Batch Meet Quotes

The coffee served in the coffeehouses wasn’t necessarily very good coffee. Because of the way coffee was taxed in Britain (by the gallon), the practice was to brew it in large batches, store it cold in barrels, and reheat it a little at a time for serving. So coffee’s appeal in Britain had less to do with being a quality beverage than with being a social lubricant. People went to coffeehouses to meet people of shared interests, gossip, read the latest journals and newspapers—a brand-new word and concept in the 1660s—and exchange information of value to their lives and business. Some took to using coffeehouses as their offices—as, most famously, at Lloyd’s Coffee House on Lombard Street, which gradually evolved into Lloyd’s insurance market.

Jackaby was still engrossed in his examination when I came back inside. “Books. Books. Just books,” he was muttering. Jenny was hovering by the window. I joined her. “How did you manage it, by the way?” I asked. “All those Bibles, all across town? It is a remarkable feat.” “It looks more impressive than it is,” she said, still not meeting my eyes. “I borrowed Jackaby’s special satchel, the one that holds anything. The whole pile took just one trip. The real trick was keeping myself solid all the way home. That’s the bit I’m really proud of—” She turned to face me. “Oh, Abigail, it was amazing. People saw me!” “People saw you?” “I was in disguise, of course. I wore my long coat and gloves, and I had that floppy white hat on, so they didn’t see much, but still—people saw me and they didn’t gasp or make a scene. Someone even mumbled Good day to me as I was crossing the footbridge! It was exhilarating! I have never been so excited to have somebody see me—actually see me—and not care at all!” She glanced at Jackaby. “Although you would think I would be used to it by now.” “Jenny, that is absolutely amazing!” I said. “It is, isn’t it?” she said wistfully. “Just a little bit, at least? Oh, Abigail, I’m exhausted, I’m not ashamed to tell you. I had planned on setting my spoils out in nice triumphant rows when I got back, but it was all I could do to hold myself intact by then. Solidity is sort of like flexing a muscle, except the muscle is in your mind, and your mind is really just an abstract concept. I was basically flexing my entire body into existence the whole way home. But did it merit so much as a Good job, Jenny from that infuriating man?” Jackaby surfaced from his perusal and looked up at last. His cloud gray eyes found focus on Jenny. From his expression, I couldn’t tell if he had been following our conversation or not. “Completely unexceptional,” he said. “Nothing at all in this batch. We will need to scrutinize them more closely, of course, just to be sure. Oh, and Miss Cavanaugh . . .” She raised an eyebrow skeptically. “You performed . . . quite adequately,” he said, “despite expectations.” Jenny opened her mouth to reply, but then closed it again. Her face fluttered through a series of potential reactions. Finally she just threw up her hands and vanished from sight with a muffled whuph of air closing into the space where she suddenly wasn’t. “What in heaven’s name was all that?” said Jackaby. “Exquisite frustration, I believe, sir.” “Ah. Right.” He slumped into the desk chair and began to fidget absently with the spine of one of the Bibles. “Miss Cavanaugh is a singular and exceptional spirit, you know.” “Only a suggestion, sir, but that is precisely the sort of thing you might consider saying when she is still present and corporeal.

Slime is the sticky essence of a gastropod’s soul, the medium for everything in its life: locomotion, defense, healing, courting, mating, and egg protection. Nearly one-third of my snail’s daily energy went into slime production. And rather than making a single batch of “all-purpose” slime, my snail had a species-specific recipe for each of these needs and for different parts of its body. It could adjust the ingredients, just as a good cook would, to meet a particular occasion. And in a catastrophic accident in which a snail is squashed, it can release a flood of lifesaving, medicinal mucus packed with antioxidants and regenerative properties.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

Aza [Raskin] said: 'For instance, Facebook tomorrow could start batching your notifications, so you only get one push notification a day ... They could do that tomorrow.' ....So instead of getting 'this constant drip of behavioural cocaine,' telling you every few minutes that somebody liked your picture, commented on your post, has a birthday tomorrow, and on and on - you would get one daily update, like a newspaper, summarising it all. You'd be pushed to look once a day, instead of being interrupted several times an hour. 'Here's another one,' he said 'Infinite scroll. ...it's catching your impulses before your brain has a chance to really get involved and make a decision.' Facebook and Instagram and the others could simply turn off infinite scroll - so that when you get to the bottom of the screen, you have to make a conscious decision to carry on scrolling. Similarly, these sites could simply switch off the things that have been shown to most polarise people politically, stealing our ability to pay collective attention. Since there's evidence YouTube's recommendation engine is radicalising people, Tristan [Harris] told one interviewer: 'Just turn it off. They can turn it off in a heartbeat.' It's not as if, he points out, the day before recommendations were introduced, people were lost and clamouring for somebody to tell them what to watch next. Once the most obvious forms of mental pollution have been stopped, they said, we can begin to look deeper, at how these sites could be redesigned to make it easier for you to restrain yourself and think about your longer-term goals. ...there could be a button that says 'here are all your friends who are nearby and are indicating they'd like to meet up today.' You click it, you connect, you put down your phone and hang out with them. Instead of being a vacuum sucking up your attention and keeping it away from the outside world, social media would become a trampoline, sending you back into that world as efficiently as possible, matched with the people you want to see. Similarly, when you set up (say) a Facebook account, it could ask you how much time you want to spend per day or per week on the site. ...then the website could help you to achieve your goal. One way could be that when you hit that limit, the website could radically slow down. In tests, Amazon found that even 100 milliseconds of delay in the pace at which a page loads results in a substantial drop-off in people sticking around to buy the product. Aza said: 'It just gives your brain a chance to catch up to your impulse and [ask] - do I really want to be here? No.' In addition, Facebook could ask you at regular intervals - what changes do you want to make to your life? ...then match you up with other people nearby... who say they also want to make that change and have indicated they are looking for the equivalent of gym buddies. ...A battery of scientific evidence shows that if you want to succeed in changing something, you should meet up with groups of people doing the same. At the moment, they said, social media is designed to grab your attention and sell it to the highest bidder, but it could be designed to understand your intentions and to better help you achieve them. Tristan and Aza told me that it's just as easy to design and program this life-affirming Facebook as the life-draining Facebook we currently have. I think that most people, if you stopped them in the street and painted them a vision of these two Facebooks, would say they wanted the one that serves your intentions. So why isn't it happened? It comes back... to the business model.

These scrums provide opportunities for problems to surface and for a team member who’s overloaded to get help from another team member. Software teams benefit from meeting every day because their batches (user stories) are small enough to require daily coordination.

Dina hummed to herself as she pulled out an empty jam jar from a busy cupboard. It was still labeled "Apricot Jam" from the batch her mum had made for her last year--- jam that tasted like bottled sunshine. There wasn't an exact science to the magic, but Dina often found that the best tea blends were ones she put into secondhand jars, ones that had been full of delicious, wonderful things. She clipped her curls out of her face and headed into the pantry. The walls were lined floor-to-ceiling with all manner of jars and boxes, all individually labeled in Dina's messy handwriting. She kept her spices together, along with other baking essentials like fish vanilla, cake flour, and a tin that was labeled "Eye of Newt" but actually contained nutmeg. Her tea selection had several shelves dedicated to it. Aside from the specialty blends she made for the shop, Dina kept a collection of tea and tisane ingredients, which she could mix into more personal blends at a moment's notice. Dina never felt more in her element as a kitchen witch than when she was looking through her pantry. Scott's tea blend needed to be something that encapsulated his energies yet also helped him in some way. A tea to drink in the middle of a long work day, Dina decided. She twirled a curl around her finger as she focused. She hadn't met any of his fellow curators yet, but from what Scott had told her they could be a bit of a handful. So the kind of tea that would help him get through a long meeting. Something to sharpen a tired mind. Dina knew just the thing for it. She scooped up several jars and laid them out on the counter before her. Black tea--- a full-bodied assam, cacao nibs, dried ginger and... it was missing something. Dina stepped back into the pantry and surveyed her shelves with her hands on her hips. She knew that this would need one more ingredient to be perfect for Scott. Lion's mane mushroom? Perhaps a little too earthy. Clove? Too heavy. It would overpower the other flavors. As her eyes skirted over the rows of jars, she spotted it. A small glass jar with a dark red powder in it. Dried beetroot! Perfect! Energizing yet slightly sweet and smooth, and it would make Scott look like he was drinking some kind of red-velvet-themed drink. Which was also his favorite cake flavor.

Customers flooded back to stores dissatisfied with their touch-screen BlackBerrys. Balsillie knew returns were high. What he didn’t realize was how severe the problem was. As their meeting got under way, Verizon’s chief marketing officer, John Stratton, laid out the shocking news to his guests from Waterloo. Virtually every one of the first batch of about 1 million Storms shipped needed replacing. Many of the replacements were being returned as well. The Storm was a complete failure, and he wanted RIM to pay.

Also, if you use the production principle of batching—that is, handling a group of similar chores at one time—many interruptions that come from your subordinates can be accumulated and handled not randomly, but at staff and at one-on-one meetings, the subject of the next chapter. If such meetings are held regularly, people can’t protest too much if they’re asked to batch questions and problems for scheduled times, instead of interrupting you whenever they want.

suppliers (ii) JIT layout: Employees arranged in work cells. (iii) Inventory reduction (iv) Scheduling: with a level schedule (small batches of constantly changing items so that production meets daily demand) and Kanban system. (v) Continuous job improvement b) Six Sigma: A methodology that furnished tools for the improvement of business processes. The intent is to decrease process variation and improve product quality. The objective is get as close as possible to “zero defects” with an outer limit of 3.4 defects per million. i) Elements of six sigma: (1) Customer: The definition of quality – the acceptable rate of defects – is in the mind of customer. (2) Process: When assessing a process, the company has to adopt the customer ’mindset. (3) Employee: Training 6 sigma tools (green belt, black belt and master black belt). ii) 6 sigma process and tools: (1) Phase 1: Define the nature of the problem. (2) Phase 2: Measure existing performance and start recording data and facts that provide information on the underlying causes of the problem (3) Phase 3: Analyze the information to determine the root cause to the problem (4) Phase 4: Improve the process by effecting solutions to the problem. (5) Phase 5: Control the process until the solutions become ingrained.

In the absence of those predictions, product and strategy decisions are far more difficult and time-consuming. I often see this in my consulting practice. I’ve been called in many times to help a startup that feels that its engineering team “isn’t working hard enough.” When I meet with those teams, there are always improvements to be made and I recommend them, but invariably the real problem is not a lack of development talent, energy, or effort. Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently. Thus the downward cycle begins: the product development team valiantly tries to build a product according to the specifications it is receiving from the creative or business leadership. When good results are not forthcoming, business leaders assume that any discrepancy between what was planned and what was built is the cause and try to specify the next iteration in greater detail. As the specifications get more detailed, the planning process slows down, batch size increases, and feedback is delayed. If a board of directors or CFO is involved as a stakeholder, it doesn’t take long for personnel changes to follow.

What do you need to ask yourself (and answer) about each e-mail, text, voice mail, memo, page of meeting notes, or self-generated idea that comes your way? This is the component of input management that forms the basis for your personal organization. Many people try to get organized but make the mistake of doing it with incomplete batches of stuff. You can’t organize what’s incoming—you can only capture it and process it. Instead, you organize the actions you’ll need to take based on the decisions you’ve made about what needs to be done. The whole deal—both the capturing and organizing phases—is represented in the center “trunk” of the decision-tree model shown here.