an ego. I mean, I just, it's awesome. I love it. I do love how much I think Jason sees me geek out about dentistry and I watching Jay's geek about his pharmacy and how much he loves helping patients. And ⁓ really that was the whole idea of, all right.   Dentistry has pharmacy as a part of it. And I know a lot of dentists are sending in clearances and I know working in a chair side, it would be like, oh no, if they're on warfarin or on their own blood clot, you guys, honestly don't even know half of what I'm talking about because this is not my jam, which is why Jason's here. But I do know that there was always like, well, we got to talk with their provider. And so having Jason come in and just kind of explain being the pharmacist that is approving or denying or saying yes or no to take them off the blood thinners in different parts, because you have seen several dental   I don't know what they're called. What is it? Clarence's? that what comes to you? don't even know. All day my mind, it's like, here is the piece of paper that gets mailed to you to the pharmacist and then you mail it back. So whatever that is. But Chase, let's talk about it because I think you can give the dentist a lot of confidence coming from a pharmacist. What you guys see on that side. When do you actually need to approve or disapprove? Let's kind of dig into that. Yeah. Well, first of all, I think I'm not a replacement for any kind of clinical judgment whatsoever. Every patient's different. But the American Diabetes Association, you   I work with diabetes a lot. American Dental Association has some really great guidelines on blood thinners and I would always reference them. I actually looked at their website today. Make sure I'm up to speed before I get back on this again. They have resources all around making decisions for blood thinners. And I think the one real important thing in putting myself in the shoes of a dentist or any kind of staff that's around a patient that's in a chair, if they say I'm on a blood thinner, right, a flag goes up. At least in my mind, that's what goes up.   Like, okay, how do we get across this bridge? And I think the important thing to really distinct right then when they say they're on a blood thinner is that is kind of a slang word for a lot of different medications, right? Like it's the overarching word that everybody pulls up saying, I'm on a blood thinner. It's like, okay, but I don't know what say. It's like, I have a car. You're like, okay, do you have a Mazda? Do you have?   Toyota, Honda, what do you have? or even worse it'd be like saying I have a vehicle, right? So when somebody says they're on a blood thinner, it opens up a whole box of possibilities of what they're Blood thinners are also, doesn't, when they're taking these types of medications that are quote unquote a blood thinner, it doesn't actually thin the blood, like adding water to the blood, if that makes sense, or like thinning paint, or like thinning out a gravy, right? It doesn't do the same thing. Blood thinners, really what they're doing is they're working on the blood, which.   which is really cool, try not to tangent on that. ⁓ When they're working on the blood, it's not thinning it per se, but it's making it so that the proteins or platelets that are in it can't stick together and make a cloth quite as easy. So whenever somebody's on a blood thinner, I usually ask, what's the name of the blood thinner that you're on? It's not bad that they use that slang, that's okay, on the same page, but it's really broken into two different classes. There's anticoagulant and antiplatelet.   And a way to kind of remember which is which, when residents would come through our clinics, the way that I teach them is a clot is like a brick wall. You know, it's not always a brick wall. Usually the blood is a liquid going through. But once they receive some kind of chemical message, it starts making a brick wall with the mortar, which is the concrete between the and the bricks, the two parts. When it's an anti-quagent, it's working on that mortar part. When it's an anti-platelet, it's working on the bricks part, right? You need both to make a strong clot or strong brick wall.   But if you can make one of them not work, obviously like if your mortar is just water, it's not working, right? You're not gonna make a strong brick wall. So that's kind of the two deviants right there. So that's what I do in my mind real quickly to find out because antiplatelets are usually, so that's gonna be like your Plavix, Ticagrelor, Brilinta. And hold on, antiplatelets are bricks? Good job, bricks. They're the bricks. And so the reason I was thinking you could remember this because I'm, antiplatelets, it's a plate and a plate is more like a brick.   And anti coagulant, I don't know why quag feels like mortar to me, like quag, like, know, it's like slushy in the blood, like it's coagulating. It's a little bit of that, like, honestly, I'm just thinking like coagulated blood is a little bit more mortar-ish. And so platelet is your plate, like a brick, and anti-quag is like.   the gilly between the bricks. Okay, okay, I got it. Yeah, so there's an exception to every rule, but when they're on that Don't worry, this is Kiera, just like very basic. You guys are way smarter listening to this, and that's why Jason's here. No, no, you helped me pass pharmacy school. When we were doing all the top 200, you helped me memorize all know what flexorill is, all right? That's a muscle relaxant. Cyclo? I don't know that part. It's a cyclo, because you guys are cycling and flexing. I don't actually know. just know it's a muscle relaxant, so that's about as far as I got. When we're looking at antitick platelets, so that's the brick part, so that's going to be your, you know,   Hecagrelor, Breitlingta, Clopidogrel is the most common one. It's the cheapest one, so probably see that one the most. Those, I mean, there's an exception to every rule, but that's generally being used after like a stent's placed in the heart. It can be used for VTE, there's some out there, but that's pretty rare. But also for some valves that are placed in the hearts, it can be used for that as well. So antiplatelet, really thinking more like a cardiac event, right? Like I said, there's always an exception to every rule, but that's kind of where my mind goes real quickly, because we're gathering information from the patient.   They're on anticoagulant. Those are like going to be the new ones that you see commercials for all the time. So Xeralto, Alequis, those are the two big ones right now. They're replacing the older one. And also we were supposed to do a disclaimer of this is current as of today because the ADA guidelines do change. this will be current as of today. And Jason, as a pharmacist, is always looking up on that. I had no clue that you are that up to speed on dental knowledge. so just throwing it out there that if you happen to catch his podcast,   a few years back that obviously check those guidelines for sure. But the new ones are the Xarelto and Eloquist. They're replacing the older ones of warfarin. Warfarin's been around for a really long time. We've seen that one. Those are anti-coagulants. So when you're looking, when a patient says that, generally they're on that medication because they've possibly had a clot in the past or they have a heart condition called atrial fibrillation. Those are kind of the two big ones. Like I said, there's always caveats to it, but that's kind of where my mind goes real quickly. And then,   as far as getting patients cleared, the American Dental Association has really good resources on their website. You can look at those and they're always refreshing that up. They even say in their own words that there's limited data around studying patients in the dental chair and with anticoagulants or anti-platelets. It's pretty limited. There's a few studies, some from 2015, some from 2018. There's one as recent as 2021, which is nice. But really, all of those studies come together and it's really more of an expert consensus.   And with that expert consensus, they have kind of simplified things for dentistry, which is really nice. ⁓ comparing that to, we have more data for like total hip replacement, total knee replacement. We have a lot of data and we know really what we should be doing around then. But going back to dentistry, we don't have as much information, so they always say use clinical judgment, but they do give some really great expert guidance on that. So if a patient's on an anticoagulant, ⁓   they generally recommend that it doesn't need to be stopped unless there's a high bleeding risk for a patient. as a provider or as a clinician in the practice, you can be looking at high bleeding risk. Some things that make an oral procedure a little bit lower risk is one, it's in the compressible site, right? Like we can actually put pressure on that site. That's the number one way to stop bleeding is adding pressure. It's not like it's in the abdominal cavity where we can't get in and can't apply pressure. So number one, that kind of reduces the bleeding risk.   is number one. Two, we can add topical hemostatic agents. Dentists would know that better than me. There's a lot of topical ways to do that. So not only pressure, but there's those things as well. And also, but there are some procedures that are a little bit more likely to bleed. And that's where you and dentists would come in hand in What's the word in APO? Oh, the APOectomy. I got it right. Good job. like, didn't you tell me last night that the ADA guideline was like what?   three or four or more teeth? great question. So you can extract one to three teeth is what their expert consensus One to three teeth without. Without really managing or stopping anticoagulation or doing anything like that. I think that's some good guidance from them. I'm gonna add a Jasonism on that though. So with warfarin, I do see why dentists would be a little bit more conservative or worried about stopping the warfarin because warfarin isn't as stable as these newer agents. Warfarin, the levels.   quote unquote levels can go really high, they can go really low. And if the warfarin levels are high, they're more likely to bleed. So I do think it makes sense to have a really recent INR. That's how we measure what the warfarin's doing. I think that makes a lot of sense, but the ADA guidelines really go into the simplification version of all these blood thinners. Generally, it's recommended to not stop them because the risk of stopping them outweighs the benefit of stopping them in almost every case. Almost every case.   ⁓ So when you're with that patient, right, they say I'm on a blood thinner, finding out which kind of blood thinner that they're on, you find out that they're on Xeralto, right? How long have you been on Xeralto for? I've been on it for years. You don't know exactly why, but if they haven't had any recent bleeding, you're only gonna remove one tooth. ⁓ You can do what's called a HasBlood score. That kind of looks at the bleeding risk that they'd have. That'd be kind of going a notch above, but in my mind, removing one tooth isn't a real serious bleeding risk. I'd love to hear from my dentist friends if they...   disagree, right, but ADA says one to three tooth removals, extractions, that's the fancy word. Extractions, yeah, for extracting teeth out. Is not really that invasive. Sure. It's not that high risk, so it's usually perfectly fine. So if a patient was on Xarelto, ⁓ no other, this is in a vacuum, right? I'm not looking at any other factors, which you should be looking at other factors. I would be perfectly fine to just remove one to two.   And when those clearances come in, because dentists do send them, talk about what happens. You guys were working in the hospital and you guys would get these clearances all the time. do. We get them so often. I mean, we get like four or five a day. We'd love to give it to our students, student pharmacists, and ask them what to do. And they would usually look up the American Dental Association guidelines and come up with something. We're like, yep, that's what we say too. In fact, we say it so many times a day that we have a smart phrase.   which just blows in the information real quickly and faxes it right back to the So it's like a copy paste real quick. So what I wanted to point out when Jason told me this is dentists like hearing this and learning this, this can actually save you guys a ton of time to be able to be more confident, to not need to send those clearances on. And we were actually talking last night about how I think this might be a CYA for dentists. like, as we were talking, I think Jason, you seeing so many other aspects of medicine, like you've literally seen patients die, you've seen other areas.   And so coming from that clinical vantage point, we were realizing that dentists, we are so blessed to live in an injury. I enjoy dentistry because possibly there's someone dying, not super high, luckily in dentistry. The only time that I have actually had a doctor have a patient pass away, and it was only when they were completely sedated and doing ⁓ some other things, but that was under the care of an anesthesiologist. And so that's really our high, high risk. And so hearing this, Jason,   That was one of the reasons I wanted him to come on is to give you doctors more confidence of do we have to always send to a pharmacist? I mean, hearing that on the pharmacy side, they're just sending these back and not to say to not see why a to not cover this because you might be questioning like, well, do I really need to? But you also were talking about some other ways of so number one, you guys are just going to copy back the 88 guidelines. So so 88 guidelines. Yeah. And I think that that gives a lot of confidence to a provider or a dentist is that you can go to the 88 guidelines and read them, right? Like you're listening to some   nasally monotone pharmacist on a podcast. Rumor has it, people love him at the hospital. were like, you're the voice, he's been told he has a good radio So for the clinic, I was the voice. Like, yeah, you've reached the vascular clinic, right? And they're like, oh my gosh, you're the voice. But sorry, you me distracted. That'll be your next career, Jace. You're going to be a radio host. OK. I would love that. I love music. But you're hearing from a nasally guy, but you can actually read the ADA guidelines. You just go right to the ADA, click on Resources, and under Resources, it has the   around anticoagulants, I think that's the best way to get a lot of confidence about it because they have dentists who are the experts making calls on these. I'm just reiterating what they say, but I think it makes a lot of sense to help providers. And the reason why my heart goes out to you as well is having the providers that used to work underneath me, they're always looking for our views, which is a fancy way of making sure that they're drilling and filling. Can I say that? Yeah, can say drilling and filling. They're being productive, right? They're being productive, right?   They're always looking to make sure if a patient's canceling, like get somebody in here. Like I need to be helping people all day long. That's how I, we keep the lights on. That's how I help as many people. And so if you have a patient coming in the chair and it has an issue, they say I'm on Xeralto. Well, you can ask real quickly, why are you on Xeralto? I had a clot 10 years ago. my gosh. Well, yeah, we're pretty good to go. Then I'm not worried. We're only removing one tooth or we're just doing a cavity or a cleaning. Something like that. Shouldn't be an issue whatsoever because there's experts in the dental. ⁓   in the dental society, the ADA guidelines that recommend three teeth or less, minimally invasive. They really recommend if it's gonna be really high bleeding risk. And clinically, that's where you would come in, ⁓ or yourself. know, apioectomy is one that's like on the fence line. I don't know where implants set. though, and like we were talking, implants aren't usually like a date of procedure. Most people aren't popping in, having tooth pain, and we're like, let's do an implant. Now sometimes that can be the case, but typically that one's gonna have   a few other pieces involved. And so that is where you can get a clearance if you want to. ⁓ But we were really looking at this of like so many dentists that I know that you've seen will just send in these clearances because they are. And I think maybe a way to help dentists have more confidence is because you know, I love routines. I love to not have to remember things. So why don't we throw it in, have the team member set it up where every quarter we just double check the ADA guidelines. Are there any updates? Are there any other things that we need to do on that? That way you can just see like   getting into the language of this, of what do I need to do? Because honestly, you guys, know pharmacy was not a big portion for it, so, recommending different parts, but I think this is such a space where you can have confidence, and there's a few other things I wanna get to, and I you- I some pearls too. Okay, go. I'm so when she get me into talking about drugs, I'm not gonna stop. So, some other things around that too is these newer blood thinners like Xarelto Eloquist, they now have reversal agents, so a lot of providers in the past were really worried about bleeding because we can't turn it off. We can turn those off. Warfarin has reversal as well, right?   So I'm looking at these patients. It's really low risk. It's in the mouth, generally speaking. Very rarely are they a high bleeding risk. Now if you're doing maxillofacial surgery, this does not apply, right? This does not apply whatsoever. you're like general dentist, you're pediatric dentist. Yeah, yeah, and it's kind of on the fly. So just trying to really help you to be able to take care of those patients on the moment, have that confidence, look at the ADA guidelines, have that in front of you. I don't think it's a bad thing to ever...   check with their provider if you need to. If you're thinking, I feel like I should just check with the provider, I would never take that away from you. But I just want to kind of steer towards those guidelines that I have to help. But what did you want to share? No, yeah, I love that. And I think there were just a few other nuggets that we were chatting about last night that can help dentists just kind of get things passed a little bit easier. So you were mentioning that if they were named to their cardiologist, what was it? was like, who is the last? Great question. Yeah, when a patient's on a blood thinner,   It could be prescribed by the cardiologist. It could be prescribed by the family provider or could have been punted to like a vascular clinic like where I was working. It can go to any of those. And when you send that fax, right, if it goes to the cardiologist and it's supposed to go to the family care provider, like it just kind of goes, goes nowhere, right, from there. So I think it's a really good idea to find out who prescribed it last. If the patient doesn't know who prescribed their blood thinner last, you can call their pharmacy. I call pharmacies all day long.   I have noticed in the last year, they are way easier to get a hold of, which has made my job a lot easier, working on the insurance portion. So reaching out to the pharmacy, finding out who that provider is and sending it to them, because they should be able to help with that. I thought that was a good shift in verbiage that you had of asking instead of like the cardiologist, because that's who you would assume was the one. But you said like so many times you guys would take care of them, and then they go back to family practitioner, and you guys would get the clearances, but you couldn't clear because you weren't overseeing. So just asking the patient.   who prescribed their medication for them last time. That way you can send the clearance to the correct provider. then- And they might not know. You know patients, right? They're like, I don't know, my mom's or else, I don't know who gave it to me. Somebody told me I need to be on this. But at least that could be another quick thing. And then also we were talking last night about-   ⁓ What are some other things that dentists can do when like writing scripts to help them get what I think like overarching theme of everything we discussed is one how to help dentists have less I think drag through pharmacy. ⁓ Because pharmacy can take a little while and so perfect we now know the difference between anti-quag and anti-platelet. We know which medications are probably safe. We know we can check the ADA guidelines so that we were not having to do as many clearances. We also know if they're on a medication to find out and we do need a clearance.   who we can go to for the fastest, easiest result. And now, in talking about prescriptions, you had some really interesting tips that you could share with them. Yeah, so with writing prescriptions, right, pharmacies are pharmacies. So I'm not gonna say good thing or bad thing. There are challenges working with pharmacies. I'm not gonna play that down at all. ⁓ If you're writing prescriptions and having issues and kickbacks from pharmacies, there's some interesting laws around ⁓ writing prescriptions. Say that you're trying to ⁓ prescribe   augmentin, you know, 875 BID, and you tell the patient, hey, I want you to take this twice a day for seven days, and then you put quantity of seven, because you're moving fast, right? You want it for seven days, quantity of seven. Quantity would actually be 14, right? It's not that big of a deal. Anybody with common sense would say if you're taking a pill for twice a day for seven days, you need 14 tablets. But LAHA doesn't allow pharmacists to make that kind of a change, unfortunately. They have to follow what you're saying there. So you're going to get a...   An annoying callback that says, you wrote for seven tablets. I know you need 14. Is that OK? Just delays things, right? So ⁓ I really like the two letters QS. That's Q isn't queen. S isn't Sam. Yeah. It stands for quantity sufficient. So you don't have to calculate the amount of any medication that you're doing. So for me, as a pharmacist, when I was taking care of patients, I hated calculating the amount of insulin they would need for an entire month. So I would say.   Mrs. Jones needs 15, I'd say 15 units ⁓ QD daily. ⁓ And then I say QS, quantity sufficient, ⁓ 90 day supply through refills. So the pharmacy can then go calculate how much insulin that they need. I don't have to even do that. So anytime you're prescribing anything, I like that QS personally. So that lets the pharmacy use ⁓ common sense, as I like to call it, instead of giving you a call. I think that's super helpful. I also thought of one thing too.   going back to blood thinners is when it's kind of like a real quick, like they're not gonna have you stop the blood thinner at all. like you're seeing if you can stop the blood thinner for a patient, there's some instances it's just not gonna happen. And that's whenever they've been, they've had a clot or a stroke or a heart attack within the last three months. Three months. Yeah, that's kind of like the.   Because so many people are like, they had a heart thing like six years ago. And so I think a lot of my dentists that I worked with were like, we got to stop the blood thinners. But it sounds like it's within three months. Yeah, well, I'm just the time. Like this is general broad strokes. What I'm just trying to say is when you want to expect a no real quick. Got it. Right. So because benefits of stopping a blood thinner within those first three months of an event is very, very risky versus the, you know, the benefit of reducing a little bit of blood coming out of the mouth. Right. Like that's not that bad.   when somebody's had a stroke or a heart attack or pulmonary embolism, a clot in the lung, like we can't replace the lung, heart or brain very easily. We can replace blood a lot better. We've got buckets of it at most hospitals have buckets of it, right? So I'm always kind of leaning towards I'd rather replace blood than tissue at all times. So that's kind of a quick no. If they've had one those events in the last three months, we are really, really gonna watch their brain instead of getting.   root canal, right? Like really worried about them. So you'll just say no. And they could the dentist still proceed with the procedure or would you recommend like a three month wait? Or is it provider specific way the pros and cons because sometimes you need to get that tooth out. Great question. think then it's going to come into clinical. That's that's when you send in the clearance, right? Like, and it's great to reach out to the provider who's managing it for you. But I think it's kind of good to know exactly when you get a quick no quick no is going to be less than three months.   ⁓ Or when it's going to be like a kind of a typical, yeah, no problem. If it's been no greater than six months, they're on the typical anticoagulants or alto eloquence. Nothing crazy is going on for them. You're only removing two teeth. This is very, very low risk. But again, I'd urge everybody to read the ADA guidelines. That way you feel more comfortable with it. I'm not as eloquent as they do. They do a real good job. So I don't want to take any of their credit. I think they do a real good job of simplifying that and making you feel confident with providing.   more timely care for patients. Which is amazing. And Jayce, one last thing. I don't remember what it was. You were talking about the DEA and like six month rule. yeah. Let's just quickly talk about that and then we'll wrap this because this is such a fascinating thing for me last night. Yeah. So when comes to prescribing controlled substances, most providers have to have a DEA license. OK. First of all, though, what's your take on dentist prescribing controlled substances? ⁓ I don't think, you know, I worked on the insurance side of things. Right. And I look at the requirements for the   as the authorizations, what a patient, the criteria a patient needs to hit in order to qualify for certain medications. A lot of times for those controlled substances, they have pretty significant issues going on, like fibromyalgia or cancer-related pain or end-of-life care versus we don't, in all my scanning thread, I don't have a ⁓ perfect picture memory. Sure. But I don't usually see oral.   pain in there. There is some post-operative pain that can be covered for those kind of medications but I really recommend to keep those lower and in fact in a lot of our criteria it recommends you know have they tried Tylenol first, they tried, have they filled NSAIDs or are they contraindicated with the patient. So really they should be last line for patients in my two cents but there's always going to be a caveat to the rule right? Of course. comes through that has oral cancer and you're taking   like that would make sense to me. Got it, so then back to the DEA. Yeah, okay. Okay, ready. So as a provider, you should be checking the, if you're doing controlled substances, you should be checking the prescription drug monitoring program, or sometimes called the PDMP, looking to see if patients are getting ⁓ controlled substances from another provider. So it's really just a check and balance to make sure that they're not going from provider to provider to getting too many narcotics and causing self harm or harm to others.   And so with checking that PDMP before prescribing, I think a lot of providers do that. A lot of softwares that I'm aware of, EMRs, electronic medical records, sometimes have links so that you can do that more quickly. However, I don't think it's as intuitive that they need to be checking that every six months in some states. And like here in Nevada, you're supposed to be checking it every six months, not for a patient, but for your actual DEA registration to see if anybody else is prescribing underneath you. Because if you don't check that every six months, you could get in some serious trouble with...   not only DEA, but even more the Board of Pharmacy and your state. Now, I don't know all 50 states, so I check with your state to see if you need to be checking that every six months, but set an alarm just to check that real quickly, keep your nose clean. ⁓ I've had providers, I've had to remind to do that. And if somebody was using your account, prescribing narcotics, you'd never know unless you went and checked that PDMP.   Yeah, I remember last night you were like, and if that was you, I would not want to be you. The Board of Pharmacy is going to be real excited to find you. So that was something where I was like, got it. So, and we all know I'm big on let's make it easy. And Jason, I love that you love this so much and you just brought so much value today. And like also for me, it's just fun to podcast. fun. Yeah. But I got a nerd out on my world a little bit. Bring it into yours. I work with dentists or at least you know, when I was working in Vascular Clinic all day long. Great questions that would come through. Yeah.   So I think for all of us, as a recap on this is number one, I think setting yourself ⁓ some cadences. So maybe every quarter we check our ADA guidelines and we check our, what is it, PDMP. PDMP. so each state, so they call it Prescription Drug Monitoring Program. We need that. Yeah, but there are different acronyms in different states, though. That's just what it's called in Nevada. I forget what it is in California, but you can check your state's prescription monitoring program, make sure that opioids aren't being prescribed under your name. Got it. So we just set that as a cadence.   We know one to three teeth most likely if they're on a blood thinner is According to the 88 as of today is good to go You know things that are going to get a quick know are going to be within the last three months of the stroke the heart attack or the Clot I'm thinking like the pulmonary embolus. Yeah, that's what we're trying to prevent   Those are gonna be quick knows and then if we're prescribing, let's do QS. We've got quantity is sufficient so that we're not getting phone calls back on those medications that we are. And then on narcotics, just being a bit more cautious. Of course, this is provider specific and in no way, or form did Jason come on here to tell you you are the clinical expert.   Jason's the clinical expert on medications. And if you guys ever have questions, I know Jason, you geek out and you want to talk to people so that anyone wants to chat shop. Be sure to reach out and we'll be able to connect you in. we've even talked about possibly, so let me know listeners. You can email in Hello@TheDentalATeam.com of ask a pharmacist anything. I talked to Jason. I was like,   We'll just have them like send in questions and maybe get you back on the podcast or we do a webinar. But any last thoughts, Jace, you've got of pharmacy and dentistry as we as we wrap up today? No, I think that's pretty much it. So check the ADA guidelines. I think it's really good to have cross communication between professions. Right. If you're working with the pharmacy, CVS, Walgreens or something like that or Walmart, I know that it can be challenging. Right. They're under different pressures. You're under different pressure. So I think ⁓ just coming in with an understanding, not being angry at each other.   you know what mean, is super beneficial and working together. When it comes to it, every dentist that I've talked to is actually worried about their patient. Every pharmacist that I've worked with is really worried about the patient as well. So we're trying to accomplish the same thing, but we have different rules and our hands are bound in different ways that annoy each other, right? Like I know Dr. Jones, want 14 tablets, but you said seven. And I know Common Sense says I should give them 14, but I've got to make that change.   knowing that their hands are tied by the law. They can't use as much common sense, which is aggravating. I mean, that's why I love what I gotta do here. I gotta just kind of help a lot more and use common sense and improve patient care. But those kinds of things I think are really beneficial as you work together and then not being so afraid of blood thinners, right? So I think those guidelines do a great job of giving you confidence and not worrying about the side effects. And there's a lot of things that you can do locally for bleeding.   You have a lot of control over that. I think that's pretty cool, the tools they have. Yeah. And at the end of the day, yes, you are the clinician. You are the one who is responsible for this. so obviously, chat, but I think collaborating, talking to other pharmacists, talking to them in your state, finding out what are the state laws, things like that I think can be really beneficial just to give you peace of mind and confidence. And again, dentistry, are maybe a bit more risk adverse because luckily we don't have patients dying That's great thing. Yeah, that's fantastic. I want my dentists to be risk adverse. I think so too. But Jason, I appreciate you being on the podcast today.   And for all of you listening, ⁓ more confidence, more clarity, more streamline to be able to serve and help our patients better. if we can help you in any way or you've got more questions, reach out Hello@TheDentalATeam.com. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.  

Shopping for a new car? Consumer Reports' Top Picks highlight the best cars, SUVs, and trucks you can buy right now—standouts for performance, reliability, owner satisfaction, and safety. In this episode, we break down this year's winners across key segments, from sedans and small SUVs to three-row SUVs, featuring brands like Toyota, Honda, Ford, Tesla, BMW, Lexus, and Subaru.     SHOW NOTES ----------------------------------- 00:00 - Introduction 00:15 - 2026 Top Picks 23:57 - Safety Verdict 29:27 - Question: What's the best way to buy a car located too far away to inspect in person?     ----------------------------------  Best Cars of 2026 — CR Top Picks https://www.consumerreports.org/cars/best-cars-of-the-year-10-top-picks-of-2025-a1930591024/?EXTKEY=YSOCIAL_YT   Safety Verdict https://www.consumerreports.org/cars/safety-guide/?EXTKEY=YSOCIAL_YT   The Safest Cars You Can Buy Right Now https://www.consumerreports.org/cars/the-safest-cars-you-can-buy-right-now-a6584555585/?EXTKEY=YSOCIAL_YT   Who Makes the Most Reliable New Cars? https://www.consumerreports.org/cars/car-reliability-owner-satisfaction/who-makes-the-most-reliable-cars-a7824554938/?EXTKEY=YSOCIAL_YT   Which Brands Make the Best Cars? https://www.consumerreports.org/cars/cars-driving/which-car-brands-make-the-best-vehicles-a6159221985/?EXTKEY=YSOCIAL_YT   How Car Brands Stack Up On Lifetime Repair Cost https://www.consumerreports.org/cars/car-maintenance/the-cost-of-car-ownership-a1854979198/?EXTKEY=YSOCIAL_YT   10 Best SUVs You Can Buy Right Now https://www.consumerreports.org/cars/suvs/10-best-suvs-you-can-buy-right-now-a8518508556/?EXTKEY=YSOCIAL_YT   Consumerreports.org/Talkingcars https://www.consumerreports.org/cars/cars-driving/talking-cars-podcast-archive-a1439738009/?EXTKEY=YSOCIAL_YT   The Weekly Cars Newsletter: Shop Smarter. Drive Smarter. https://www.consumerreports.org/email-newsletters/cars/?EXTKEY=YSOCIAL_YT   Lock in savings with a better way to buy a car. https://www.consumerreports.org/cars/car-prices-build-buy-service/?EXTKEY=YSOCIAL_YT

Tyler and Jimmy break down the King of the Hammers racers’ schedule. They break down everything in the class schedule. This way, if you are interested in a specific class, you can just jump to that section to figure out what is going on. They did tease about the Trophy trucks and King of the motos as well. View the schedule written out: https://www.snailtrail4x4.com/koh-schedule-2026/ MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

This Week’s Callers Caller 1: Tamerak Trevor comments on episode 555 where Tyler and Jimmy discuss pooping Caller 2: Jeff Morgan talks about tools to carry on the trail Caller 3: URboy from Indiana tells everyone about Glamping Caller 4: Alex from So. Caralina talks about quick exiting = Glamping Caller 5: Alex called back to close with his thoughts Text Message: Wreck-It-Rob showing off his rigs CALL US AND LEAVE US A VOICEMAIL!!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. An alternative method would be sending us an email at Jimmy@snailtrail4x4.com or at Tyler@snailtrail4x4.com. You can also find us on Instagram at SnailTrail4x4 or 4x4ToyotaTyler Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate

Sam and Tyler break down MLB Pipeline's newest Top 100 prospects ranking for the 2026 season, and Ben interviews Morris Morioka about Rocket City's Global Baseball Series that will bring a Japanese team of Toyota employees to Alabama this spring. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

The U.S. Labor Department reported Weekly Initial Jobless Claims; media analysis of the Federal Reserve's decision to leave interest rates unchanged; Toyota, Volkswagen and Hyundia report 2025 sales, which company was the world's top-selling automaker and what was the effect of tariffs? Actor Edward Norton promotes ship emission-cutting technology; Omdia Automotive reported December U.S. Class 8 Truck Sales; oil prices react to geopolitical events and a weaker US dollar; Kevin has the details, digs into the data , puts the information into historical perspective, offers his insights and a few opinions along the way.

The U.S. Labor Department reported Weekly Initial Jobless Claims; media analysis of the Federal Reserve's decision to leave interest rates unchanged; Toyota, Volkswagen and Hyundia report 2025 sales, which company was the world's top-selling automaker and what was the effect of tariffs? Actor Edward Norton promotes ship emission-cutting technology; Omdia Automotive reported December U.S. Class 8 Truck Sales; oil prices react to geopolitical events and a weaker US dollar; Kevin has the details, digs into the data , puts the information into historical perspective, offers his insights and a few opinions along the way. See omnystudio.com/listener for privacy information.

Mientras la Fórmula 1 no quiere darnos nada de emoción y se oculta, el mundo del motor ya ha vivido tres grandes citas competitivas que han marcado el inicio del año: el Dakar, el Rally de Montecarlo y las 24 Horas de Daytona. Este segundo episodio del Podcast Técnica Fórmula 1 nos pone al día con los últimos eventos, muy distintos, pero unidos por la intensidad, la emoción y la aparición de protagonistas inesperados. Montecarlo y su idilio con la nieve. El Rally de Montecarlo volvió a demostrar por qué es una de las pruebas más especiales del calendario. Nieve, hielo, tramos mojados y condiciones cambiantes ofrecieron un escenario clásico y exigente, en el que el talento al volante marcó la diferencia. El gran nombre propio fue Oliver Solberg, que firmó una actuación sobresaliente y se impuso con autoridad frente a rivales de primer nivel. Ni la regularidad y velocidad de Elfyn Evans ni la experiencia y agresividad de Sébastien Ogier fueron suficientes para frenar al joven piloto, que dominó el rally prácticamente de principio a fin. Toyota volvió a mostrarse como la referencia técnica del campeonato, mientras que Hyundai quedó muy lejos de las posiciones de cabeza y Ford pasó prácticamente desapercibida. Aunque solo se ha disputado una prueba, el rendimiento mostrado plantea interrogantes sobre la capacidad real de sus rivales para plantar cara a la marca japonesa a lo largo de la temporada. Además, el gran momento de forma de Solberg y Evans abre el debate sobre si a Ogier le saldrá a cuenta no disputar el campeonato completo. Daytona: 24 horas dan para mucho. Al otro lado del Atlántico, las 24 Horas de Daytona ofrecieron un espectáculo irregular pero emocionante en su desenlace. La carrera estuvo marcada por una elevada cantidad de neutralizaciones debido a la niebla, lo que restó continuidad y ritmo durante muchas horas. Aun así, las fases finales devolvieron la emoción, con luchas cerradas en prácticamente todas las categorías. Alex Palou volvió a marcharse de Daytona sin el ansiado trofeo, esta vez por una penalización que condicionó el resultado final de su coche. En GTD Pro y GTD, la variedad de marcas y equipos volvió a demostrar la excelente salud de las competiciones de resistencia (y eso nos encanta, después de unos años de bajón), con BMW, Mercedes, Porsche, Ferrari, Corvette y Aston Martin protagonizando una batalla constante hasta la bandera a cuadros. A mal tiempo, buena cara. Mientras la F1 se esconde, el resto del automovilismo ya ha empezado a ofrecer grandes historias, actuaciones memorables y preguntas que solo el paso de las carreras podrá responder. Y es que Montecarlo y Daytona han servido como un potente aperitivo de lo que promete ser una temporada apasionante. Esperemos que la FOM espabile y se una a la fiesta de los aficionados. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Another week has gone by, and that means it’s the weekly catch-up on what the SnailBosy have been up to. Tyler did a lot of work on the Mule, fixing the issue with the ARB and giving everyone a tease of a future MF product. Jimmy gives everyone an update on some new SnailArmor panels and talks about cleaning the shop and how rewarding it was. MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

The Japanese auto giant Toyota says global sales set a new record last year, despite trade tensions. What did Toyota do differently to others? This week, gold has again hit another record high – even though the price has dipped slightly today. Our presenter Rahul Tandon hears from one country that's benefiting from the gold boom. Also, strong iPhone demand boosts Apple's quarterly revenue and profit, as Microsoft faces pressure over spending on data centres.(Photo: Members of the media inspect a Toyota Yaris car displayed during a media preview at the 46th Bangkok International Motor Show 2025 automobile showcase in Nonthaburi, on the outskirts of Bangkok, Thailand, 24 March 2025. Credit: by RUNGROJ YONGRIT/EPA-EFE/REX/Shutterstock)

- Tesla Scraps Model S and X - Tesla's Profit Plummets 46% - Tesla to Build Own Chips Amid Geopolitical Risk - EV Battery Degradation Lower Than Expected - VW Launches New SDV Architecture in China - U.S. Tariffs Cost Hyundai and Kia Billions - Toyota #1 Automaker Again - China's Chery Eyes Underused JLR Plants - Xiaomi 1st Chinese Brand in Gran Turismo

- Tesla Scraps Model S and X - Tesla's Profit Plummets 46% - Tesla to Build Own Chips Amid Geopolitical Risk - EV Battery Degradation Lower Than Expected - VW Launches New SDV Architecture in China - U.S. Tariffs Cost Hyundai and Kia Billions - Toyota #1 Automaker Again - China's Chery Eyes Underused JLR Plants - Xiaomi 1st Chinese Brand in Gran Turismo

Today on CarEdge Live, Ray and Zach discuss the latest information from Toyota. Tune in to learn more! Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Shoot us a Text.Episode #1255: Waymo gains ground on rideshare rivals as Tesla undercuts them all. A global study shows bad CX drives customers away faster than high prices. And automakers pull back from Super Bowl ads, choosing more flexible, efficient buys.Only two automakers — Toyota and Cadillac — are confirmed for Super Bowl 2026, as most brands step away from the pricey event. Facing budget pressure and chasing efficiency, car companies are shifting spend to longer campaigns across other live events.Brands like Ford, BMW, Kia, Honda, Nissan, and Stellantis are sitting it out, citing affordability and better ROI elsewhere.With a $9 million price tag per 30 seconds plus production, the Super Bowl is losing appeal amid industry cost pressures.Automakers are turning to the Olympics, World Cup, and NBA All-Star Game for more cost-effective, multi-week campaigns.“There's no secret that the premium of being in the Super Bowl certainly would come at the expense of having some additional investment,” said Sean Gilpin, Hyundai CMO.Waymo is becoming a real contender in ride-hailing while Tesla goes for a classic price war play. A new Obi study compares autonomous and traditional services, showing a market reshaping rapidly — especially in San Francisco.Waymo's robotaxi pricing has dropped and is now only 12.7% more than Uber and 27.3% more than Lyft, compared to 30–40% higher in mid-2025.Tesla Robotaxi leads on price at just $8.17 per ride, but lags with 15.32-minute average wait times.Obi CEO Ashwini Anburajan: “They're using the playbook that Uber and Lyft used... and we know that playbook works."Consumers now prioritize customer experience over price with 59% abandoning a brand after one bad experience versus 55% fleeing due to price hikes, according to a global Havas CX study. Consistency and emotional connection are key drivers of loyalty.A global survey of 59,000+ shoppers shows experience matters more than cost — more consumers ditch brands after poor service than high prices.Consistent, seamless experiences across digital and physical channels top what customers value most.Emotional connection and personalization now weigh as heavily as functional efficiency in shaping CX.“Loyalty can only be earned by delivering unwavering consistency, authentic personal connection, and experiences that create lasting emotional memories,” says David Shulman.This episode of the Automotive State of the Union is brought to you by Amazon Autos: MeetJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

It's been a huge few weeks for the electric vehicle industry — at least in North America.After a major trade deal, Canada is set to import tens of thousands of new electric vehicles from China every year, and it could soon invite a Chinese automaker to build a domestic factory. General Motors has also already killed the Chevrolet Bolt, one of the most anticipated EV releases of 2026.How big a deal is the China-Canada EV trade deal, really? Will we see BYD and Xiaomi cars in Toronto and Vancouver (and Detroit and Seattle) any time soon — or is the trade deal better for Western brands like Volkswagen or Tesla which have Chinese factories but a Canadian presence? On this week's Shift Key, Rob talks to Greig Mordue, a former Toyota executive who is now an engineering professor at McMaster University in Hamilton, Ontario, about how the deal could shake out. Then he chats with Heatmap contributor Andrew Moseman about why the Bolt died — and the most exciting EVs we could see in 2026 anyway.Shift Key is hosted by Robinson Meyer, the founding executive editor of Heatmap, and Jesse Jenkins, a professor of energy systems engineering at Princeton University. Jesse is off this week.Mentioned: Canada's new "strategic partnership” with ChinaThe Chevy Bolt Is Already Dead. Again.The EVs Everyone Will Be Talking About in 2026--This episode of Shift Key is sponsored by …Heatmap Pro brings all of our research, reporting, and insights down to the local level. The software platform tracks all local opposition to clean energy and data centers, forecasts community sentiment, and guides data-driven engagement campaigns. Book a demo today to see the premier intelligence platform for project permitting and community engagement.Music for Shift Key is by Adam Kromelow. Hosted on Acast. See acast.com/privacy for more information.

In Episode 115 of the CarQuicks Podcast, I talk about the latest Mustang, the Dark Horse SC. Is this the baby Mustang GTD or a better version of the infamous GT500?BMW is testing the idea of real car sounds for teh incoming M3 EV. Nostalgia takes over for an old-school Toyota pickup, and Subaru adjusts the WRX pricing.We also talk about the latest Forza Horizon game, new updates to my garage, and the future additions to the Carquicks channel.Sit back, relax, and enjoy!-#DarkHorseSC #ForzaHorizon6 #Mustang #BMWM3 #M3EV #Toyota #WRX #STI #CarQuicks #CarQuicksPodcast #Episode115 -00:00 Introduction | Where have I been?02:53 BMW's Upcoming Electric M3 will have car sounds?08:24 A 1991 Toyota Pickup Truck for $70,00013:00 WRX Prices DROP amid Bad Sales | Where is the REAL STi?20:38 2026 Ford Mustang Dark Horse SC25:27 Corvette Z1RX Incredible Track Times27:23 Forza Horizon 6 is REVEAL31:45 Upcoming Car Show Coverage | Mazda CX-30 Review33:49 A Patreon is soon to be released34:51 GR Corolla Updates!35:48 A Land Cruiser joins the channel?39:32 Outro_________Get the best dash cam on the market! | The WolfBox G900 Pro https://wolfbox.com/?ref=rwnvizku&utm_source=goaff-Check out my installation/review video here! | https://youtu.be/RrwW2WTut_0-PLUS, get 10% OFF your purchase with code CAMERON__________Keep that P1 on you!The INNOVV P1 Portable Air Inflator is a MUST for any car enthusiast or owner. Grab yours with my discount below:- Exclusive link: https://innovv.com?sca_ref=9448526.IxBuWtWjXz Discount code： CARQUICKSAmazon: - https://www.amazon.com/dp/B0F4XNPR3Y Discount code： QDH324GBVideo: https://youtube.com/shorts/jFdhq091ijE?si=t02l1s3er8EXQeWo__________Want better throttle response from your car? Better driveability? Better performance? Check out ShiftPower USA Throttle Controllers.-Check out my installation and review video: https://youtu.be/H9kruuEsL84?si=Ha8MBvKDQTckd1Py-If you liked it, thought about it, and now want it, give yourself a discount with this link: https://www.beatsonicusa.com/?ref=CAMERONBIGGS-

GERMANY REINTRODUCES EV CAR GRANTThe German Government has reintroduced their electric car grant that is between €1500 and €6000. Criteria for eligibility include the vehicle's size, buyer's earnings and family size. To find out more, click this EV Powered article link here.RENAULT BECOMES EUROPE'S NO.2 CAR COMPANYRenault Group became the No.2 car maker in Europe after a jump in sales. By doing so they overtook Toyota. They increased their sales by 7.4%, which includes light commercial vehicles. Click this Autocar article link here, to read more.BYD INCREASED BATTERY WARRANTYBYD, the Chinese EV maker, has increased the warranty for their batteries to 155,000 miles. This increases from the previous 93,000 miles but still remains at eight years. To learn more, click this Motoring Research article link here.SCOTTISH GOVERNMENT ALLOCATES £85M TO LOW CARBON PROGRAMMESIn the 2026/27 budget, from the Scottish Government, they announce that they will be allocating £85 million to ‘low carbon programmes', with vague language about expanding public charging and support for low emission vehicles. The details, currently, are scant and it would be unwise to get too excited until knowing more. More can be found by clicking this electrive article link here.If you like what we do, on this show, and think it is worth a £1.00, please consider supporting us via Patreon. Here is the link to that CLICK HERE TO SUPPORT THE PODCASTNEW NEW CAR NEWS -Volvo EX60Volvo has unveiled their new electric SUV, the mid sized EX60. Boasting a ‘game-changing' new platform and ‘radical in-car technology'. With a range of up to 503 miles, prices start at £56,850 and rise to £70,360. Click this Autocar article link here for more.Leapmotor B05Leapmotor has finally revealed the interior of their B05 hatchback, at the recent Brussels Motor Show. Following the trend of a minimalist space, there are virtually no physical buttons to be seen. A maximum range of 285 miles is better than the Astra Electric but much less than the VW ID.3 and Kia EV4. The brand is hoping the price will sway buyers as it is expected to start below £30,000. Exact prices and availability timings are yet to be announced. Click this EV Powered article for more.Encor S1The Encor S1 is a restomod based on the Lotus Esprit Mk1. See, restomods don't just need to be 911s! It comes with a carbon fibre body, a 400bhp V8 and will set you back at least £500,000. It looks fantastic. Click this EVO article link here, to see more.LUNCHTIME WATCH: ALRIGHT, WHICH RICH DIPSH*TS COMMISSIONED THESE ROLLS-ROYCESWe are sharing a wonderful article from Victoria Scott,

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

When an organisation has lots of moving parts, coordination becomes a competitive advantage. Divisional rivalries, egos, "not invented here," and personal competition can quietly shred performance, while external shocks—regulatory changes, competitor M&A, natural disasters, and market movements—keep landing on your desk. The leader's job is to create solid alignment between what the company needs and what individuals actually do every day.  What is performance alignment and why does it matter in 2025-era organisations? Performance alignment is the tight fit between company direction and individual behaviour so the business operates like one smooth machine. Without alignment, internal friction beats you before the market does—teams compete instead of coordinate, priorities conflict, and effort gets wasted on "busy work" that looks active but doesn't move results. In post-pandemic business (2020–2025), this got harder: hybrid work increased miscommunication, supply chains became less predictable, and regulation shifts plus competitor consolidation raised complexity. In Japan, alignment can be strong once decisions land, but slower if consensus and cross-division coordination drags. In the US, execution can be fast, but priorities can splinter if each function runs its own agenda. In multinationals, the "moving parts" problem is amplified; in SMEs, a single misalignment can derail the whole plan. Do now: Write the one-line "main game" for this quarter and check every team goal against it.  How do vision and mission create alignment across divisions and teams? Vision and mission align performance by clarifying where you're going and what you will (and won't) do to get there. Vision is the window to a brighter future and the goals for where you want to be—and there's usually a macro company vision plus a unit-level vision that translates strategy into local execution. When teams can "juxtapose" their contribution to the enterprise vision, motivation rises because people can see how their work matters. Mission then adds operational clarity by defining purpose and boundaries, preventing scattergun activity. This is where big organisations often win: leaders at firms like Toyota or Unilever typically cascade strategy into unit-level execution targets; startups do it faster, but sometimes leave it implicit, which can cause drift as the company scales. Do now: Rewrite your unit vision in one sentence that shows exactly how it supports the enterprise vision.  How do shared values drive engagement and commitment (especially across cultures)? Shared values align performance because they act as the cultural glue that keeps behaviour consistent under pressure. Values aren't posters—they're the rules of the road for how decisions get made, how conflict gets handled, and what "good" looks like when nobody is watching. The hard truth is the personal value spectrum is extremely varied, so alignment doesn't happen by accident. Leaders have to make values explicit, visible, and reinforced through recognition and consequences. In Japan, values often support harmony and consistency, but can also discourage constructive challenge if not balanced. In the US, values may champion individual initiative, but can turn into silos if each team's "value" becomes their private religion. In both contexts, values determine whether people truly commit or just comply. Do now: Pick 3 values and define the observable behaviours that prove each one in meetings, customer work, and decision-making.  What is a position goal and how does it motivate teams to perform? A position goal aligns performance by giving teams a clear competitive target: where do we want to rank? That could mean market share dominance, profitability leadership, or rapid growth—inside your industry, sector, or even within your own global organisation. This is powerful because many teams feel isolated and assume their work doesn't make much difference. A visible ranking goal (top ten by revenue, number one in customer retention, highest NPS in the region) turns effort into identity and recognition. In large enterprises, position goals can be highly motivating because teams can see how they compare globally. In SMEs, position goals should be chosen carefully—too grand and they feel fake; too small and they don't inspire. Consumer sectors may chase share; B2B may prioritise margin and renewal stability. Do now: Choose one position goal for 2026 and define the single metric that proves it.  How do KRAs, standards, and activities translate strategy into daily execution? KRAs, standards, and activities align performance by turning "strategy" into measurable work that gets done consistently. Key Result Areas (KRAs) identify where results must be achieved and what matters most; constant measurement and broadcasting keeps focus. Performance standards then create objectivity—use frameworks like SMART (Specific, Measurable, Attainable, Relevant, Time-specific) so everyone knows what "good" looks like. Finally, required activities must directly produce the desired outcomes; otherwise, you collect "barnacles" of superfluous tasks that slow the ship. In Japan, standards can be strong and consistent, but activity lists can grow bloated if nobody challenges legacy tasks. In the US, activity can be energetic, but standards can vary if not enforced. Do now: List your top 3 KRAs, define one standard for each, and delete one "busy work" activity that doesn't support them.  How do skills audits and results reviews keep alignment strong over time? Skills and results close the alignment loop by ensuring the team can perform—and learning whether the system worked. A skills audit tells you if the team has the capacity to achieve the goals, what training/coaching is required, and whether you need new talent. The article notes that changing personnel can be difficult and expensive in Japan, which makes skill-building and coaching even more critical. Results then answer the leadership questions: did we achieve what we set out to do, what was the quality, and what did we learn? Even failure can be a learning experience that makes the next cycle stronger. Startups can iterate faster with shorter review loops; multinationals may need quarterly or annual alignment reviews, but should still build in regular check-ins. Do now: Run a quarterly skills audit + results review: capability gaps, coaching plan, and 3 lessons to apply next quarter.  Conclusion Performance alignment is not "soft culture work"—it's a hard business system that prevents friction, wasted effort, and internal competition from destroying results. The eight elements—vision/mission, values, position goal, KRAs, standards, activities, skills, and results—work like a checklist leaders can use to keep the main game in sight, even when emergencies and meltdowns try to hijack attention.  Next steps for leaders and executives Re-state the unit vision and mission in execution language.  Choose one position goal and one proving metric.  Set KRAs + standards, then strip out "barnacle" activities.  Audit skills and lock in coaching or hiring actions.  Author credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動okasu" Rīdā).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

We had haul the Skin home and we think we know what is wrong. Support the show#heattreatedgarage #fellas #myfriendsarebetterthanyourfriends #ickyvicky #tetanus #scout #htgadventures #socialbutterflymedia #crawleroffroad #podcast #nailedit #trailhated #seasontwo #dontfollowcal #meetnewpeople #ontherocksoffroad #988 #suicideawareness ON THE ROCKS OFFROAD PODCAST https://open.spotify.com/show/5AEPwCe1rbd4miFs0wQUtp?si=4e97f6427877448f..TODAY'S GOOD https://open.spotify.com/show/3JU5bcsX5fBi7NtYMFAjPr?si=67156e61dff34e7cTOTAL OFFROAD PODCAST https://open.spotify.com/show/6LL95sLySeLmCXOInxE8Ft?si=f568d41471b3445e

Tyler and Jimmy continue to catch up and talk about what we have been up to. Jimmy talks about Samantha, and finishing tacking together the 4-link rear suspension. Tyler talks about working on Kermit and the Mule. Then they both close with their adventures during Winter Fun Fest. GPS Speed Sensor: https://amzn.to/4t0DBUORemote Battery Cutoff: https://amzn.to/4bNiejO MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

In this episode, Bill Scherkenbach, one of W. Edwards Deming's closest protégés, and host Andrew Stotz discuss why leadership decisions shape outcomes far more than frontline effort. Bill draws on decades of firsthand experience with Deming and with businesses across industries. Through vivid stories and practical insights, the conversation challenges leaders and learners alike to rethink responsibility, decision-making, and what it truly takes to build lasting quality. Bill's powerpoint is available here. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Dr. Deming's recommendation. He authored the Deming Route to Quality and Productivity at Deming's behest and at 79, still champions his mentor's message: Learn, have fun, and make a difference. The discussion for today is, I think we're going to get an answer to this question. And the question is: Where is quality made? Bill, take it away.   0:00:44.9 Bill Scherkenbach: Where is quality made? I can hear the mellifluous doctor saying that. And the answer is: In the boardroom, not on the factory floor. And over and over again, he would say that it's the quality of the decisions that the management make that can far outweigh anything that happens on the shop floor. And when he would speak about that, he would first of all, because he was talking to the auto industry, he would talk about who's making carburetors anymore. "Nobody's making carburetors because it's all fuel injectors," he would say. And anyone who has been following this, another classic one is: Do you ever hear of a bank that failed? Do you think that failed because of mistakes in tellers' windows or calculations of interest? Heck no. But there are a whole bunch of other examples that are even more current, if you will. I mean, although this isn't that current, but Blockbuster had fantastic movies, a whole array of them, the highest quality resolutions, and they completely missed the transition to streaming. And Netflix and others took it completely away from them because of mistakes made in the boardroom. You got more recently Bed Bath & Beyond having a great product, a great inventory.   0:02:51.4 Bill Scherkenbach: But management took their eyes off of it and looked at, they were concerned about stock buybacks and completely lost the picture of what was happening. It was perfect. It was a great product, but it was a management decision. WeWork, another company supplying office places. It was great in COVID and in other areas, but through financial mismanagement, they also ended up going bust. And so there are, I mean, these are examples of failures, but as Dr. Deming also said, don't confuse success with success. If you think you're making good decisions, you got to ask yourself how much better could it have been if you tried something else. So, quality is made in the boardroom, not on the factory floor.   0:04:07.9 Andrew Stotz: I had an interesting encounter this week and I was teaching a class, and there was a guy that came up and talked to me about his company. His company was a Deming Prize from Japan winner. And that was maybe 20, 25 years ago. They won their first Deming Prize, and then subsidiaries within the company won it. So the actual overall company had won something like nine or 10 Deming Prizes over a couple decades. And the president became...   0:04:43.5 Bill Scherkenbach: What business are they in?   0:04:45.5 Andrew Stotz: Well, they're in...   0:04:47.0 Bill Scherkenbach: Of winning prizes?   0:04:48.7 Andrew Stotz: Yeah, I mean, they definitely, the CEO got the distinguished individual prize because he was so dedicated to the teachings of Dr. Deming. And he really, really expanded the business well, the business did well. A new CEO took over 15 years ago, 10 years ago, and took it in another direction. And right now the company is suffering losses and many other problems that they're facing. And I asked the guy without talking about Deming, I just asked him what was the difference between the prior CEO and the current one or the current regimes that have come in. And he said that the prior CEO, it was so clear what the direction was. Like, he set the direction and we all knew what we were doing. And I just thought now as you talk about, the quality is made at the boardroom, it just made me really think back to that conversation and that was what he noticed more than anything. Yeah well, we were really serious about keeping the factory clean or we used statistics or run charts, that was just what he said, I thought that was pretty interesting.   0:06:06.7 Bill Scherkenbach: Absolutely. And that reminds me of another comment that Dr. Deming was vehement about, and that was was the management turnover. Turnovers in boardrooms every 18 months or so, except maybe in family businesses. But that's based on the quality of decisions made in the boardroom. How fast do you want to turn over the CEOs and that C-suite? So it's going to go back to the quality is made in the boardroom.   0:06:50.0 Andrew Stotz: Yeah, and I think maybe it's a good chance for me to share the slide that you have. And let's maybe look at that graphic. Does that makes sense now?   0:07:00.9 Bill Scherkenbach: Sure, for sure.   0:07:02.2 Andrew Stotz: Let's do that. Let's do that. Hold on. All right.   0:07:15.8 Bill Scherkenbach: Okay, okay, okay. You can see on the top left, we'll start the story. I've got to give you a background. This was generated based on my series of inputs and prompts, but this was generated by Notebook LM and based on the information I put in, this is what they came up with.   0:07:48.6 Andrew Stotz: Interesting.   0:07:50.1 Bill Scherkenbach: Based on various information, which I think did a fairly decent job. In any event, we're going to talk about all of these areas, except maybe the one where it says principles for active leadership, because that was the subject of a couple of our vlogs a while ago, and that is the three foundational obligations. And so the thing is that quality, even though Dr. Deming said it was made in the boardroom, one of the problems is that management did not know what questions to ask, and they would go, and Dr. Deming railed against MBWA, management by walking around, primarily because management hadn't made the transition to really take on board what Dr. Deming was talking about in profound knowledge. And that is, as you've mentioned, setting that vision, continually improving around it, and pretty much absolutely essential was to reduce fear within the organization.   0:09:25.9 Bill Scherkenbach: And so management by walking around without profound knowledge, which we've covered in previous talks, only gets you dog and pony shows. And with the fear in the organization, you're going to be carefully guided throughout a wonderful story. I mentioned I was in Disney with some of my granddaughters over the holidays, and they tell a wonderful story, but you don't ever see what's behind the scenery. And management never gets the chance because they really haven't had the opportunity to attain profound knowledge. So that's one of the things. I want to back up a little bit because Dr. Deming would... When Dr. Deming said quality is made at the top, he only agreed to help companies where the top management invited him, he wasn't out there marketing. If they invited him to come in, he would first meet with them and they had to convince him they were serious about participating, if not leading their improvement. And given that, that litmus test, he then agreed to work with them. Very few companies did he agree to on that. And again as we said, the quality of the decisions and questions and passion that determine the successfulness of the company. And so.   0:11:40.0 Andrew Stotz: It made me think about that letter you shared that he was saying about that there was, I think it was within the government and government department that just wasn't ready for change and so he wasn't going to work with it. I'm just curious, like what do you think was his... How did he make that judgment?   0:12:00.0 Bill Scherkenbach: Well, it wasn't high enough. And again, I don't know how high you'd have to go in there. But quite honestly, what we spoke about privately was in politics and in the federal government, at least in the US, things change every four years. And so you have management turnover. And so what one manager, as you described, one CEO is in there and another one comes in and wants to do it their way, they're singing Frank Sinatra's My Way. But that's life….   0:12:49.3 Andrew Stotz: Another great song.   0:12:50.7 Bill Scherkenbach: Another, yes.   0:12:52.1 Andrew Stotz: And it's not like he was an amateur with the government.   0:12:57.5 Bill Scherkenbach: No.   0:13:00.3 Andrew Stotz: He had a lot of experience from a young age, really working closely with the government. Do you think that he saw there was some areas that were worth working or did he just kind of say it's just not worth the effort there or what was his conclusions as he got older?   0:13:16.9 Bill Scherkenbach: Well, as he got older, it might, it was the turnover in management. When he worked for Agriculture, although agriculture is political, and he worked for Census Bureau back when he worked there, it wasn't that political, it's very political now. But there was more a chance for constancy and more of a, their aim was to do the best survey or census that they could do. And so the focus was on setting up systems that would deliver that. But that's what his work with the government was prior to when things really broke loose when he started with Ford and GM and got all the people wanting him in.   0:14:27.0 Andrew Stotz: I've always had questions about this at the top concept and the concept of constancy of purpose. And I'm just pulling out your Deming Route to Quality and Productivity, which, it's a lot of dog ears, but let's just go to chapter one just to remind ourselves. And that you started out with point number one, which was create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs. One of my questions I always kind of thought about that one was that at first I just thought he was saying just have a constancy of purpose. But the constancy of purpose is improvement of product and service.   0:15:13.6 Bill Scherkenbach: Well, yes and no. I mean, that's what he said. I believe I was quoting what his point number one was. And as it developed, it was very important to add, I believe, point number five on continual improvement. But constancy of purpose is setting the stage, setting the vision if you will, of where you want to take the company. And in Western management, and this is an area where there really is and was a dichotomy between Western and Eastern management. But in Western management, our concept of time was short-term. Boom, boom, boom, boom. And he had a definite problem with that. And that's how you could come up with, well, we're going to go with this fad and that fad or this CEO and that CEO. There was no thinking through the longer term of, as some folks ask, "what is your aim? Who do you think your customer base is now?" don't get suckered into thinking that carburetors are always going to be marketable to that market base. And so that's where he was going with that constancy of purpose. And in the beginning, I think that was my first book you're quoting, but also, in some of his earlier works, he also spoke of consistency of purpose, that is reducing the variation around that aim, that long-term vision, that aim.   0:17:19.2 Bill Scherkenbach: Now, in my second book, I got at least my learning said that you've got to go beyond the logical understanding and your constancy of purpose needs to be a mission, a values and questions. And those people who have who have listened to the the previous vlogs that we've had, those are the physiological and emotional. And I had mentioned, I think, that when when I went to GM, one of the things I did was looked up all the policy letters and the ones that Alfred Sloan wrote had pretty much consistency of three main points. One, make no mistake about it, this is what we're going to do. Two, this is why we're going to do it, logical folks who need to understand that. And to give a little bit of insight on on how he was feeling about it. Sometimes it was value, but those weren't spoken about too much back then. But it gave you an insider view, if you will. And so I looked at that, maybe I was overlooking. But I saw a physiological and emotional in his policy letters.   0:19:00.7 Bill Scherkenbach: And so that's got to be key when you are establishing your vision, but that's only the beginning of it. You have to operationalize it, and this is where management has to get out of the boardroom to see what's going on. Now, that's going to be the predictable, and some of your clients, and certainly the ones over in Asia, are speaking about Lean and Toyota Production System and going to the Gemba and all of those terms. But I see a need to do a reverse Gemba and we'll talk about that.   0:19:49.6 Andrew Stotz: So, I just want to dig deeper into this a little bit just for my own selfish understanding, which I think will help the audience also. Let's go back in time and say that the, Toyota, let's take Toyota as an example because we can say maybe in the 60s or so, they started to really understand that the improvement of product quality, products and service quality and all that was a key thing that was important to them. But they also had a goal of expanding worldwide. And their first step with that maybe was, let's just say, the big step was expanding to the US. Now, in order to expand to the US successfully, it's going to take 10, maybe 20 years. In the beginning, the cars aren't going to fit the market, you're going to have to adapt and all that. So I can understand first, let's imagine that somebody says our constancy of purpose is to continuously improve or let's say, not continuously, but let's just go back to that statement just to keep it clear. Let's say, create constancy of purpose towards improvement of product and service with the aim to become competitive, stay in business and provide jobs.   0:21:07.2 Andrew Stotz: So the core constancy in that statement to me sounds like the improvement. And then if we say, okay, also our vision of where we want to be with this company is we want to capture, let's say, 5% of the US market share within the next 15 years or five or 10 years. So you've got to have constancy of that vision, repeating it, not backing down from it, knowing that you're going to have to modify it. But what's the difference between a management or a leadership team in the boardroom setting a commitment to improvement versus a commitment to a goal of let's say, expanding the market into the US. How do we think about those two.   0:21:53.6 Bill Scherkenbach: Well as you reread what I wrote there, which is Dr. Deming's words and they led into the, I forget what he called it, but he led into the progression of as you improve quality, you improve productivity, you reduce costs.   0:22:33.6 Andrew Stotz: Chain reaction.   0:22:34.5 Bill Scherkenbach: Yeah, the chain reaction. That's a mini version of the chain reaction there. And at the time, that's what people should be signing up for. Now the thing is that doesn't, or at least the interpretations haven't really gone to the improvement of the board's decision-making process. I mean, where he was going for was you want to be able to do your market research because his sampling and doing the market research was able to close the loop to make that production view a system, a closed-loop system. And so you wanted to make sure that you're looking far enough out to be able to have a viable product or service and not get caught up in short-term thinking. Now, but again, short-term is relative. In the US, you had mentioned 10 or 20 years, Toyota, I would imagine they still are looking 100 years out. They didn't get suckered into the over-committing anyway to the electric vehicles. Plug-in hybrids, yes, hybrids yes, very efficient gas motors, yes. But their constancy of purpose is a longer time frame than the Western time frame.   0:24:27.1 Andrew Stotz: Yeah, that was a real attack on the structure that they had built to say when they were being told by the market and by everybody, investors, you've got to shift now, you've got to make a commitment to 100% EVs. I remember watching one of the boardroom, sorry, one of the shareholder meetings, and it's just exhausting, the pressure that they were under.   0:24:55.2 Bill Scherkenbach: Yep, yep. But there... Yeah.   0:25:00.0 Andrew Stotz: If we take a kid, a young kid growing up and we just say, look, your main objective, and my main objective with you is to every day improve. Whatever that is, let's say we're learning science.   0:25:17.3 Bill Scherkenbach: You're improving around your aim. What is your vision? What are you trying to accomplish? And that obviously, if you're you're saying a kid that could change otherwise there'd be an oversupply of firemen.   0:25:38.5 Andrew Stotz: So let's say that the aim was related to science. Let's say that the kid shows a really great interest in science and you're kind of coaching them along and they're like, "Help me, I want to learn everything I can in science." The aim may be a bit vague for the kid, but let's say that we narrow down that aim to say, we want to get through the main topics of science from physics to chemistry and set a foundation of science, which we think's going to take us a year to do that, let's just say. Or whatever. Whatever time frame we come up with, then every day the idea is, how do we number one improve around that aim? Are we teaching the right topics? Also, is there better ways of teaching? Like, this kid maybe learns better in the afternoon and in the morning, whereas another kid I may work with works better in another... And this kid likes five-minute modules and then some practical discussion, this kid likes, an hour of going deep into something and then having an experiment is when we're talking about improvement, is the idea that we're just always trying to improve around that aim until we reach a really optimized system? Is that what we're talking about when we're talking about constancy of purpose when it comes to improving product and service?   0:27:14.4 Bill Scherkenbach: Well there's a whole process that I take my clients through in coming up with their constancy of purpose statement. And the board should be looking at what the community is doing in the next five years, 10 years, where the market is going, where politics is going, all sorts of things. And some of it. I mean, specifically in the science area, it's fairly well recognized that the time of going generation to generation to generation has gone from years to maybe weeks where you have different iterations of technology. And so that's going to complicate stuff quite honestly, because what was good today can be, as Dr. Deming said, the world could change. And that's what you've got to deal with or you're out of business. Or you're out of relevance in what you're studying. And so you have to... If you if you have certain interests, and the interests are driven... It's all going to be internal. Some interests are driven because that's where I hear you can make the most money or that's where I hear you can make the most impact to society or whatever your internal interests are saying that those are key to establishing what your aim is.   0:29:25.7 Andrew Stotz: Okay. You've got some PowerPoints and we've been talking about some of it. But I just want to pull it up and make sure we don't miss anything. I think this is the first text page, maybe just see if there's anything you want to highlight from that. Otherwise we'll move to the next.   0:29:43.0 Bill Scherkenbach: No I think we've we've covered that. Yeah, yeah. And the second page. Yeah, I wanted to talk and I only mentioned it when the Lean folks and the Agile folks talk about Gemba, they're pretty much talking about getting the board out. It's the traditional management by walking around, seeing what happens. Hugely, hugely important. But one of the things, I had one of my clients. Okay, okay. No, that's in the the next one.   0:30:29.4 Andrew Stotz: There you go.   0:30:30.7 Bill Scherkenbach: Okay, yeah. I had one of one of my clients do a reverse Gemba. And that is, that the strategy committee would be coming up with strategies and then handing it off to the operators to execute. And that's pretty much the way stuff was done in this industry and perhaps in many of them. But what we did was we had the operators, the operating committee, the operations committee, sit in as a peanut gallery or a, oh good grief. Well, you couldn't say a thing, you could only observe what they were doing. But it helped the operators better understand and see and feel what the arguments were, what the discussions were in the strategy, so that they as operators were better able to execute the strategy. And so not the board going out and down, but the folks that are below going up if it helps them better execute what's going on. But vice versa, management can't manage the 94%, and Dr. Deming was purposely giving people marbles, sometimes he'd say 93.4%. You know the marble story?   0:32:37.5 Andrew Stotz: I remember that [laughter]. Maybe you should tell that again just because that was a fun one when he was saying to, give them marbles, and they gave me marbles back.   0:32:45.7 Bill Scherkenbach: Yeah, yeah, yeah. Well, he said there was this professor in oral surgery that said there was a an Asian mouse or cricket, whatever, that would... You put in your mouth and they would eat all of the... Be able to clean the gums of all the bacteria better than anything. And described it in detail. And that question was on the test. Okay, please describe this mouse procedure. And he said all of the people, or a whole bunch of people except one, gave him back exactly step by step that he had taught. And one said, Professor, I've talked to other professors, I've looked around, I think you're loading us, that's what Deming said. And so he made the point that teaching should not be teachers handing out marbles and collecting the same marbles they they handed out. And so to some extent, he was testing, being overly precise.   0:34:12.8 Bill Scherkenbach: He wanted people to look into it, to see, go beyond as you were speaking of earlier, going beyond this shocking statement that there perhaps is some way that that really makes sense. So he wants you to study. Very Socratic in his approach to teaching in my opinion. And any event, management can't understand or make inputs on changing what the various levels of willing workers, and you don't have to be on the shop floor, you can be in the C-suite and be willing workers depending on how your company is operating. Go ahead.   0:35:12.0 Andrew Stotz: So let me... Maybe I can, just for people that don't know, Gemba is a Japanese word that means "the actual place," right? The place where the value is created.   0:35:23.8 Bill Scherkenbach: Sure.   0:35:26.2 Andrew Stotz: And the whole concept of this was that it's kind of almost nonsense to think that you could sit up in an office and run something and never see the location of where the problem's happening or what's going on. And all of a sudden many things become clear when you go to the location and try to dig down into it. However, from Dr. Deming context, I think what you're telling us is that if the leader doesn't have profound knowledge, all they're going to do is go to the location and chase symptoms and disrupt work, ultimately...   0:36:02.0 Bill Scherkenbach: Get the dog and pony shows and all of that stuff. And they still won't have a clue. The thing is...   0:36:08.6 Andrew Stotz: So the objective at the board level, if they were to actually go to the place, the objective is observation of the system, of how management decisions have affected this. What is the system able to produce? And that gives them a deeper understanding to think about what's their next decision that they've got to make in relation to this. Am I capturing it right or?   0:36:40.2 Bill Scherkenbach: Well there's a lot more to it, I think, because top management, the board level, are the ones that set the vision, the mission, the values, the guiding principle, and the questions. And I think it's incumbent on the board to be able to go through the ranks and see how their constancy of purpose, the intended, where they want to take the place is being interpreted throughout the organization because, and I know it's an oversimplification and maybe a broad generalization, but middle management... Well, there are layers of management everywhere based on their aim to get ahead, will effectively stop communication upstream and downstream in order to fill their particular aim of what they want to get out of it. And so this is a chance for the top management to see, because they're doing their work, establishing the vision of the company, which is the mission, values and questions, they really should be able to go layer by layer as they're walking around seeing how those, their constancy, their intended constancy is being interpreted and executed. And so that's where beyond understanding how someone is operating a lathe or an accountant is doing a particular calculation, return on invested capital, whatever.   0:38:47.5 Bill Scherkenbach: Beyond that, I think it's important for management to be able to absolutely see what is happening. But the Gemba that I originally spoke about is just the other way. You've got the strategy people that are higher up, and you have the operations people that are typically, well, they might be the same level, but typically lower. You want the lower people to sit in on some higher meetings so they have a better idea of the intent, management's intent in this constancy of purpose. And that will help them execute, operationalize what management has put on paper or however they've got it and are communicating it. It just helps. So when I talk about Gemba, I'm talking the place where the quality is made or the action is. As the boardroom, you need to be able to have people understand and be able to see what's going on there, and all the way up the chain and all the way down the chain.   0:40:14.4 Andrew Stotz: That's great one. I'm just visualizing people in the operations side thinking, we've got some real problems here and we don't really understand it. We've got to go to the actual place, and that's the boardroom[laughter]. It's not the factory line.   0:40:31.7 Bill Scherkenbach: Yes. Absolutely. And if the boardroom says you're not qualified, then shame on you, the boardroom, are those the people you're hiring? So no, it goes both ways, both ways.   0:40:46.8 Andrew Stotz: Now, you had a final slide here. Maybe you want to talk a little bit about some of the things you've identified here.   0:40:53.4 Bill Scherkenbach: Okay, that's getting back to, in the logical area of this TDQA is my cycle: Theory, question, data, action. And it's based on Dr. Deming and Shewhart and Lewis saying, where do questions come from? They're based on theory. What do you do with questions? Well, the answers to questions are your data. And you're just not going to do nothing with data, you're supposed to take action. What are you going to do with it? And so the theory I'm going to address, the various questions I've found helpful in order to, to some extent, make the decisions better, the ability to operationalize them better and perhaps even be more creative, if you will. And so one of the questions I ask any team is, have you asked outside experts their opinion? Have you included them? Have you included someone to consistently, not consistently, but to take a contrarian viewpoint that their job in this meeting is to play the devil's advocate? And the theory is you're looking for a different perspective as Pete Jessup at Ford came up with that brilliant view of Escher's.   0:42:47.1 Bill Scherkenbach: Different perspectives are going to help you make a better decision. And so you want to get out of the echo chamber and you want to be challenged. Every team should be able to have some of these on there. What's going to get delayed? The underlying theory or mental model is, okay, you don't have people sitting around waiting for this executive committee to come up with new things, time is a zero-sum game. What's going to get delayed and what are they willing to get delayed if this is so darn important to get done? Decision criteria. I've seen many teams where they thought that the decision would be a majority rule. They discuss and when it came down to submit it, they said, "no, no, this VP is going to make the decision." And so that completely sours the next team to do that. And so you have to be, if you're saying trust, what's your definition of trust? If the people know that someone is going to make the decision with your advice or the executive's going to get two votes and everyone else gets one, or it's just simple voting.   0:44:35.3 Bill Scherkenbach: The point is that making the decision and taking it to the next level, the theory is you've got to be specific and relied on. Team turnover, fairly simple. We spoke about executive turnover, which was a huge concern that Dr. Deming had about Western management. But at one major auto company, we would have product teams and someone might be in charge of, be a product manager for a particular model car. Well, if that person was a hard charger and it took product development at the time was three and a half years, you're going to get promoted from a director level to a VP halfway through and you're going to screw up the team, other team members will be leaving as well because they have careers. You need to change the policy just to be able to say, if you agree that you're going to lead this team, you're going to lead it from start to finish and to minimize the hassle and the problems and the cost of turnover, team turnover. And this is a short list of stuff, but it's very useful to have a specific "no-fault policy."   0:46:20.6 Bill Scherkenbach: And this is where Dr. Deming speaks about reducing fear. I've seen teams who know they can really, once management turns on the spigot and says, let's really do this, this is important, the team is still hesitant to really let it go because that management might interpret that as saying, "well, what are you doing, slacking off the past year?" As Deming said, "why couldn't you do that if you could do it with no method, why didn't you do it last year?" but the fear in the organization, well, we're going to milk it. And so all of these things, it helps to be visible to everyone.   0:47:23.0 Andrew Stotz: So, I guess we should probably wrap up and I want to go back to where we started. And first, we talked about, where is quality made? And we talked about the boardroom. Why is this such an important topic from your perspective? Why did you want to talk about it? And what would you say is the key message you want to get across from it?   0:47:47.1 Bill Scherkenbach: The key message is that management thinks quality's made in operations. And it's the quality of the... I wanted to put a little bit more meat, although there's a lot more meat, we do put on it. But the quality of the organization, I wanted to make the point depends on the quality of the decisions, that's their output that top leaders make, whether it's the board or the C-suite or any place making decisions. The quality of your decisions.   0:48:28.9 Andrew Stotz: Excellent. And I remember, this reminds me of when I went to my first Deming seminar back in 1990, roughly '89, maybe '90. And I was a young guy just starting as a supervisor at a warehouse in our Torrance plant at Pepsi, and Pepsi sent me there. And I sat in the front row, so I didn't pay attention to all the people behind me, but there was many people behind me and there was a lot of older guys. Everybody technically was pretty much older than me because when I was just starting my career. And it was almost like these javelins were being thrown from the stage to the older men in the back who were trying to deal with this, and figure out what's coming at them, and that's where I kind of really started to understand that this was a man, Dr. Deming, who wasn't afraid to direct blame at senior management to say, you've got to take responsibility for this. And as a young guy seeing all kinds of mess-ups in the factory every day that I could see, that we couldn't really solve. We didn't have the tools and we couldn't get the resources to get those tools.   0:49:47.9 Andrew Stotz: It just really made sense to me. And I think the reiteration of that today is the idea, as I'm older now and I look at what my obligation is in the organizations I'm working at, it's to set that constancy of purpose, to set the quality at the highest level that I can. And the discussion today just reinforced it, so I really enjoyed it.   0:50:11.2 Bill Scherkenbach: Well, that's great. I mean, based on that observation, Dr. Deming many times said that the master chef is the person who knows no fear, and he was a master chef putting stuff together. And we would talk about fairly common knowledge that the great artists, the great thinkers, the great producers were doing it for themselves, it just happened that they had an audience. The music caught on, the poetry caught on, the painting caught on, the management system caught on. But we're doing it for ourselves with no fear. And that's the lesson.   0:51:11.8 Andrew Stotz: Yeah. Well, I hope that there's a 24-year-old out there right now listening to this just like I was, or think about back in 1972 when you were sitting there listening to his message. And they've caught that message from you today. So I appreciate it, and I want to say on behalf of everyone at the Deming Institute, of course, thank you so much for this discussion and for people who are listening and interested, remember to go to deming.org to continue your journey. And of course, you can reach Bill on LinkedIn, very simple. He's out there posting and he's responding. So feel free if you've got a question or comment or something, reach out to him on LinkedIn and have a discussion. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and it doesn't change. It is, "people are entitled to joy in work."

In this episode of Live Like a Leader, I sit down with organizational development expert Gil Crosby (https://www.crosbyod.com/) to explore timeless principles for change, leadership, and frontline empowerment. Learn why most “programs” fail, how to balance authority with freedom, and how leaders can unlock performance by listening to the people closest to the work.Gil Crosby has been an Organization Development Professional since 1984. He applies the Social Science of Kurt Lewin to help organizations navigate change and improve performance, as the same principles apply in both business and society. He is also a Professor at the Leadership Institute of Seattle, and he has just published his 7th book, Leadership and the Front-Line Workforce, for anyone in an organization. Here's what we get into: Kurt Lewin's social science—and why it still worksGil explains Lewin's core insight: when people who live with the problem talk it through together, design solutions that make sense to them, and test them, change actually sticks. Whether it's improving productivity in a plant or reducing violence in a community, people implement what they help shape. Why “forcing best practices” often failsWe talk about how organizations take something like Lean or the Toyota Production System and try to copy-paste it—usually by forcing compliance. Gil highlights what gets left out: at Toyota, when a worker stops the line, the supervisor's first response is “Thank you.” That level of respect and engagement is the point—and when it's missing, the system becomes just another top-down “program of the month.” A perfect frontline story: the Channel Locks lessonGil tells an incredible example from a manufacturing plant: management tried to reduce theft by making workers check out channel locks (basic tools used constantly), which slowed production every time someone needed one. When we asked the obvious question—what does downtime cost compared to a $15 tool?—The plant manager immediately changed course: “Tomorrow, we're putting channel locks everywhere.”And the best part? Once workers saw leadership was actually listening, they didn't steal them. Trust went up, friction went down, and productivity improved. Empowerment isn't “nice”—it's operationalI share why bad customer service drives me crazy (including what I've seen in Slovakia), and the pattern underneath it: people on the front line aren't empowered to make decisions. If the people closest to the work can't act, everything bottlenecks—and leadership often doesn't even know what's broken. Battlefield leadership and “commander's intent.”We connect this to military lessons: when leaders hoard information and control, people suffer. When teams understand the goal and the intent, they can make smarter decisions in real time. That's true in combat, and it's true in business. Democracy vs. autocracy—at work and in societyGil shares Lewin's conclusion that hit me hard: every generation has to learn how to be effective democratic citizens, because democracy isn't self-sustaining. The same is true inside organizations: if people aren't taught how to think, participate, and take ownership, you'll get passivity… or rebellion. The leadership sweet spot: structure + freedomOne of my favorite parts: Gil breaks leadership down as a balance of structure and freedom.People need clarity, information, accountability, and guidance.They also need autonomy and space to think.Too much control creates compliance-without-commitment. Too little structure turns into leaderless chaos. Meetings, fear, and why delegation is so hardWe talk about why leaders struggle to delegate well: endless meetings, unclear authority structures, and fear—fear of upsetting someone, fear of saying no, fear of authority (often rooted way earlier than work). I share a line I coach leaders to use when they're overloaded: “I'd be happy to do that. I'm maxed out—what would you like me to deprioritize so I can take this on?” Gil's low moment, and a leadership lessonGil opens up about the Great Recession: no safety net, consulting work dried up, and he drove a taxi to survive. His takeaway is powerful: do your best, no matter the role. And don't get cocky when money is flowing, because it can stop.MY BIGGEST TAKEAWAYIf you want performance, stop trying to “roll out” solutions to people. Build solutions with them. The front line sees what leadership can't—and when you treat them like owners instead of obstacles, everything improves: morale, execution, and results. --------John Bates provides 1:1 Executive Communications Coaching, both in-person and online. He also gets 92+ Net Promoter Scores for his large and small group leadership development trainings at organizations like Johnson & Johnson, NASA, Google, Intuit, Boston Scientific, and many more. Find more at https://executivespeakingsuccess.com.Sign up for his weekly micro-trainings for free at https://johnbates.com/mini-trainings and create a great leadership communications habit that makes you the kind of leader who inspires trust, loyalty, and connection.

An end to this brutal winter weather is coming. But not until this weekend. It's going to stay really cold for most of the week, but by Saturday, we should see temps creep back into the 20's. As we get back to reality today, we recapped this past weekend's Riverfront Revolt at the La Crosse Center, including Brian taking his clothes off. In the news this morning, the UW-Madison Chancellor is leaving for Columbia University, a deadly plane crash in Maine, a recall on Toyota trucks, and a Dodge County man is arrested on charges of incest & child sexual assault. In sports, the Pats & Seahawks won yesterday to advance to the Super Bowl, Giannis gets injured and will miss several weeks, the Bucks game got postponed due to the weather, the Badgers lost to USC yesterday to end their five-game winning streak, and a recap of UFC 324. We talked about what's on TV today/tonight and we also reacted to Alex Honnold's climb to the top of that skyscraper in Taipei. Elsewhere in sports, the latest on the NFL coaching moves, a Packer player gets arrested at the airport, and Fernando Mendoza officially declares for the NFL draft. A crossing guard in Chicago is going viral after he helped some kids cross a flooded street, and a teacher who saved one of her students who was choking on a burger. The winter weather is the big story recently, so we played a winter storm-edition of "Did You Know?" And in today's edition of "Bad News with Happy Music", we had stories about a guy who stole a harp & jumped in a river, some people are upset about allegedly "see-through" Lululemons, an assault with a pork chop, a new study that confirms "size matters", and a really drunk bus driver.See omnystudio.com/listener for privacy information.

This weeks show starts with Sami's review of the 2026 Toyota Sienna minivan, which is apparently inspired by Japan's iconic bullet trains. Although our hosts struggle to see the direct connection, their discussion of the minivan covers all kinds of topics, ranging from the importance of max cargo room in a van, to whether shared media experiences are still valuable during a roadtrip. Then the guys talk about a few important news topics that came up, including the death of the Dodge Hornet, the arrival and cancellation of the new Chevy Bolt, and the arrival of new Chinese EVs on Canadian roads. Finally the show wraps up with an important reader question. We hope you enjoyed listening this episode as much as we loved recording it!

This Week’s Callers Caller 1: Meanstreet Racing talks ill about AAA Caller 2: Butt Dial Brian says Jimmy is Right Caller 3: Richard from Atlanta requests help from the listeners Caller 4: Richard from Atlanta talks about the Thanksgiving Trip Caller 5: Donny says sorry to Jeff Morgan Caller 6: Brian from North Carolina tells us they picked up 60,000 lbs of trash Caller 7: Kevin from Colorado talks about LTL Freight from UPS CALL US AND LEAVE US A VOICEMAIL!!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. An alternative method would be sending us an email at Jimmy@snailtrail4x4.com or at Tyler@snailtrail4x4.com. You can also find us on Instagram at SnailTrail4x4 or 4x4ToyotaTyler Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate Link

Business Coaching Secrets Episode 330 Recap In this episode, Karl Bryan and Road Dog dive deep into the hidden levers behind luxury branding for coaches, the power of the "illusion of scarcity," and the real-world tactics for building an elite personal brand and momentum. They unpack why so many coaches lose the "battle within," what actually works to attract high-end clients, why quality sleep is a business advantage, and concrete ways to overcome the self-promotion struggle. Authentic, actionable, and packed with direct advice, this episode is your roadmap for moving from stuck to standout in your coaching business. Key Topics Covered Luxury Branding and the Illusion of Scarcity Karl Bryan reveals why luxury brands like Rolex, Ferrari, and Louis Vuitton succeed—it's less about their logo and more about perceived scarcity and margins. Tangible tactics for coaches to position themselves as high-value, "hard-to-get" authorities, using the example of a busy calendar and limited client spots. Overcoming the Battle Within Karl Bryan shares mindset frameworks for winning the internal struggle (imposter syndrome, lack of focus) that derails coaches. Why changing your identity—not just your thoughts—is the foundation for lasting transformation. The Science of High Performance: Sleep, Energy & Routine Game-changing advice on tracking sleep and its direct impact on business results. How routines, environment, and sleep discipline make elite performance possible for coaches and clients alike. Building a Magnetic Personal Brand Why so many coaches struggle with self-promotion and the bio trap—and the surprising truth about what really builds trust and reputation online. Step-by-step guidance on creating daily content, showing value, and leveraging both AI and authenticity. Momentum, Discipline, and Consistency How to set activity-based targets (like 25 daily reach-outs) and detach from outcomes to build real momentum. The compounding power of relentless daily action and how skipping days destroys progress—using analogies from Michael Phelps, Tom Brady, and more. Notable Quotes "If you don't believe in your coaching, you won't transfer belief. You can't transfer what you don't already own." – Karl Bryan "You don't want your marketing to be Toyota in a Ferrari world. Illusion of scarcity is a superpower." – Karl Bryan "You can do anything, but you can't do everything. Define what you want—clarity is the cure for being stuck." – Karl Bryan "Sleep is probably the greatest investment you can make—in your life, in your business, everywhere." – Karl Bryan "Trust is built in moments, not your bio. The lurkers are the ones who buy." – Karl Bryan "The only thing harder than building a brand is trying to keep this podcast under 90 minutes." – Karl Bryan Actionable Takeaways Create Scarcity in Your Practice: Limit the number of client spots, show a full calendar, and don't always be available. Position yourself as in demand—even before you're full. Be Activity-Driven: Set daily reach-out targets (like 25 per day). Track activities, not just results, and detach from what you can't control. Invest in Sleep: Build a consistent, high-quality sleep routine. Track your sleep depth and protect your energy as fiercely as your calendar. Build Authority Through Value Moments: Focus social content on authentic "aha" moments, stories, and real solutions instead of just credentials. Leverage AI Wisely: Use tools like ChatGPT to spark and structure social content, but always infuse your unique personality and experiences. Momentum Is Everything: Don't skip days. Small actions, consistently applied, create compounding results. Discipline is the difference-maker. Serve Before You Sell: Offer value openly in your market—through events, free calls, and actionable insights—before expecting a sale. Personal Brand Focus: Don't obsess over your bio or likes; serve, post, and show your expertise. The buyers ("lurkers") are watching. Resources Mentioned Profit Acceleration Software™ (developed by Karl Bryan) – Demonstrates instant value and ROI to prospects. Focus.com – Coaching resources, daily emails, and events. Sleeping Tools: Oura Ring (for tracking sleep and activity). AI Content Creation: ChatGPT, Gemini, Claude—leverage AI for personalized, scalable content. Book: "The Art of War" (for mindset & strategy). Networking: Joint ventures, local live events, and online groups (but focus on being with business owners, not just other coaches). Enjoyed the episode? Please subscribe, share with a fellow coach, and leave a review. See you next week on Business Coaching Secrets! Ready to elevate your coaching business? Don't wait—listen to the episode and take action. Visit focused.com for more on Profit Acceleration Software™ and to join our community of thriving coaches. Get a demo at: https://go.focused.com/profit-acceleration

- Trump's New “Escalade” Is Likely a Heavy-Duty GM Truck in Disguise - Can BMW Crack America's Full-Size SUV Market with An X9? - Tariffs Bite: GM Brings Buick Envision Manufacturing to The U.S. - Congress Keeps Drunk-Driving Tech Mandate Alive - Chinese Automakers Go Shopping as Nissan Dumps Overseas Capacity - China's Price War Turns Li Auto into A Short Seller's Dream - Renault Skips Selling Cars in China—But Wants Its Tech and Suppliers - Why GM and Ford Want You Banking Where You Buy Your Car - Toyota Study Challenges the Myth That PHEVs Don't Get Charged

Follow @djhouseplants Currently on his “Let Nature Nurture” Asia Tour, DJ Houseplants centers his concept of “Nurturing Bioacoustics” & conservation in all of the music he creates. With his natural affinity for all living systems, he loves to bring his signature sound of lush, hypnotic locked grooves to the dance floor. Inspired by my recent travels to Vietnam, this is an audio diary entry dedicated to the late acidic-drenched hours I spent cruising humid Saigon via moped. Waves of motorbikes moving through the streets like schools of anchovies, city lights illuminate and our minds melted, continue to hallucinate. S/o to Naymai Studio (Ý, Tan, & Bia) and Jellyfish (Hai & Nguyen)

- Trump's New “Escalade” Is Likely a Heavy-Duty GM Truck in Disguise - Can BMW Crack America's Full-Size SUV Market with An X9? - Tariffs Bite: GM Brings Buick Envision Manufacturing to The U.S. - Congress Keeps Drunk-Driving Tech Mandate Alive - Chinese Automakers Go Shopping as Nissan Dumps Overseas Capacity - China's Price War Turns Li Auto into A Short Seller's Dream - Renault Skips Selling Cars in China—But Wants Its Tech and Suppliers - Why GM and Ford Want You Banking Where You Buy Your Car - Toyota Study Challenges the Myth That PHEVs Don't Get Charged

No hemos ni terminado enero y vivimos un momento de máxima actividad en el calendario del motor. Más allá de la Fórmula 1, el Podcast Técnica Fórmula 1, dedica el segundo episodio de la semana a analizar competiciones clave como el Rally Dakar, el arranque del Mundial de Rallyes en Montecarlo y la inminente cita de las 24 Horas de Daytona, confirmando que la temporada 2026 ya está plenamente en marcha. Mucho motor. Con el Dakar recién concluido, este segundo programa repasa los resultados en todas sus categorías: motos, coches, Challenger, Classic y camiones. Los colaboradores realizan una valoración global de una edición especialmente exigente, marcada por la dureza del recorrido y la fiabilidad como factor decisivo. Toca hablar de los momentos más relevantes de la prueba y se analiza con detalle el desempeño de los pilotos españoles, poniendo en contexto sus resultados dentro de una competición cada vez más profesionalizada y competitiva. El foco se traslada después al Mundial de Rallyes, que inicia su temporada, como es tradición, en el precioso Montecarlo. Antes de entrar en la previa del rally, Iván Fernández repasa la composición de los equipos y las novedades en las alineaciones de pilotos. Ford, Hyundai y Toyota protagonizan el análisis de las nuevas monturas, tanto desde el punto de vista del chasis como de las decoraciones, mientras se identifican los principales cambios técnicos, también en las categorías inferiores. El Rally de Montecarlo vuelve a presentarse como un desafío único dentro del calendario, con un recorrido exigente, tramos nocturnos y diurnos, y condiciones cambiantes que ponen a prueba la capacidad de adaptación de pilotos y equipos. Así que toca hacer una buena previa, detallando los kilómetros totales, la estructura de las jornadas y los retos específicos del rally, incluyendo las novedades en cuanto a compuestos de neumáticos y el material disponible para afrontar una prueba donde la puesta a punto del coche resulta crítica… y donde el año pasado los neumáticos, como en tantas pruebas, fueron protagonistas. Mirando a Estados Unidos. El cierre del episodio mira hacia Estados Unidos, con la previa de las 24 Horas de Daytona 2026. Se destacan los puntos fuertes de esta edición y la participación española, con nombres propios como Álex Palou, que competirá junto a Scott Dixon en Acura. El repaso a la lista de inscritos refleja la magnitud del evento, con una nutrida parrilla en las categorías GTP, LMP2, GTD Pro y GTD, y la presencia de los principales fabricantes y pilotos del panorama internacional. Empezamos con un plato fuerte, está claro. Con este recorrido por el Dakar, el WRC y la resistencia americana, el episodio confirma que el automovilismo afronta un inicio de año intenso y diverso. Y el Podcast Técnica Fórmula 1 arranca su décima temporada ofreciendo una visión global del motor, conectando disciplinas y campeonatos con la misma intensidad y pasión del primer episodio. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

After a week of Tyler being sick, he is finally back, and the SnailBoys have a lot to talk about. They started with a very brief overview of the King of the Motos and how that works. Jimmy Tells everone what is up with Clifford and they discuss their KOH plans. MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Mark Rosenthal has been learning on the front lines of continuous improvement, quality improvement, and leader development in manufacturing, engineering, the service sector, and health care, for over three decades.His baseline background and training experience was with Toyota-trained teachers in the USA and Japan. Though he has worked with a wide spectrum of organizations ranging from strategic projects for major global corporations, coaching and training small and medium sized businesses, and coaching individual business owners, he has increasingly been focusing on learning more about the process of leadership itself.Before joining the private sector, Mark spent time as a Commissioned Officer in the U.S. Army managing heavy equipment maintenance and logistics operations in Korea, the U.S., and Germany (as well as questionable activities such as jumping out of perfectly serviceable aircraft in flight).Mark is a well-known blogger with his "The Lean Thinker" website, and a co-founder of Kata School Cascadia.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

In this episode of The Unconventional Path, hosts Bela Musits and Mike Wasserman sit down with Dave Munson, the founder of Saddleback Leather Company. If you have ever wondered how to build a business that prioritizes legacy over quick profits, this conversation is for you. Dave shares his "non-traditional" approach to entrepreneurship, shifting from his roots as a youth pastor to creating a global leather brand famous for its "They'll Fight Over It When You're Dead" warranty.+4The leather goods market is often viewed as a crowded, commodity-driven space. Dave explains how Saddleback Leather differentiates itself by refusing to compete on price. While many companies cheapen materials to satisfy shareholders or venture capitalists, Dave and his family own 100% of the company. This independence allows them to use the toughest leather, highest-quality linings, and most durable hardware available—creating products like $700 briefcases that are designed to last a century.+4Saddleback Leather operates a factory in Mexico employing approximately 150 people. Dave discusses the importance of quality control when dealing with raw materials like leather, which varies by hide. To maintain excellence, he sources from top-tier tanneries in both the United States and Europe.+3Dave doesn't rely on traditional marketing; instead, he uses storytelling to build a community of "super fans". The Saddleback website is famous for sharing Dave's personal adventures, his family life, and the founding story of the brand. By focusing on brand strength rather than aggressive sales tactics, the company has secured high-profile partnerships with organizations like Toyota and luxury hotels through word-of-mouth alone.+4Now based in Fort Worth, Texas, Dave is currently building a unique headquarters featuring buildings made from compressed leather bales. He shares his philosophy on leadership, emphasizing the need to encourage employees—even if that means helping them eventually start their own businesses.+4Don't Race to the Bottom: Instead of asking why your product is expensive, ask why your competitors' products are so cheap.The Power of Persistence: Dave likens entrepreneurship to karate, noting that the only difference between a white belt and a black belt is that the black belt kept going.Branding vs. Marketing: Focus on building a strong brand identity that people want to associate with.Connect with Saddleback Leather Company: Visit their website to read Dave's memoir and see his latest leather designs.Our podcast is now available on YouTube.  Simply search for "The Unconventional Path" to subscribe and never miss an episode.We're always on the lookout for interesting guests to feature on our show. If you know someone who has an inspiring story, unique perspective, or valuable expertise to share, please let us know. We're eager to connect with potential guests who can bring fresh insights and engaging conversations to our audience.We also love hearing from our listeners! Your questions, comments, and suggestions are incredibly valuable to us. Send us an email at bela.and.mike@gmail.com with your thoughts, and we'll do our best to address them in a future episode. Whether you have a question about a specific topic, feedback on a recent episode, or ideas for future content, we want to hear from you. Your engagement helps us shape the show and deliver content that resonates with our listeners.Thanks for listening,Bela and MikeThe Anti-Commodity StrategyManufacturing and Global FootprintMarketing Through StorytellingLeadership and VisionKey Takeaways from the Episode:

Wippa was feeling bold today — when Kate read out an article about what women’s clothing gives people the ick, he figured it was his moment to review Kate’s outfit. Tune in next time to see if he’s still talking... Trump made headlines again after meeting Toyota’s boss and bestowing him with quite the nickname, a Weekend at Bernie’s-style attempt to board a flight landed a man in cuffs, and Fitzy’s holiday complaint may have backfired on him. And yes, the first Riddle Time of 2026 is here!See omnystudio.com/listener for privacy information.

Dicen que dos cabezas piensan mejor que una, pero en la industria del automóvil, a veces dos cabezas solo sirven para darse cabezazos. Existen frases muy manidas como “la unión hace la fuerza”, pero la historia nos demuestra que, en ocasiones, ocurre justo lo contrario: la unión no suma, resta. Hoy analizamos 10 ejemplos de colaboraciones fallidas, "Frankensteins" mecánicos y millones de euros tirados a la basura en proyectos que nunca debieron existir. 1. Cisitalia-Porsche Type 360 (1947): La genialidad maldita Esta historia comienza en una cárcel francesa, donde Ferdinand Porsche y Anton Piëch estaban presos tras la guerra. Piero Dusio, fundador de Cisitalia, pagó una fortuna por un diseño de Porsche para financiar su fianza. El resultado fue el Type 360, una locura técnica adelantada 20 años a su tiempo: motor central de 12 cilindros, doble compresor y tracción total conectable. 2. Maserati Quattroporte II (1974): La limusina lenta Bajo el paraguas de Citroën, Maserati intentó crear una berlina de lujo. El error fue partir del chasis del Citroën SM y usar su motor V6 de tracción delantera. El resultado fue una herejía: un Maserati de tracción delantera con menos de 200 CV para mover dos toneladas. Era lento y complicadísimo de reparar. Tras la quiebra de Citroën, Peugeot mandó destruir casi todas las unidades. Solo sobrevivieron 13. 3. Saab-Lancia 600 (1980): El vikingo friolero Saab necesitaba un coche nuevo y Lancia tenía el Delta. Decidieron vender el Delta en Suecia con el logo de Saab, prometiendo "temperamento latino y calidad sueca". Fue un desastre. El acero italiano de la época se oxidaba con la sal de las carreteras suecas y la calefacción no estaba pensada para el clima ártico. Además, la electrónica italiana enloquecía con la humedad escandinava. Casi arruina la reputación de Saab. 4. Alfa Romeo Arna (1983): El mundo al revés La lógica dictaba unir la fiabilidad japonesa con el diseño italiano. Pero hicieron lo contrario: usaron la carrocería del soso Nissan Cherry y le metieron la mecánica y electrónica caprichosa del Alfasud. Para colmo, las carrocerías se fabricaban en Japón y se enviaban a Nápoles para ser ensambladas por mano de obra sin experiencia. El coche era feo y se rompía constantemente. 5. Cadillac Allanté (1987): El puente aéreo más caro GM quería un rival para el Mercedes SL y contrató a Pininfarina. El problema fue logístico: Pininfarina fabricaba las carrocerías en Turín y las enviaban a Detroit en aviones Boeing 747 modificados (56 carrocerías por vuelo). Esta locura, conocida como el "Puente Aéreo Allanté", encareció el coche hasta los 54.000 dólares. Aunque no era mal coche, el Mercedes llegaba en barco, era mejor y más barato. 6. Chrysler TC by Maserati (1989): Un pacto de amigos Lee Iacocca y Alejandro de Tomaso decidieron colaborar. Usaron la plataforma del humilde Dodge Daytona, enviaron las piezas a Milán y Maserati las ensambló con cuero caro. El resultado costaba 33.000 dólares pero parecía un Chrysler LeBaron de 12.000. Fue un fracaso económico monumental que costó a Chrysler más de 600 millones de dólares. 7. Honda Crossroad (1993): Cuando Honda pierde aceite En plena fiebre SUV, Honda no tenía un todoterreno. Su solución fue traer el Land Rover Discovery, ponerle la "H" de Honda y llamarlo Crossroad. No cambiaron nada más. El choque cultural fue brutal: los clientes japoneses, acostumbrados a la fiabilidad absoluta, se encontraron con un coche inglés que dejaba manchas de aceite y tenía fallos eléctricos. Honda tuvo que recomprarlos y pedir perdón. 8. Cadillac Catera (1997): El pato que hacía Zig Cadillac intentó rejuvenecer su imagen importando el Opel Omega alemán a EE. UU. El coche no estaba mal, pero el marketing fue atroz. Usaron el eslogan "The Caddy that Zigs" y una mascota: un pato de dibujos animados. Nadie entendió qué hacía un Opel con un pato en un concesionario de lujo. Además, sufría problemas de fiabilidad y sobrepeso. 9. Aston Martin Cygnet (2011): La trampa legal Para cumplir con las normativas de emisiones europeas, Aston Martin cogió el pequeño Toyota iQ, le puso una parrilla propia, forró el interior de cuero y lo vendió por casi 40.000 euros (el triple que el Toyota). Mecánicamente era idéntico (98 CV). Fue una maniobra cínica para bajar la media de emisiones de la marca, aunque hoy son piezas de colección por su rareza. 10. Mercedes-Benz Clase X (2017): La estrella estrellada Mercedes quiso entrar en el mercado de las Pick-up usando la base de la Nissan Navara. Le cambiaron el frontal y el interior, pero la gente se dio cuenta de que era una Nissan con sobreprecio. Nadie quiso pagar el "impuesto de la estrella" por una herramienta de trabajo japonesa disfrazada. La producción se canceló apenas dos años después de su lanzamiento.

Mike Johnson and Beau Morgan spend some time with the driver of the No. 20 Toyota car for Joe Gibbs Racing in the NASCAR Cup Series, and defending Autotrader 400 winner at EchoPark Speedway, Christopher Bell. Mike, Beau, and Chris talk about how Chris feels about the new NASCAR playoff format, how it is racing at Echo Park Speedway, next month's Autotrader 400 at Echo Park Speedway, how Chris feels about rivalries in NASCAR, if Chris thinks he has any rivalries in NASCAR, and how Chris makes sure his rivalries don't go too far on or off the track.

HR1 - Falcons offensive line pairs nicely with Bill Callahan's run scheme In hour one Mike Johnson, Dylan Mathews, and Ali Mac quickly touch on some of the biggest headlines around the local and national sports scene, react to the Atlanta Falcons announcing that they have named Bill Callahan as their offensive line coach, explain why they think Falcons fans should expect more pulling guards with Bill Callahan as the Falcons offensive line coach, react to Baker Mayfield's strong comments in a post on ‘X' where he replied to Atlanta Falcons beat writer for the AJC D. Orlando Ledbetter's post on ‘X' where Ledbetter was talking about Stefanski's tenure in Cleveland, specifically the number of quarterbacks he had to work with because none seemed to stick, explain why they think Baker Mayfield's comments on 'X' yesterday will make the Falcons and Buccaneers rivalry even better, and spend some time with the driver of the No. 20 Toyota car for Joe Gibbs Racing in the NASCAR Cup Series, and defending Autotrader 400 winner at EchoPark Speedway, Christopher Bell. Mike, Beau, and Chris talk about how Chris feels about the new NASCAR playoff format, how it is racing at Echo Park Speedway, next month's Autotrader 400 at Echo Park Speedway, how Chris feels about rivalries in NASCAR, if Chris thinks he has any rivalries in NASCAR, and how Chris makes sure his rivalries don't go too far on or off the track. Finally, Mike, Dylan, and Ali close out hour one by diving into the life of Ali Mac in Ali's Mac Drop!

-Rockets BACK in Action on the Hard Wood Tonight Hosting the Spurs! -T-Mil's BEST BET$ for NBA Action TONIGHT/Tues! FOUR of 'em!$!$ -They Don't Call Clint 'DIRTY Red' for No Reason..

The Conway Show celebrates a major milestone — the Sweet 16, marking January 18th, 2010 as the day it all started right here on KFI. Plus, American Vision Windows opens a brand-new store in Indio, and Tim shares stories from meeting some incredible listeners along the way. It’s a beautiful day for the MLK Parade, but news breaks out of Leimert Park with reports of an assault on a police officer. Meanwhile, Toyota announces a massive $10 billion investment to build more cars in America. Then things get fun with dog talk apps — repeating “dog talk” back to your dog — and why dogs may be way smarter than we give them credit for. We circle back with the latest updates from Leimert Park, wrap with what’s hot at El Pollo Loco, and take a look at signs that LA film and TV production may finally be starting to come back. See omnystudio.com/listener for privacy information.

Welcome back! In this ep, we're ditching the mid-winter blues and focusing on the absolute chaos and excitement of the 2026 F1 pre-season. We're talking livery drops, the new safety car era, and why Toyota is suddenly everywhere. Plus, Mark Dailey spills the tea on his furnace disaster (major ick) and why the HVAC trade is arguably the ultimate bag alert right now.

f you're a James Bond fan, you won't want to miss our latest episode: 20 Things You Missed in YOU ONLY LIVE TWICE. In this deep‑dive discussion, we uncover 20 Things You Missed in YOU ONLY LIVE TWICE that even longtime Bond aficionados often overlook. From continuity errors to clever background details, cultural insights, filming quirks, and subtle storytelling decisions, this episode shines a spotlight on the hidden gems tucked inside the fifth Eon Productions Bond adventure.  Hosted by Dan and Tom of Cracking the Code of Spy Movies, this episode explores everything from mispronunciations in NASA communications to Bond's surprising use of nicknames, mysterious wardrobe changes, and the unexpectedly impressive continuity work involving Bond's shoes and those hard‑to‑miss spats. You'll hear about set design details at Henderson's apartment, incorrectly repaired desk statues, and the symbolic use of the color orange to hint at Helga Brandt's dangerous duality.  We also break down one of the most memorable sequences in the film: Little Nellie. From the autogyro's weapons to the number of helicopters chasing Bond, we uncover continuity oddities, filming inconsistencies, and blink‑and‑you‑miss‑them production shortcuts. The episode also dives into space capsule reflections, art replicas inside Blofeld's volcano lair, and the strange logic gaps surrounding Helga Brandt, Osato, and Bond's supposed "death."  Dan and Tom bring context, humor, and historical insights to each moment—from the real‑life sumo wrestler and Samoan grappler who appear on screen, to the realistic but deadly phosgene gas used near the Ama fishing village. And of course, we explore the infamous volcano base itself. From improbable gadgets Bond suddenly possesses, to the dramatic (and scientifically questionable) destruction of the SPECTRE spacecraft.  Plus, stay tuned for bonus observations on ninja entrances, frightened cats, references to Goldfinger, the Toyota 2000 GT convertibles made especially for the film, and clever audio design choices hidden throughout the final act.  Whether you've seen the movie once or a hundred times, you'll walk away with brand‑new insights and a deeper appreciation for this iconic Bond classic. Join us for a fun, fast‑paced, detail‑packed episode that proves you really do only live twice—but you might need far more viewings to catch everything in YOU ONLY LIVE TWICE.    Tell us what you think about our look at 20 Things You Missed In YOU ONLY LIVE TWICE    How many of these did you miss?  What did we miss from the movie? And, importantly, how many guys do you see in the car at the beginning of the chase when Bond leaves Osato's office?  Let us know your thoughts, ideas for future episodes, and what you think of this episode. Just drop us a note at info@spymovienavigator.com.  The more we hear from you, the better the show will surely be!  We'll give you a shout-out in a future episode!     You can check out all our CRACKING THE CODE OF SPY MOVIES podcast episodes on your favorite podcast app or our website. In addition, you can check out our YouTube channel as well.     Episode Webpage:  https://bit.ly/4qPaguI 

https://youtu.be/Wa1N35VjeLQ Mindfully Embracing the Moment to Navigate Change with James Simon In today's episode, Mindfully Embracing the Moment to Navigate Change, I'm joined by James Simon—high-performance coach, speaker, and author of Headwaters to Change: Navigating Growth, Cultivating Presence, an Amazon Top New Release. James has spent more than 20 years working at the intersection of performance and pressure, supporting individuals and organizations across healthcare, business, industry, and elite sport—where the stakes are real, and the margin for distraction is small. As the founder of Headwaters to Change High-Performance Coaching, James blends the philosophy of Kaizen—continuous improvement—with the discipline of mindfulness. His work cuts through the noise, strengthens focus, and builds sustainable performance rooted in presence rather than hustle. James's approach has been shaped by mentorship from Toyota leaders and legendary mindfulness and performance coach George Mumford, who is widely known for bringing mindfulness into the lives of NBA greats like Michael Jordan and Kobe Bryant. From the boxing ring to the boardroom, James brings a grounded, human edge to leadership and growth. No hype. No shortcuts. Just presence, process, and meaningful action—one moment at a time. This conversation is an invitation to slow down, reconnect with what matters, and discover how embracing the present moment can become your most powerful tool for navigating change. #debrakasowski #jamessimon #kaizen Website: https://headwaterstochange.com/ Instagram: https://www.instagram.com/headwaters_to_change/ LinkedIn: https://www.linkedin.com/company/headwaters-to-change/posts Debra Kasowski is the charismatic podcast host of The Millionaire Woman Show, 3X Best Selling Author, Speaker, and Certified Executive Coach. She interviews incredible speakers, authors, CEO, Business and Organizational Leaders and drops solo episodes with tips, strategies, and techniques for your success. GET YOUR GIFT Sign up for our Success Secrets Newsletter and download your FREE 10-page PDF of Reset Your Mindset at www.debrakasowski.com. 1. Connect with Debra Kasowski on social media https://www.youtube.com/user/debrakasowski https://www.instagram.com/debrakasowski https://www.facebook.com/debrakasowskiinternational https://www.twitter.com/debrakasowski 2. SUBSCRIBE to The Millionaire Woman Show podcast on Apple Podcasts or your favourite podcast player 3. PURCHASE Debra's books – Amazon, Barnes & Noble, and your favourite bookstore GPS Your Best Life – Debra Kasowski & Charmaine Hammond The Entrepreneurial Mom's Guide to Growing a Business, Raising a Family, and Creating a Life You Love Let's Be Curious: Ask the Right Questions, Get Better Answers Create What You Want

HABLANDO ACELERAO, EN ESTE PODCAST TE PONDRÁS AL DÍA DE TODO LO QUE ESTÁ SUCEDIENDO EN LA FÓRMULA 1 Y MOTORSPORTS.Síguenos en instagram @puertoricoracingsportsBUSCA NUESTRA TIENDA www.prracingshop.com Busca nuestro website de noticias www.prrsnews.comModelos a escala www.topdiecaststore.comMercancia de F1 con @oteromotorsports Auspiciado por :High Category, los mejores productos para el cuidado de tu auto.Síguelos en instagram @highcategory#f1 #formula 1 #podcast

In this episode, we dive into the pros and cons of both off-road trailers and rooftop tents, discussing comfort, mobility, setup time, and real-world overlanding use. Whether you prefer setting up a basecamp or moving camp every night, this episode will help you decide which setup best fits your travel style. Want a full list of our Pros and Cons? Check out the Blog: https://www.snailtrail4x4.com/rooftop-tent-vs-trailer/ MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio

Can you help me make more podcasts? Consider supporting me on Patreon as the service is 100% funded by you: https://EVne.ws/patreon You can read all the latest news on the blog here: https://EVne.ws/blog Subscribe for free and listen to the podcast on audio platforms:➤ Apple: https://EVne.ws/apple➤ YouTube Music: https://EVne.ws/youtubemusic➤ Spotify: https://EVne.ws/spotify➤ TuneIn: https://EVne.ws/tunein➤ iHeart: https://EVne.ws/iheart HYUNDAI UNVEILS ELECTRIC STARIA AS ITS BIGGEST EV YET https://evne.ws/45MUjgr TESLA ADDS BARE-BONES LONG-RANGE MODEL Y FOR EUROPE https://evne.ws/3ZgX1Hm TESLA HITS 5M DRIVE UNITS AS SHANGHAI DOMINATES OUTPUT https://evne.ws/3LcsmrG VW OVERTAKES TESLA IN EV SALES OUTSIDE CHINA https://evne.ws/459GnNq TOYOTA TOPS JAPAN EV CHARTS WITH BZ4X PUSH https://evne.ws/4sKkUow PORTUGAL DANGLES €4,000 EV SCRAPPAGE CARROT https://evne.ws/4jOfcxS ZEEKR 7GT LINES UP DIRECTLY AGAINST TESLA MODEL 3 https://evne.ws/4sGmWpE

Tyler is MIA, being sick for the first time this year. Jimmy did a full takeover of the podcast, telling everyone about his last week. It was a busy week, from a union meeting, lion king, working on Samantha, and of course he needs to talk about his 15k completion of the Hot Chocolate Run. He also got the Mini Assistant to talk about her adventure in the 5k MORRFlate Giveaway at 900 Reviews on Apple Podcast. But our next giveaway is when we reach 800 reviews; we are giving away an OnX Elite Membership. We will also give away an OnX Elite membership when we get to 850. However, when we reach 900 Reviews, we are teaming up with MORRFlate for a $1000 MF Product Giveaway. Go over to Apple Podcasts to leave your review now and become eligible to win. Congratulations to A13XMONT, who won a set of tires from Yokohama Tire! Call us and leave us a VOICEMAIL!!! We want to hear from you even more!!! You can call and say whatever you like! Ask a question, leave feedback, correct some information about welding, say how much you hate your Jeep, and wish you had a Toyota! We will air them all, live, on the podcast! +01-916-345-4744. If you have any negative feedback, you can call our negative feedback hotline, 408-800-5169. 4Wheel Underground has all the suspension parts you need to take your off-road rig from leaf springs to a performance suspension system. We just ordered our kits for Kermit and Samantha and are looking forward to getting them. The ordering process was quite simple, and after answering the questionnaire, we ensured we got the correct and best-fitting kits for our vehicles. If you want to level up your suspension game, check out 4Wheel Underground. SnailTrail4x4 Podcast is brought to you by all of our peeps over at irate4x4! Make sure to stop by and see all of the great perks you get for supporting SnailTrail4x4! Discount Codes, Monthly Give-Always, Gift Boxes, the SnailTrail4x4 Community, and the ST4x4 Treasure Hunt! Thank you to all of those who support us! We couldn’t do it without you guys (and gals!)! SnailSquad Monthly Giveaway The first giveaway of the year is with our good friends over at Gearwrench. We got some more goodies to give away to a lucky winner. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. Congratulations to Johnny Freky for winning the Vanquish Yokohama edition RC racecar. If you want a chance to win this amazing giveaway, all you need to do is sign up for the Giveaway Tier on Irate4x4. If you’re looking for any amazing RC parts for your scaled crawler, make sure to check out Vanquished Products. Listener Discount Codes: SnailTrail4x4 –SnailTrail15 for 15% off SnailTrail4x4 MerchMORRFlate – snailtraill4x4 to get 10% off MORRFlate Multi Tire Inflation Deflation™ Kits4WheelUnderground – snailtrail 10% offIronman 4×4 – snailtrail20 to get 20% off all Ironman 4×4 branded equipment!Sidetracked Offroad – snailtrail4x4 (lowercase) to get 15% off lights and recovery gearSpartan Rope – snailtrail4x4 to get 10% off sitewideShock Surplus – SNAILTRAIL4x4 to get $25 off any order!Mob Armor – SNAILTRAIL4X4 for 15% offSummerShine Supply – ST4x4 for 10% offBackpacker’s Pantry – Affiliate LinkLaminx Protective Films – Use the Link to get 20% off all products (Affiliate Link) Show Music: Outroll Music – Meizong Kumbang Midroll Music – ComaStudio