Eli Beer is a pioneer, social entrepreneur, President and Founder of United Hatzalah of Israel. In thirty years, the organization has grown to more than 6,500 volunteers who unite together to provide immediate, life-saving care to anyone in need - regardless of race or religion. This community EMS force network treats over 730,000 incidents per year, in Israel, as they wait for ambulances and medical attention. Eli’s vision is to bring this life-saving model across the world. In 2015, Beer expanded internationally with the establishment of branches in South America and other countries, including “United Rescue” in Jersey City, USA, where the response time was reduced to just two minutes and thirty-five seconds. Episode Chapters (0:00) intro (1:04) Hatzalah’s reputation for speed (4:48) Hatzalah’s volunteer EMTs and ambucycles (5:50) Entrepreneurism at Hatzalah (8:09) Chutzpah (14:15) Hatzalah’s recruitment (18:31) Volunteers from all walks of life (22:51) Having COVID changed Eli’s perspective (26:00) operating around the world amid antisemitism (28:06) goodbye For video episodes, watch on www.youtube.com/@therudermanfamilyfoundation Stay in touch: X: @JayRuderman | @RudermanFdn LinkedIn: Jay Ruderman | Ruderman Family Foundation Instagram: All About Change Podcast | Ruderman Family Foundation To learn more about the podcast, visit https://allaboutchangepodcast.com/ Looking for more insights into the world of activism? Be sure to check out Jay’s brand new book, Find Your Fight , in which Jay teaches the next generation of activists and advocates how to step up and bring about lasting change. You can find Find Your Fight wherever you buy your books, and you can learn more about it at www.jayruderman.com .…
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محتوای ارائه شده توسط Continuous Improvement Journey. تمام محتوای پادکست شامل قسمت‌ها، گرافیک‌ها و توضیحات پادکست مستقیماً توسط Continuous Improvement Journey یا شریک پلتفرم پادکست آن‌ها آپلود و ارائه می‌شوند. اگر فکر می‌کنید شخصی بدون اجازه شما از اثر دارای حق نسخه‌برداری شما استفاده می‌کند، می‌توانید روندی که در اینجا شرح داده شده است را دنبال کنید.https://fa.player.fm/legal
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E16: The Power to Change Using Motivational Interviewing
Manage episode 356061995 series 3447164
محتوای ارائه شده توسط Continuous Improvement Journey. تمام محتوای پادکست شامل قسمت‌ها، گرافیک‌ها و توضیحات پادکست مستقیماً توسط Continuous Improvement Journey یا شریک پلتفرم پادکست آن‌ها آپلود و ارائه می‌شوند. اگر فکر می‌کنید شخصی بدون اجازه شما از اثر دارای حق نسخه‌برداری شما استفاده می‌کند، می‌توانید روندی که در اینجا شرح داده شده است را دنبال کنید.https://fa.player.fm/legal
Motivational interviewing helps tap into our intrinsic motivation to create the desire within ourselves to change. Typically when people are told or forced to do something, most likely, we will be met with resistance. So, instead of telling someone what to do, giving them information, providing a road map, directing, warning, instructing, or laying out a strategy for them to follow that you think will make them change. Motivational interviewing is the opposite of this traditional way of thinking in getting someone to change.
Motivational interviewing has its roots and is most commonly used in the medical industry. Helping someone with their body weight or helping someone kick off some type of additions has great success with motivational interviewing compared to other traditional medical treatments or processes. We will first provide a backstory on typical applications of remote viewing in the medical industry, and then we will reveal some ways to use motivational interviewing in the world of the continuous improvement industry.
Resource:
Australian Heart Foundation, 6 videos on motivational interviewing: https://www.youtube.com/playlist?list=PLwsK_djnleJU4RFkUTIwMZOlS4igWb-yF
19 قسمت
اشتراک گذاریManage episode 356061995 series 3447164
محتوای ارائه شده توسط Continuous Improvement Journey. تمام محتوای پادکست شامل قسمت‌ها، گرافیک‌ها و توضیحات پادکست مستقیماً توسط Continuous Improvement Journey یا شریک پلتفرم پادکست آن‌ها آپلود و ارائه می‌شوند. اگر فکر می‌کنید شخصی بدون اجازه شما از اثر دارای حق نسخه‌برداری شما استفاده می‌کند، می‌توانید روندی که در اینجا شرح داده شده است را دنبال کنید.https://fa.player.fm/legal
Motivational interviewing helps tap into our intrinsic motivation to create the desire within ourselves to change. Typically when people are told or forced to do something, most likely, we will be met with resistance. So, instead of telling someone what to do, giving them information, providing a road map, directing, warning, instructing, or laying out a strategy for them to follow that you think will make them change. Motivational interviewing is the opposite of this traditional way of thinking in getting someone to change.
Motivational interviewing has its roots and is most commonly used in the medical industry. Helping someone with their body weight or helping someone kick off some type of additions has great success with motivational interviewing compared to other traditional medical treatments or processes. We will first provide a backstory on typical applications of remote viewing in the medical industry, and then we will reveal some ways to use motivational interviewing in the world of the continuous improvement industry.
Resource:
Australian Heart Foundation, 6 videos on motivational interviewing: https://www.youtube.com/playlist?list=PLwsK_djnleJU4RFkUTIwMZOlS4igWb-yF
19 قسمت
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What happens when an organization decides not to change and keeps the status quo? It is easy to look back on the history of organizations or products that have come and gone. The main trend we see is….if you don’t improve or change, you most likely will be forgotten. There are many complicated reasons why some organization's fail and so there is one single reason why some organizations continue to be successful while others go by the wayside. However, when we think back on organizations that have failed, we might take a lower-thought approach and think, why were they so stupid? Why did they not just change? Again, it is more complicated than that. Let's explore companies like Blockbuster, Kodak, Blackberry phones, Sears and Robuck, and Kimberly-Clark.…
When you look back on some of history's most influential and effective leaders, what made them so great? They were selfless, loved the people they were leading, and had a strong desire to empower those around them to become better people. When you look back on some of the worst leaders from history, what made them so horrible? They are exact opposites of the great leaders, they were selfish, would do anything to maintain their power, and led through fear to suppress the people in their control. Becoming a great leader or even a great person does not take eons of time. We can all start right now. Even if we are not a leader when we think in the context of a traditional leader or manager, we all have an influence on the lives of those around us through our leadership qualities, even if we do not realize it. So, the question we should ask ourselves is, what kind of leader will I be? Many people throughout history have become fixated on the idea of leadership. I believe that is because we have had some pretty horrible leaders and also pretty influential leaders throughout history. A few questions that some people may ask is, what makes them such a great leader? How can I become or be taught to become like one of the great leaders from history? And how can we avoid bringing into power leaders driven by ill intent? As I have thought about these questions, I can’t help but think that there are multiple levels of leadership. What I have come to know is that there are 4 levels of leadership that I believe summarize the 4 categories that leaders could be placed in. Of course, there are probably other better categories, labels, or descriptions for leaders, but the 4 levels that I would like to talk about are dictator, manager, leader, and then servant leader.…
In the short term, layoffs seem logical and look great on paper, however, in the long term, these organizations will be trading short-term safety over long-term profitability. There are all kinds of reasons why companies should and should not do layoffs, including strategies to avoid layoffs. We will talk about some strategies to avoid layoffs, but mainly, we will focus on the long-term damage that will fall on an organization if they believe layoffs are their only answer. Very few CEOs have taken the less-traveled route when dealing with layoffs by stating very directly that they will not be participating in any layoffs. Why? Because layoffs produce a mirage that organizational leaders believe will resolve their short-term struggles. However, what results is a larger long-term destruction of the remaining employees and the rest of the organization.…
Motivational interviewing helps tap into our intrinsic motivation to create the desire within ourselves to change. Typically when people are told or forced to do something, most likely, we will be met with resistance. So, instead of telling someone what to do, giving them information, providing a road map, directing, warning, instructing, or laying out a strategy for them to follow that you think will make them change. Motivational interviewing is the opposite of this traditional way of thinking in getting someone to change. Motivational interviewing has its roots and is most commonly used in the medical industry. Helping someone with their body weight or helping someone kick off some type of additions has great success with motivational interviewing compared to other traditional medical treatments or processes. We will first provide a backstory on typical applications of remote viewing in the medical industry, and then we will reveal some ways to use motivational interviewing in the world of the continuous improvement industry. Resource: Australian Heart Foundation, 6 videos on motivational interviewing: https://www.youtube.com/playlist?list=PLwsK_djnleJU4RFkUTIwMZOlS4igWb-yF…
Resistance to change can be one of the most significant barriers that lean, six sigma, and continuous improvement come up against. The law of resistance to change could very well be the most challenging part of our path as we navigate along our continuous improvement journey. A statement that we all have heard or have said ourselves is, “people don’t like change,” or “people fear change.” I used to believe this statement, but as I have matured a little over the years as a student to lean and continuous improvement. I have come to know for myself that this statement is utterly false, misleading, and inflicts a negative influence on people so that they won’t change. What actually is true is that people and organizations will change when their reasoning and the resulting outcome or benefit of the change outweigh their current state of being.…
This week we will be discussing what standard work is, what it is not and how standard work will automatically help us increase the quality of our products and services. We will also have an arm wrestle about Taiichi Ohno’s quote when he said, “without standards, there can be no kaizen.” But what came first, the chicken or the egg? Does standardizing the process come first, and then improving the process follows, or is it the other way around, improve the process, then standardize it? My hope is that the 11th and 12th law of the 13 Laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
In manufacturing, we live or die on tolerances. The tradition in American and other Western countries is we are so focused on the specification limits, while Japanese companies focus on uniformity and reducing variation around the target value. In other words, Western countries make a part and say, is it within specification? Or it is right on the limit, so it passed our quality checks and therefore must be good. While the Japanese say, how can we always make parts consistently as close to the target value and with the least amount of variation possible? To help get us away from this poor traditional thinking, we will learn about how the Taguchi Loss Function provides us a way to quantify the cost of not producing something on the target value. What Genichi Taguchi did was create the Taguchi loss function to help quantify and show that quality does not all of a sudden plummet when the part is just outside of the specification limits. What instead occurs is that quality losses exponentially increases as the measurement value deviates away from the target value. My hope is that this series of the 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
For this week’s episode of the Continuous Improvement Journey podcast, we will be talking about how the methodology of Training Within Industry was created during the 1940s as part of the World War II production effectiveness effort. One of the great outcomes of Training Within Industry was it drastically cut down the time required for new workers to reach a certain competency level from the usual 6-12 months to less than 1 month. There are three main parts to the original Training Within Industry methodology. The first is Job Instruction which is effectively training employees on the job using the EDGE Method of explaining, demonstrating, guiding, and enabling. Second is Job Relations which is about effectively leading people and is great for manager and supervisor training. Third is Job Methods which is focused around Methods for formalizing Continuous Improvement. My hope is that this series of the 13 laws of system optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training. Resources: Training Within Industry Instruction Books from: The Bilas Group https://www.thebilasgroup.com/twi-learning-center/downloads/ Training Within Industry Institute: https://www.twi-institute.com/training-within-industry/training-and-certification/twi-programs/ Problems In Supervision Videos from 1944: Problems in Supervision: Instructing the Worker on the Job Problems in Supervision: Instructing the Blind Worker on the Job Problems In Supervision: Introducing the New Worker To His Job Problems in Supervision: A New Supervisor Takes a Look At His Job…
Have you ever had something that was made out of cheap plastic and broke easily or the design of something was so complicated that it was easier to throw it away and buy a whole new assembly to save you the time and headaches from trying to fix it? We will be discussing 6 ways to help reduce these headaches to help us when designing parts to make them more manufacturable and 6 ways to help make the design more easily assembled. My hope is that this series of the 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
Of all the improvements or focus we may have in our organization or supply chain, the most important keystone in everything that we do is what our internal and external customer loyalty is and the relationship we have between the leaders of the organization and those two categories of customers. Our internal and external customers are not lifeless commodities. External customers are the ones who pay the bills in your organization and provide payroll for your internal customers or employees. While our internal customers are the ones that provide the means for the organization to provide a good or service to our external customers. In the end, a loss of customers or customer loyalty will equal devastation and fear. Depending on how bad the loss of customers is, it could mean closing your doors and going out of business. My hope is that this series of the 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
Are our suppliers or vendors considered our friends or enemy? And do we select vendors on price alone? The answers to these questions will determine the fate of our organization for how effective we are in providing our goods or services to our customers. We need to unceasingly expand the scope of our continuous improvement initiatives outside of just improvements made on the shop floor. It is critical when we embark on our continuous improvement journey to streamline the interfaces between our suppliers, our organization, and our customers.…
Who do you think would win if we had an arm wrestle between lean manufacturing based Just in time Inventory and Inventory Optimization using statistical principles? Whoever wins, the main challenge for those who work with or are impacted by the effectiveness of our supply chains is figuring out how in the world we can match our inventory supply to our customer’s demand. How well we do this as an organization will directly impact our success and profitability. My hope is that this series of the 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
Many of us are familiar with the concept of work in process, and some feel that any work in process lying around is of the devil. This thinking is partly true. We need a certain amount of work in process to overcome the natural variation in the system with standard work in process or critical work in process levels. For episode 7 this week on the Continuous Improvement Journey’s podcast, we will explore the steps to take to have an optimal level of standard work in process levels to not starve or overwhelm each process and the entire system. While on the other hand, not having too much work in process or inventory can cause confusion and variation in the system that decreases throughput and increases cycle times. My hope is that this series of the 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
For episode 6 of Continuous Improvement Journey’s podcast, we will discuss the law of operational and process wastes, which is a continuation of exploring each of the 13 Laws of System Optimization we have discussed so far in the previous 3 episodes. In the lean community, you hear all kinds of talk about removing waste, eliminating waste, lowering inventory levels, and extravagant programs and posters about the 8 wastes. However, the generalized lean definitions of waste and the hunt to eliminate the 8 wastes in our organizations are missing the point and are typical of “kid-lean.” But what about operational waste? Or in other words, what do we do about reducing the second category of waste, which contains about 75% of all our system waste, when process waste only contributes about 25% of waste? I hope that these 13 laws of System Optimization will help give us a larger and all-encompassing perspective to help take us to the next level from our traditional lean manufacturing training.…
For episode 5, we will dive deeper into the Law of Variation, which is the most important and maybe the least understood law when running an organization. Not only can the law of variation help us understand and resolve our past. It can significantly help guide our organization along our continuous improvement journey and help solidify our future by helping us create stable and, in a way, predictable processes and systems. See The Medicine of Lean Six Sigma Online Course on Skillshare or the CIJourney.com website.…
For episode 4 of Continuous Improvement Journey’s podcast, we will pick up where we left off in part one of episode 3 where we explored a high-level view of the Laws of System Optimization. We will continue part 2 in covering laws 4 through 13. I hope that these 13 laws will become additional tools to refine and take us to the next level from our traditional lean manufacturing training. As a refresher, or if you missed episode 3, the following are each of the Laws of System Optimization. The law of variation. The law of operational and process wastes. The law of WIP (work in process) and process flow. The law of inventory optimization. The law of supplier relations. The law of customer relations. The law of employee relations. The law of design for manufacturing and assembly (DFMA). The law of tolerances and total costs. The law of employee training (TWI or training within industry). The law of standard work. The law of quality. The law of resistance to change. https://www.linkedin.com/company/continuous-improvement-journey/ The Medicine of Lean Six Sigma and the 5 Side Effects to Avoid on Amazon .…
For episode 3 of Continuous Improvement Journey’s podcast, we will explore a high-level view of the Laws of System Optimization. I hope that these 13 laws will become additional tools to refine and take us to the next level from our traditional lean manufacturing training. Episode 3 will act as Part 1 of an introduction of the Laws of System Optimization and will cover laws 1 through 3. The remaining introduction to the remaining laws will be presented in Episode 4. The law of variation. The law of operational and process wastes. The law of WIP (work in process) and process flow. The law of inventory optimization. The law of supplier relations. The law of customer relations. The law of employee relations. The law of design for manufacturing and assembly (DFMA). The law of tolerances and total costs. The law of employee training (TWI or training within industry). The law of standard work. The law of quality. The law of resistance to change. https://www.linkedin.com/company/continuous-improvement-journey/ The Medicine of Lean Six Sigma and the 5 Side Effects to Avoid on Amazon .…
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Continuous Improvement Journey Podcast
Is there a limit to when 5S is taken too far? Is 5S the first required step for every lean transformation? How does 5S increase the effectiveness of the entire organization and not just the shop floor? For episode number 2 of Continuous Improvement Journey’s podcast, we will be exploring the topic...“When 5S Goes Too Far.” The lean tool of 5S is a wonderful tool used to improve your organization's effectiveness. However, some organizations go a little too far with their 5S programs. Learn how to find the balance between the 5S improvement tool and the purpose of why the tool was designed in the first place so you don't run into the issue of implementing the dreaded 5S police or inflicting 5S on your clocks, garbage cans, and coat racks. References: The Medicine of Lean Six Sigma and the 5 Side Effects to Avoid on Amazon .…
Why do so many companies struggle to find long-term success when implementing lean and six sigma? Let's explore the results from a casual research study performed by Continuous Improvement Journey that found the top 5 reasons or side effects to avoid when implementing lean or six sigma into an organization. Free workbook guide to identify the #1 plague in your organization: https://cijourney.teachable.com/p/downloads…
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