Leading the way in Iowa Quality Training by business901

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This is a transcription of a Business901 podcast with Steven C. Wilson founder of Wilson Consulting and Training Services,Inc (WCTS, Inc). Steve has dedicated himself to this cause by training over 600 Six Sigma practitioners in over 70 companies in the state of Iowa. His training focuses on quality to include Lean, Theory of Constraints, Supply chain, Problem Solving and Six Sigma Green Belt and Black Belt training.

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									Business901                                  Podcast Transcription
Implementing Lean Marketing Systems


 Leading the Way
   in Iowa Quality Training
               Guest was Steven C. Wilson




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   Leading the Way in Iowa Quality Training




                            Leading the Way in Iowa Quality Training
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Implementing Lean Marketing Systems

Steven C. Wilson founded Wilson Consulting and Training Services, Inc (WCTS, Inc) as a
process improvement consulting firm. Wilson has over 20 years of experience applying
quality improvement tools, methodologies, and principles in a variety of industries that
include automotive, healthcare, logistics, distribution, education, and numerous
manufacturing venues. He has dedicated himself to the cause by training/coaching over
600 Six Sigma practitioners in over 70 companies with an emphasis on getting results.
Wilson possesses a very engaging style of leadership, training and consulting, and provides
an experienced eye for companies on the road to organizational improvement.

                         Wilson’s extensive project experience includes work with Union
                         Pacific, MercyCare Community Physicians, Heinz, John Deere,
                         Pepperidge Farms, Rockwell Collins, University of Iowa Clinics,
                         Oral B, General Mills, Proctor and Gamble, International Paper,
                         and many others.

                          Wilson has served as Chair on the Iowa Quality Center Advisory
                          Council, is an ASQ Certified Black Belt, and is an active member
                          in several community based organizations. In 2004 he added
MasterWay Audio to the business and began producing professional voice over narration
for commercial projects as well as for organizational training and development
departments. In the spring of 2008 he took his passions for operational excellence and
voice work and created Quality Conversations, an internet based radio program
dedicated to the discussion of “all things quality”.

                               Leading the Way in Iowa Quality Training
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Implementing Lean Marketing Systems
Joe Dager: Welcome everyone. This is Joe Dager, the host of the Business 901 podcast.
With me today is Steven C. Wilson, founder of Wilson Consulting and Training Services and
the iQuality Academy.
He's a process improvement specialist with over 20 years of experience applying quality
improvement tools, methodologies, and principles in a variety of industries that include
automotive, healthcare, and many others.
What I've found so unique about Steve and his consultancy is what I would call the
standard to be successful in today's world. He combines consulting, speaking, and training
disciplines into a single successful practice. I'd like to welcome Steve. I guess we need to
start at the beginning. How did you get started in the quality field?
Steven C. Wilson: I was working in the automotive industry, actually, from a dealership
level. At that point, I'd had exposure to the earlier books on Six Sigma. That's really where
it all started was with Six Sigma in continuous improvement.
While I was working at the auto dealerships, some of the roles that I'd had were in
management and leadership. I began to implement, or attempt to implement, some of the
concepts that I was learning through much of my own self-study.
One of the things that I did was make a transition into working for Federal Express and, at
that point, was also able to then gain a little bit more knowledge around the subject of
continuous improvement in quality, and reduction of variation, and some of those basic
concepts within the realm of quality.

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It was at that point, when I began to really dive into quality and continuous improvement
and see that as the direction that I wanted to go with my professional work.
Joe: Why did that field interest you?
Steven: Well, I've always been fascinated with finding out better ways to do things, to
improve, regardless of what the process is or what the area of operations that I'm in,
always looking to do that.
It was nice to be able to take that internal drive, or that drive that was within me, to
actually couple it with some education and some knowledge, hopefully, then, wisdom that
would enable me to, again, not only provide service for the organizations that I was
working for, then, eventually, being able to move outside and help other organizations.
Joe: So did you start a consultant practice at the time you left Fed Ex, or...?
Steven: It was very interesting. While I was working at Federal Express, as I mentioned,
I was trying to institute many of the things, control charts and looking at processes or
performance of individuals a little bit differently, as opposed to when a problem occurs, you
look at the person. "Well, instead of looking at the person... I started observing "Machine,
method, material, and environment.” All of the inputs and understanding those things.
While I was actually working for Federal Express, I had what they refer to as a career
ending injury. I fractured an ankle and split some tendons in an ankle. As an operations
manager, responsibility is to be able to do everything that those that report to you are able
to do. Well, after a few months, the physicians said, "No, you're done. You can't go back to

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doing that." So at that point, I made the decision... Here's an excellent opportunity. I'm
going to go out and get some formalized training in Six Sigma. I did a program that was
through MoreSteam and Ohio State University. Then I studied and past my ASQ Black Belt
exam.
At that point, I began to partner with an individual, or do some continuous improvement
consulting with another individual. But then, it was right around 2003-2004 that it really
took off.
Joe: When you did that, you also made a conversion into healthcare, too, did you not?
Steven: As a consultant, I've done some work for various hospitals and clinics. It was
about this time last year in May that I took on the role of part-time quality improvement
manager for a health care organization here in Iowa.
In addition to doing the consulting work outside of health care, I'm now, as they say, in
that role as quality improvement manager. That allowed me to really be able to roll up my
sleeves and get involved with health care on a much deeper level than I had before.
Joe: I think that's interesting because you act as an internal and an external consultant
practically on an everyday basis. So many organizations struggle with deciding when to use
an internal or develop someone internally or when do I use an external consultant? What's
your take on that? Give me an idea of how you would choose when to use one and when
not?



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Steven: It's a very interesting position that I am in. Because, having been an external,
and still an external consultant, and now, moving into the realms of an internal within that
organization... I've always striven, as an external consultant, to work with an organization
to the point where they don't need me anymore.
I don't like these consultant groups that they're hanging on, and hanging on, and not really
transferring knowledge and transferring that information over to the organization so that
they themselves can run with it.
Being on the inside, as an internal consultant, I really see the need for that. If it's just
relying upon an external consultant bringing in new wisdom and new information, and
leading teams, and leading the charge that's going to be a short-lived continuous
improvement effort within that organization. They are not going to be able to sustain the
gains.
What I've always had my practice... My intention as an external consultant is to make sure
that I am transferring that knowledge over to the individuals who are in the company to
the point of...that I'm seen as a secondary resource as opposed to being the primary one.
Working from within as that internal consultant, and because I still have the perspective of
being outside, I'm able to bring in a lot of non-health care related improvement, thoughts,
concepts, ideas. That, I think, has put me in a unique position to be able to bring additional
value to that organization.



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Joe: Are you looked upon differently? Do you get a different feeling when working day to
day as in the internal consultant and external coming in? I mean, do people... I don't want
to say respect you more or respect you less. That might be a loaded question.
Are you looked at differently? Do you feel more at ease? Maybe I should just ask that
question.

Steven: They always say familiarity breeds contempt. How many times have we probably
heard that? I think it's balanced out a little bit at the organization that I'm serving as an
internal consultant. When I started, I probably could do no wrong in many of their eyes.
But now, I've become more of a regular fixture there.
How many of us have gone out on consultant, or doing some engagements and the first
week that you're out there, they're making the coffee... They're getting all that stuff ready.
And then, all of a sudden, the next week you show up and they're saying, "Yep. Coffee
pot's over there. Feel free to make some if you want."
You become a part of the family, and so they look on you a little bit differently. One of the
things is within that organization; too, I don't really have any authority. I'm the quality
improvement manager, but I have no one that reports directly to me.
I'm engaged in the projects and helping to build strategic plans and how we're going to roll
out the continuous improvement. I'm involved in the training, the lean Six Sigma training
that is going on there as well.



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I'm not looked at as one that has necessarily a lot of authority. Because of my experience
and background, I think I'm well respected there, which to me, is just as important.
Long story short, I thing with that I feel pretty good about that position that I'm in there,
and the way that they're treating me, because I've worked hard to earn that respect.

And so, I couldn't say, at this point, which...I'm treated equally well. I'd have to say that.
Joe: When that initiative was made, to go in, did you replace someone or is that a new
initiative at that facility?
Steven: It was actually a new initiative. I was actually doing a green belt class for this
organization. One thing led to another and I was asked to come to work for them. One of
the stipulations was that... All right, if I do come to work for you, I want to be able to
continue to do consulting and training work outside of the organization.
They agreed to that. They said, "As long as you continue to bring us value, then we're OK
with that." The relationship has gone quite well. It's just been a little over a year.
But that was a new position. What I've really been blessed with is the fact that the
president of the organization has a background... He's a physician, but he also has a
background as a green belt. He worked for GE for a time. The finance director, who I
happen to report to in that role, is a black belt.
While it's health care, they have a strong, strong background in quality and Six Sigma.
They began that role, and actually we're in the process of attempting to locate another

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individual that would serve in the same capacity that I am. So the program's growing quite
well.
Joe: Looking for more people, it would seem like it's moving forward?
Steven: Absolutely. I just... In a couple of weeks, we'll be starting another wave of green
belt training. I think it's an exciting time to be involved in health care at this point, from a
quality, continuous improvement perspective.
Joe: Did you find that there was any more resistance in health care to continuous
improvement training versus other areas that you've went into?
Steven: Not at this point. Maybe several years ago, there may have been. But with my
deep involvement at this point, I really don't think that there's any different level of
resistance from those in health care.
Sometimes you have discussion about focusing on the bottom line, the dollar. Because,
obviously, I think that, if you don't have a quality or a continuous improvement initiative
that somehow addresses and impacts positively to the bottom line, eventually you, as an
organization will either going to continue to fall farther and farther back in the race or
completely drop off.
One of the things that we emphasize in continuous improvement quality at the health care
is focusing on, "Yeah, let's increase our margin. If we can increase our margin, we can
increase our mission. So we're able to provide more service to those that we want to
serve."

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Really tying that message into healthcare and your discussion when you're talking about it
with nursing staff, clinical staff, really addressing how improving the processes can enable
us to be able to provide more services to those that we want to serve. That's really a key
point to make.
Joe: I've always found that very particular point has always kind of stuck with me,
because so many non-profits center themselves on the mission so much they forget about
that they've got to be a successful business to serve properly.
Steven: For a while the discussion about bottom line was really tiptoed around, and the
financial impact. I'm really seeing with a lot of the work like LEI and a lot of the other
organizations nationwide are doing in the realms of health care. I really see that those
walls and stereotypes are breaking down.
Joe: You're in a very unique position, because most of your quality training, which you've
been centered around, is services. Most consultants come from more of a manufacturing
background where they've had quality training.
What advice would you give someone that's transitioning into healthcare?
Steven: Well, I think, regardless of whether... And it's absolutely right. Most of my
background has been in the service oriented organizations. So maybe my transition into
working with healthcare has been a little bit smoother.




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Implementing Lean Marketing Systems
But I think the emphasis is, regardless of the organization or the industry that you're
moving into is that there is a process. Whenever there are processes there's opportunity
for variation.
Wherever there's variation, there's opportunity for defects. One just has to be careful not
to get hung-up in various phraseology and terminologies that maybe the manufacturing
world has been acquainted with, but really going in with an open mind.
It's the same stuff as far as processes are concerned. Whether you're trying to move
patients through or whether you're trying to reduce the number of medicinal errors, all of
that stuff, it's the same. You're trying to reduce variation and improve the quality of the
output. Be it a surgery or whatever else you're trying to improve.
I don't have a whole lot of advice for the individual other than don't get wrapped up also in
all the terminology within the healthcare field. Just look at it the same, the processes. You
have customers you're trying to serve and processes and systems that you're trying to
improve.
Joe: My thoughts wandered a little bit as you were talking there. I sat there and thought
about that we've become such a service dominated society.
Even manufacturing has become that. More people buy manufacturing products based on
the service, the distribution, and parts availability. Manufacturing is even service dominate
now. That may be a better side for the quality guy going into manufacturing by having a
service background than to have a manufacturing background.

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Steven: Well, I think that's true. Because many of the issues that come out of the
physical plant that manufacturing side oftentimes originate in your office environment.
Really, I think you're absolutely right. The customer service, the response time, the
warranty, how all of that functions is really service oriented. I wholeheartedly agree with
you.
Joe: Do you find people in service having problems of thinking as their work as a process?
Steven: I think that is still present, to some extent. We talk about silos and have for
years. A lot of times, those things are getting broken down, I think, over years.
I don't think it's any different in service other than to the extent, perhaps, that you don't
see the widget being manufactured. You don't necessarily see how that document flows,
particularly if it's done so electronically. On that note, I would say, maybe there is a little
bit of a breakdown when it comes to thinking about how the process works. I think that's
why it's so important, then, to get everybody involved upfront at looking at that particular
process.
Doing the simple process mapping just so everybody can see how what role they play in
the particular process. I think that would be probably one of the best things that a service
organization could do, particularly if they are spread out or if a lot of the work that they're
doing is electronic in nature.
Getting everybody together and doing a deployment type flowchart where they're able to
see all of the other departments and individuals involved. How their work impacts and

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flows into the work of other people, I think it is much easier to see on a manufacturing
floor than it is, perhaps, in a service environment.
Joe: Where do you find companies that want to start a quality program? When do they
come to realize that or is it now more people are just trying to improve the quality
program because everybody has one?

Steven: Well, the people, believe it or not, they have a quality program. It might not be a
very good one. It might not be one they call a quality program, but they're producing some
type of quality of a product or service.
More and more organizations are recognizing that they can't continue to do the same
things that they used to do and still have the same impact on the market, as far as being
able to exceed customer expectations, get there before their competition is getting there.
The old adage used to be, "If you always do what you've always done, you'll always get
what you've always got." Well, in reality, if you keep doing what you've always done,
you're going to get less than what you used to get.
Because more and more organizations are focusing on improving, continuous
improvement, be it Lean, Six Sigma. They're beginning to focus on those things.
I think more and more organizations are beginning to recognize that if they want to be a
contender in the marketplace, they have to start looking at their processes. They have to
start improving.


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I think there's enough material out there. I think there's been enough exposure to it that
most organizations have some awareness of the need, but they don't necessarily know how
to start it.
Joe: One of the things I always think about is that people, like you said, they have a
quality program. If it's not documented, they just don't have a good one. To improve your
quality program, you really need to follow a methodology or you're going to be fumbling
with the methodology more than you are the need.
Steven: Yes, you're to be struggling with, "How do we improve?" Just like within a
process, an organization, you want to have some standardization. You want to have some
process as to how you determine what it is we're going to improve and how we're going to
improve it.
I've been fortunate enough that I've had exposure to and I have gone through Goldratt
School, with regards to supply chain logistics. I've had exposure to the theory of
constraints. One of the nice things that I'll utilize that for, oftentimes, is that helps you
identify where the constraint is. I think some organizations have difficulty with their
continuous improvement programs, is that they'll say, "All right, we need to improve
everything."

So they just begin the shotgun approach at everything. Let's improve everything. It might
not really pay for us as a system as a whole, to improve process "X". Because it really
doesn't impact the bottom line as much as we need the bottom line to be impacted.


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Implementing Lean Marketing Systems
The theory of constraints helps us identify, potentially, where to target our improvements.
Then we bring in Lean, we bring in Six Sigma, depending upon the issue at hand. We bring
in those various tools. I think all of the continuous improvement methodologies, again,
TOC, Lean, and Six Sigma... It's not about the tools, it's about answering questions.
I remember, years ago when I was beginning to get more involved in the quality
improvement arena, you'd run into folks that, boy, unless it was Lean, you were an
anthemion. It was out of here, stay away. Then, the same thing if there was Six Sigma
people. Unless you talk Six Sigma, Six Sigma was it. Lean was the enemy.
Of course, over the last few years, we've seen a convergence of the two. That's good in a
sense that there's more emphasis on, "What are the results that we need to get, and what
are the various tools and the things that are going to get us to that point?"
Joe: What do you find that makes a company want to do quality training? Is there a
common thread out there? Is there something that you can identify that says this
company's ready to improve their quality?
Steven: I like to look at myself within this organization as an internal disruptor. I'm there
to disrupt, I'm there to challenge the status quo. The other type of disruptor that you have
is external, something happening on the outside. You could have tsunamis, you could have
severe natural disasters that cause something from the outside to come in and disrupt
things that we need to change.



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It can be external from the perspective of a competitor. Some type of competitor is
causing this external disruption, is coming up and, all of a sudden, they're new to market
and they're blowing you away. That's something that might cause change to have to occur.
I look at it this way. If there's no external disruptor, if there's nothing from the outside
coming in to disrupt that organization, chances are, they're going to stay the same.
They're going to be the status quo.
They're going to be content to be as successful as they are. Unless business was to really,
really drop off, they'd probably be content to continue to run it at that pace. If, then, you
do not have an external disruptor, then you need to have somebody within that
organization that would serve as that role as an internal disruptor and begin challenging.
If you're an organization and you don't have that individual within there as well, that's
really where the challenge lies. And I think you, as an organization, the success, the
longevity of that organization, the sustainability of the organization, is highly questionable.
Joe: I always get the feeling, listening to you, that you treat a lot of things as a training
program. You're consultant practices are kind of a training program to being able to get a
company and bring them up-to-speed on quality, and have part of the training program be
the sustainability of it.
Steven: I look at it that way because, again, as a consultant... I'm going to come in, but
my real ambition is to be able to turn the reigns over to those individuals there to see
individuals within that organization take on that role as the internal disruptor, take on that

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role as the change agent or whatever title you want to put upon them, but for them to take
that role, for me to be able essentially hand over the reins to them.
If there's a certain length of an engagement, it's for me as a consultant to be less and less
involved in that organization or those individuals within that organization to become more
and more involved more engaged.

As I say, then I'm just there more as an advisory role from time to time. But certainly, yes,
it is training, it really is. You pointed that out very well. It is truly a training program,
because training new leaders and new change agents within that company...
Joe: But as many companies would look at a training program, you actually run
structured training programs, you partner with community colleges in Iowa to do that,
don't you?
Steven: Yes, I do and have been since 2004, doing Lean Six Sigma, Green Belt and Black
Belt training and various other programs of variation of managerial action. It seems like
anything around Lean and Six Sigma in the subject of quality. I'm also engaged in
developing and delivering quality training.
Joe: You have a couple of new programs rather than just straight Lean, Six Sigma
programs of the Black Belt and the Green Belt. You also have some leadership programs
and some problem solving courses that you've developed?
Steven: Looking at again, not only the role of leadership in continuous improvement, but
just the role of leadership within the organization. But then, also we have a data driven

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problem solving course. Oftentimes, organizations and individuals will get real glassy-eyed
and turn their head when you start talking about Six Sigma. Just because of the inference
to statistic a lot of the heavy labor when it comes to math and statistics. And what I want
to be able to do is really get a lot of the tools and the training and the concepts into the
hand of the masses.
One of the things that I talk about is the "All-skate" philosophy. Myself, growing up here in
Iowa... Not too far from my home, we had a roller rink, wooden floors and loved to go in
there, probably there every weekend.
There was always the time throughout the day where the deejay or the announcer would
get on and tell everybody to get off, maybe they were going to have a special dance one,
or they were going to have races, or certain age groups and competitions. And so, you'd
have to sit out the floor or sit on the side.
Well, the words that we were all listening for, regardless, I think, of your age or how long
ago it was... But what you're listening for is... You're listening for that individual to
announce that it's an all-skate, meaning everybody can get back in.
I think individuals within organizations are waiting for leadership to say it's an all-skate
with regards to continuous improvement, with regards to involvement in making things
better. They want it removed out of the shadows of black belts or quality engineers and
really get it out to the masses.



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So that's one of the messages that I tried to deliver, too, whenever I had the opportunity
to speak. It's on that subject of, "What can we do to get more and more people involved in
the actual improvement of the organization?"
Often, that takes tools. If we want to change individuals' behaviors, one of the things that
it requires is training. How do we get that training and those materials into their hands?

That's why one of the programs said a bad developing is geared more towards webinars,
DVDs, audios, and individuals doing more of what we've referred to as the homework in
the classroom. It's getting more and more the materials and information out to these
individuals in their organization, so it's more affordable for the organization to then be able
to get this stuff in the hands of their people.
The more people that we can have understanding how our control charts reads, or what it
means to get baseline data, or what's the difference between a cause and effect, and why
do we want to go to the root cause and things... When we can get more and more people
having an understanding of that, I think it just exponentially raises the number of
opportunities for that organization to improve.
Joe: Why I think just building the concept of problem solving. Toyota looks at everybody
as a problem solver. I don't think we've done that well in the U.S. That was always a
specific job of a green belt or a black belt.
Steven: Absolutely. That was always the job of somebody else. When we come to work, I
always think of continuous improvement, and this is kind of building on my statement. I
always think continuous improvement is everybody, everyday, everywhere.
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It's everybody's responsibility when they come into an organization. When they come to
work it's their responsibility to be looking for opportunities to not only improve the way
that they're doing their work, but the way that the system as a whole is working.
I don't think that is stressed strongly enough within organizations. I don't think that that's
tied into the hiring process. We'd really need to look at the hiring process.

If we want people to be acceptable to change, and willing to participate in change, and
leading change we'd better make sure that as for going through that hiring process that
they understand that that is part of their daily job responsibilities. I don't think that we've
done a good enough job with that.
Because we always have tried to, I think, put in these areas of black belts, green belts,
these specialists that are involved. The strength and the power of your continuous
improvement efforts and the sustainability of it, really lies in the people doing the work
itself.
Joe: When you speak at different engagements, are these the messages that you deliver?
Steven: Yes, a lot of this, and I like to talk about the facts again, looking at building from
Deming and his discussion about it all starts with quality, and the quality is chain reaction
there, that it begins with quality. Those are really a lot of the topics that I like to focus on,
is it all starts with quality.
I was hearing somebody talking about cost, when were the first coins. I don't know how
many years the cost was involved. Schedule... We were talking about, "When did

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schedules originate?" You go back and they were talking about, "When did quality
originate?" And you say, "Cool."
If you go back to the beginning of time, if we don't improve our ability to grow crops, we're
going to die. So quality always has superseded schedule and cost. I think that really
emphasizes the concept that it all starts with quality.

Because, if we begin by improving quality, we're going to address productivity, we're going
to address cutting costs, and we're going to increase our market. We're going to increase
our margin; we're going to be able to create more jobs. And that truly impacts the
community as a whole.
I think organizations that just focus on continuous improvement as a means of cutting
costs, their continuous improving efforts are going to be short-lived because... Keep
cutting cost, keep cutting cost, keep cutting cost, thinking that you're improving quality.
But eventually, what happens is, you cut quality because your focus is reducing expenses.
Oftentimes, quality takes a back seat to that.
So those are a couple of the things that I really enjoy talking about when I am given the
opportunity to speak.
Joe: But you've also emceed a few events. You emceed a iSixSigma Live! Event, if I
remember correctly.




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Steven: I have a radio show and I had the opportunity or I took the opportunity. I'd been
a longtime fan and supporter of iSixSigma, utilizing their website and encouraging a lot of
participants in my training programs to use their website as a resource.
I had the opportunity to have them on my radio program and to talk about their website
and about what they do, and then, shortly thereafter, received an invitation from them to
serve as the emcee for an event a couple of years ago down in Florida. It was a fantastic
opportunity.
I gave an opening address, talking about some of the trends and things going on within the
quality world and also the emphasis on profit within the quality world and profit within the
organizations.
It was really enjoyable because, as they say, then I got to emcee and interact with a lot of
the quality people. And I say quality with a small "q" here, quality people within the quality
arena.
Joe: Do you feel more like a facilitator of the event?
Steven: You're a facilitator, and introducing various other speakers, and engaging the
audience from time to time, and really keeping the audience engaged with the
conversation. So yes, it was some new exposure for me. That was the first time I had the
opportunity to do that, and I really enjoyed it.
Joe: You mentioned your radio show "Quality Conversations." How long have you been
doing that?

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Implementing Lean Marketing Systems
Steven: I started the radio program a little over three years ago. I have long been
involved to some extent with doing some voice-over work. That's another vein. So I've
always had a passion for that.
I stumbled upon a friend of mine. He had sent me a link about something else, and I saw
that she had a radio program on Blog Talk Radio. So, I combined the passion that I have
for quality and my enjoyment for voice work and radio, and I blended the two together.
That was back, I believe it was about March of 2008 when the first program aired. Again,
it's for that purpose of getting the tools, getting the resources out to the masses as
opposed to, again, just this understanding that there are a few elite practitioners of
continuous improvement but really trying to get as many of the tools and resources out
there to as many people.
It's given me a great opportunity to be able to talk with many of the leading practitioners
of continuous improvement in our world today.
Joe: You have quite a list when I went through it.
Steven: It's just a conversation. I want to be able to be, I guess, a resource to as many
people as possible. Because, I think, only then will the organizations be able to improve
and the communities that we live in, the world we live in, et cetera.

So I think, the more that we can get these types of resources out to the individuals. I think
it's just puts us all in a better place.


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Business901                                      Podcast Transcription
Implementing Lean Marketing Systems
Joe: How can someone find the "Quality Conversations"?
Steven: Well, you can find episodes on my website which is stevencwilson.com and
blogtalkradio.com/qualityconversations. If you were to just type in "quality conversations"
in Google search I think it's... I know that it's one of the top there, so you'd be able to find
it that way as well.

On the show, we've been talking about Six Sigma, we've talked about theory of
constraints, we've talked about quality and healthcare, and education, non-profit, we've
talked about marketing, we've talked about change, management, leadership, just a lot of
different topics that proven to be I believe of benefit to many individuals.
So as long as there's a listening air I'll continue to try to spread the word to the masses.
Joe: Switching gears, you mentioned something there that kinds of brings to mind; It's
that we're hearing a lot of talk about experimentation and iterations. Do you think quality
and data is old school, has it really taken a back seat to trial and error?
Steven: We have to be careful. There are certainly changes that can be made without
data. It happens all the time. People just do that trial and error. Then you've got on the
other side where individuals are getting data for everything and not willing and wanting to
take any initiative, any moves whatsoever without a plethora of data at their disposal.

I think what's happening now is I think just like with Lean and Six Sigma I think there's
becoming more and more an appreciation for both sides of the aisle and a blending


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Business901                                     Podcast Transcription
Implementing Lean Marketing Systems
together. I think we're just going to come out with a better all-around product with regards
to continuous improvement.
We're improving the way that we improve. Is Six Sigma going to be around in its current
format in 10 years? I don't know. But whatever the case is... And I don't really care as long
as whatever else we're doing or moving to is better for the customer and better for the
organizations.
Joe: I've always had the understanding that all methodologies evolve. The ones that have
substance live on, the ones that don't die off and they take the good from the ones that die
off and combine it with the ones that live.
Steven: Absolutely.
Joe: Steve, how can someone get hold of you?
Steven: My email address is wctsinc@Gmail.com Wilson Consulting and Training Services
wctsinc@Gmail.com. And my phone is 319-310-3019. Those are probably the two easiest
ways to get hold of me. The website is stevencwilson.com.
Joe: Well, I would like to thank you very much. It was very much a quality conversation,




                               Leading the Way in Iowa Quality Training
                                       Copyright Business901
Business901                                            Podcast Transcription
Implementing Lean Marketing Systems
                                                                                             Joseph T. Dager
                                                                                 Lean Six Sigma Black Belt
                                                                 Ph: 260-438-0411 Fax: 260-818-2022
                                                                          Email: jtdager@business901.com
                                                                Web/Blog: http://www.business901.com
                                                                                      Twitter: @business901
                          What others say: In the past 20 years, Joe and I have collaborated on many
                          difficult issues. Joe's ability to combine his expertise with "out of the box"
                          thinking is unsurpassed. He has always delivered quickly, cost effectively and
                          with ingenuity. A brilliant mind that is always a pleasure to work with." James R.

Joe Dager is President of Business901, a progressive company providing direction in areas such as Lean
Marketing, Product Marketing, Product Launches and Re-Launches. As a Lean Six Sigma Black
Belt, Business901 provides and implements marketing, project and performance planning methodologies
in small businesses. The simplicity of a single flexible model will create clarity for your staff and as a result
better execution. My goal is to allow you spend your time on the need versus the plan.

An example of how we may work: Business901 could start with a consulting style utilizing an individual
from your organization or a virtual assistance that is well versed in our principles. We have capabilities
to plug virtually any marketing function into your process immediately. As proficiencies develop,
Business901 moves into a coach’s role supporting the process as needed. The goal of implementing a
system is that the processes will become a habit and not an event.

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