Efficiency And Quality Quotes

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Lack of originality, everywhere, all over the world, from time immemorial, has always been considered the foremost quality and the recommendation of the active, efficient and practical man.
Fyodor Dostoevsky (The Idiot)
Speed and efficiency do not always increase the quality of life.
Robert Fulghum (All I Really Need to Know I Learned in Kindergarten)
Organization isn't about perfection; it's about efficiency, reducing stress and clutter, saving time and money and improving your overall quality of life.
Christina Scalise (Organize Your Life and More)
Be a worthy worker and work will come.
Amit Kalantri (Wealth of Words)
Do not talk about giftedness, inborn talents! One can name great men of all kinds who were very little gifted. They acquired greatness, became 'geniuses' (as we put it), through qualities the lack of which no one who knew what they were would boast of: they all pos­sessed that seriousness of the efficient workman which first learns to con­struct the parts properly before it ventures to fashion a great whole; they allowed themselves time for it, because they took more pleasure in making the little, secondary things well than in the effect of a dazzling whole
Friedrich Nietzsche (Human, All Too Human: A Book for Free Spirits)
Globalized industrialized food is not cheap: it is too costly for the Earth, for the farmers, for our health. The Earth can no longer carry the burden of groundwater mining, pesticide pollution, disappearance of species and destabilization of the climate. Farmers can no longer carry the burden of debt, which is inevitable in industrial farming with its high costs of production. It is incapable of producing safe, culturally appropriate, tasty, quality food. And it is incapable of producing enough food for all because it is wasteful of land, water and energy. Industrial agriculture uses ten times more energy than it produces. It is thus ten times less efficient.
Vandana Shiva
We have gained reality and lost dream. No more lounging under a tree and peering at the sky between one's big and second toes; there's work to be done. To be efficient, one cannot be hungry and dreamy but must eat steak and keep moving.
Robert Musil (The Man Without Qualities: Volume I)
Every time we witness an injustice and do not act, we train our character to be passive in its presence and thereby eventually lose all ability to defend ourselves and those we love. In a modern economy it is impossible to seal oneself off from injustice. If we have brains or courage, then we are blessed and called on not to frit these qualities away, standing agape at the ideas of others, winning pissing contests, improving the efficiencies of the neocorporate state, or immersing ourselves in obscuranta, but rather to prove the vigor of our talents against the strongest opponents of love we can find. If we can only live once, then let it be a daring adventure that draws on all our powers. Let it be with similar types whos hearts and heads we may be proud of. Let our grandchildren delight to find the start of our stories in their ears but the endings all around in their wandering eyes. The whole universe or the structure that perceives it is a worthy opponent, but try as I may I can not escape the sound of suffering. Perhaps as an old man I will take great comfort in pottering around in a lab and gently talking to students in the summer evening and will accept suffering with insouciance. But not now; men in their prime, if they have convictions are tasked to act on them.
Julian Assange
I learned that the world of men as it exists today is a bureaucracy. This is an obvious truth, of course, though it is also one the ignorance of which causes great suffering. “But moreover, I discovered, in the only way that a man ever really learns anything important, the real skill that is required to succeed in a bureaucracy. I mean really succeed: do good, make a difference, serve. I discovered the key. This key is not efficiency, or probity, or insight, or wisdom. It is not political cunning, interpersonal skills, raw IQ, loyalty, vision, or any of the qualities that the bureaucratic world calls virtues, and tests for. The key is a certain capacity that underlies all these qualities, rather the way that an ability to breathe and pump blood underlies all thought and action. “The underlying bureaucratic key is the ability to deal with boredom. To function effectively in an environment that precludes everything vital and human. To breathe, so to speak, without air. “The key is the ability, whether innate or conditioned, to find the other side of the rote, the picayune, the meaningless, the repetitive, the pointlessly complex. To be, in a word, unborable. “It is the key to modern life. If you are immune to boredom, there is literally nothing you cannot accomplish.
David Foster Wallace (The Pale King)
It's important to be heroic, ambitious, productive, efficient, creative, and progressive, but these qualities don't necessarily nurture soul. The soul has different concerns, of equal value: downtime for reflection, conversation, and reverie; beauty that is captivating and pleasuring; relatedness to the environs and to people; and any animal’s rhythm of rest and activity.
Thomas Moore
We don't value craftsmanship anymore! All we value is ruthless efficiency, and I say we deny our own humanity that way! Without appreciation for grace and beauty, there's no pleasure in creating things and no pleasure in having them! Our lives are made drearier, rather than richer! How can a person take pride in his work when skill and care are considered luxuries! We're not machines! We have a human need for craftsmanship!
Bill Watterson (There's Treasure Everywhere (Calvin and Hobbes, #10))
Every single person is vulnerable to unexpected defeat in this inmost emotional self. At every moment, behind the most efficient seeming adult exterior, the whole world of the person's childhood is being carefully held like a glass of water bulging above the brim. And in fact, that child is the only real thing in them. It's their humanity, their real individuality, the one that can't understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That's the carrier of all the living qualities. It's the centre of all the possible magic and revelation.
Ted Hughes
The quasi-peaceable gentleman of leisure, then, not only consumes of the staff of life beyond the minimum required for subsistence and physical efficiency, but his consumption also undergoes a specialisation as regards the quality of the goods consumed. He consumes freely and of the best, in food, drink, narcotics, shelter, services, ornaments, apparel, weapons and accoutrements, amusements, amulets, and idols or divinities.
Thorstein Veblen
My friend Chip Ward speaks of “the tyranny of the quantifiable,” of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.
Rebecca Solnit (Men Explain Things to Me)
Quality takes time and reduces quantity, so it makes you, in a sense, less efficient. The efficiency-optimized organization recognizes quality as its enemy. That's why many corporate Quality Programs are really Quality Reduction Programs in disguise.
Tom DeMarco (Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency)
Do not talk about giftedness, inborn talents! One can name great men of all kinds who were very little gifted. They acquired greatness, became “geniuses” (as we put it), through qualities the lack of which no one who knew what they were would boast of: they all possessed that seriousness of the efficient workman which first learns to construct the parts properly before it ventures to fashion a great whole; they allowed themselves time for it, because they took more pleasure in making the little, secondary things well than in the effect of a dazzling whole. —FRIEDRICH NIETZSCHE
Robert Greene (Mastery)
As you got older, you realized that the qualities you valued in the people you slept with or dated weren’t necessarily the ones you wanted to live with, or be with, or plod through your days with. If you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm, he thought, had chosen reliability, and competence (Sophie was intimidatingly efficient), and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness. Intelligence. When he was in his thirties, he had looked at certain people’s relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What’s going on there? Now, though, as an almost-forty-eight-year-old, he saw people’s relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now
Hanya Yanagihara (A Little Life)
Let me outline briefly as I can what seem to me the characteristics of these opposite kinds of mind. I conceive a strip-miner to be a model exploiter, and as a model nurturer I take the old-fashioned idea or ideal of a farmer. The exploiter is a specialist, an expert; the nurturer is not. The standard of the exploiter is efficiency; the standard of the nurturer is care. The exploiter's goal is money, profit; the nurturer's goal is health -- his land's health, his own, his family's, his community's, his country's. Whereas the exploiter asks of a piece of land only how much and how quickly it can be made to produce, the nurturer asks a question that is much more complex and difficult: What is its carrying capacity? (That is: How much can be taken from it without diminishing it? What can it produce dependably for an indefinite time?) The exploiter wishes to earn as much as possible by as little work as possible; the nurturer expects, certainly, to have a decent living from his work, but his characteristic wish is to work as well as possible. The competence of the exploiter is in organization; that of the nurturer is in order -- a human order, that is, that accommodates itself both to other order and to mystery. The exploiter typically serves an institution or organization; the nurturer serves land, household, community, place. The exploiter thinks in terms of numbers, quantities, "hard facts"; the nurturer in terms of character, condition, quality, kind.
Wendell Berry (The Unsettling of America: Culture and Agriculture)
If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.
Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
The definition of a thing includes its efficient cause; and since God is the Primal Cause, He cannot be defined, or described by a partial definition. A quality, whether psychical, physical, emotional, or quantitative, is always regarded as something distinct from its substratum;
Maimonides (A Guide for the Perplexed)
Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.
Ted Hughes (Letters of Ted Hughes)
Standards of better or worse are not illusory or unnecessary. If you hadn't decided that what you are doing right now was better than the alternatives, you wouldn't be doing it. The idea of a value-free choice is a contradiction in terms. Value judgements are a precondition for action. Furthermore, every activity, once chosen, comes with its own internal standards of accomplishment. If something can be done at all, it can be done better or worse. To do anything at all is therefore to play a game with a defined and valued end, which can always be reached more or less efficiently and elegantly. Ever game comes with its chance of success or failure. Differentials in quality are omnipresent, Furthermore, if there was no better or worse, nothing would be worth doing. There would be no value and, therefore, no meaning.
Jordan B. Peterson (12 Rules for Life: An Antidote to Chaos)
Consider your time valuable and manage it effectively and efficiently. Don’t waste it. Produce high-quality products that will inspire others. Make it a point of duty to add value to your work during the progress. Don’t settle to less; make it your best, strive to win the test!
Joseph S. Spence Sr.
Technology, like art, is a soaring exercise of the human imagination. Art is the aesthetic ordering of experience to express meanings in symbolic terms, and the reordering of nature--the qualities of space and time--in new perceptual and material form. Art is an end in itself; its values are intrinsic. Technology is the instrumental ordering of human experience within a logic of efficient means, and the direction of nature to use its powers for material gain. But art and technology are not separate realms walled off from each other. Art employs techne, but for its own ends. Techne, too, is a form of art that bridges culture and social structure, and in the process reshapes both.
Daniel Bell (The Winding Passage : Essays and Sociological Journeys, 1960-1980)
What is the logic of punishing yourself each day, of striving to become better, more efficient, tougher?” He went on to answer his own question. “The value in it is what you learn about yourself. In this sort of situation all kinds of qualities come out—things that you may not have seen in yourself before.
Matt Fitzgerald (How Bad Do You Want It? Mastering the Psychology of Mind over Muscle)
Terrorism should be considered a valuable tactic when it is used to put to death some noted leader of the oppressing forces well known for his cruelty, his efficiency in repression, or other quality that makes his elimination useful. But the killing of persons of small importance is never advisable, since it brings on an increase of reprisals, including deaths.
Ernesto Che Guevara (Guerrilla Warfare)
Many or few alternatives can be at hand. A wise and skilful choice acts from a sincere effort. Solutions and results come from cooperation, hard work and efficiency. With high intention matched with a flexible, patient heart and proficient action gets best quality and value. As for the restless grumbles raving from unconsciousness of complexity of matters, best be brushed off ducking out wisely from discourtesies.
Angelica Hopes
Here was a stupendous possibility of achievement. If we could produce electric effects of the required quality, this whole planet and the conditions of existence on it could be transformed. The sun raises the water of the oceans and winds drive it to distant regions where it remains in a state of most delicate balance. If it were in our power to upset it when and wherever desired, this mighty life-sustaining stream could be at will controlled. We could irrigate arid deserts, create lakes and rivers and provide motive power in unlimited amounts. This would be the most efficient way of harnessing the sun to the uses of man. The consummation depended on our ability to develop electric forces of the order of those in nature.
Nikola Tesla (My Inventions)
If you lead a small business, it's important to understand how to deal with each credit bureau and utilize business credit effectively. Transunion is the superior credit bureau of the three bureaus - Transunion provides quality and comprehensive reports, they have efficient systems, and they have professional and intelligent staff. On the other hand, Equifax is mediocre at best. And Experian is so horrible they're basically worthless.
Hendrith Vanlon Smith Jr.
By focusing on making fewer, higher-profile products, and by refusing to compromise on quality, Apple was able to achieve greater efficiency while it charged a premium price.
Ken Segall
Good managers don't set a goal to increase efficiency, but rather an implementation of business process improvements that result in higher efficiency as well.
Eraldo Banovac
Barbara has always been efficient about slicing away other people’s nonsense, a quality Tova can’t help but admire.
Shelby Van Pelt (Remarkably Bright Creatures)
Efficiency is to do what is effective, achieve high customer satisfaction with less operating cost, and improve employee productivity with good teamwork.
Pearl Zhu (Quality Master)
What unites the wisest trails, I have found, is a balance of three values: durability, efficiency, and flexibility. If a trail has only one of these qualities it will not persist for long: a trail that is too durable will be too fixed, and will fail when conditions change; a trail that is too flexible will be too flimsy, and will erode; and a trail that is too efficient will be too parsimonious, and so will lack resilience.
Robert Moor (On Trails: An Exploration)
A home that nourishes life embraces the little moments and appreciates the rhythmic seasons of life, including the time necessary to cook real food from scratch...It doesn't have to take too much time, however, with efficient menu planning and wisely planned trips to the grocery store and farmers' market. The payoffs are astronomical - better health, good stewardship of our environment, and setting a good example for our children are just a few of the benefits. It also fosters an appreciation of the ebbs and flows of seasons because you'll be using fresh ingredients that are more readily available (and of higher quality) when they are in season. If you feel too busy to cook from scratch, then I argue that you're too busy, period. Reevaluate your priorities and commitments. If you want to live a healthy, long life and to pass the same luxury on to your children, then you MUST take the time to cook real food
Tsh Oxenreider (Organized Simplicity: The Clutter-Free Approach to Intentional Living)
You do not have to regard the watcher as a villain. Once you begin to understand that the purpose of meditation is not to get higher but to be present, here, then the watcher is not efficient enough to perform that function, and it automatically falls away. The basic quality of the watcher is to try to be extremely efficient and active. But total awareness is something you already have, so ambitious or so-called efficient attempts to be aware are self-defeating. As the watcher begins to realize that it is irrelevant, it falls away.
Chögyam Trungpa (Cutting Through Spiritual Materialism)
an organization is a factory that manufactures judgments and decisions. Every factory must have ways to ensure the quality of its products in the initial design, in fabrication, and in final inspections. The corresponding stages in the production of decisions are the framing of the problem that is to be solved, the collection of relevant information leading to a decision, and reflection and review. An organization that seeks to improve its decision product should routinely look for efficiency improvements at each of these stages. The
Daniel Kahneman (Thinking, Fast and Slow)
Higher purpose: I am here to serve. I am here to inspire. I am here to love. I am here to live my truth. Communion: I will appreciate someone who doesn’t know that I feel that way. I will overlook the tension and be friendly to someone who has ignored me. I will express at least one feeling that has made me feel guilty or embarrassed. Awareness: I will spend ten minutes observing instead of speaking. I will sit quietly by myself just to sense how my body feels. If someone irritates me, I will ask myself what I really feel beneath the anger—and I won’t stop paying attention until the anger is gone. Acceptance: I will spend five minutes thinking about the best qualities of someone I really dislike. I will read about a group that I consider totally intolerant and try to see the world as they do. I will look in the mirror and describe myself exactly as if I were the perfect mother or father I wish I had had (beginning with the sentence “How beautiful you are in my eyes”). Creativity: I will imagine five things I could do that my family would never expect—and then I will do at least one of them. I will outline a novel based on my life (every incident will be true, but no one would ever guess that I am the hero). I will invent something in my mind that the world desperately needs. Being: I will spend half an hour in a peaceful place doing nothing except feeling what it is like to exist. I will lie outstretched on the grass and feel the earth languidly revolving under me. I will take in three breaths and let them out as gently as possible. Efficiency: I will let at least two things out of my control and see what happens. I will gaze at a rose and reflect on whether I could make it open faster or more beautifully than it already does—then I will ask if my life has blossomed this efficiently. I will lie in a quiet place by the ocean, or with a tape of the sea, and breathe in its rhythms. Bonding: When I catch myself looking away from someone, I will remember to look into the person’s eyes. I will bestow a loving gaze on someone I have taken for granted. I will express sympathy to someone who needs it, preferably a stranger. Giving: I will buy lunch and give it to someone in need on the street (or I will go to a café and eat lunch with the person). I will compliment someone for a quality that I know the individual values in him- or herself. I will give my children as much of my undivided time today as they want. Immortality: I will read a scripture about the soul and the promise of life after death. I will write down five things I want my life to be remembered for. I will sit and silently experience the gap between breathing in and breathing out, feeling the eternal in the present moment.
Deepak Chopra (The Book of Secrets: Unlocking the Hidden Dimensions of Your Life)
One problem with most current governments is that they prioritize economic growth (as mismeasured by GDP per capita) over citizens’ happiness, quality of life, efficiency of trait display, and breadth and depth of social networks. The latter outcomes are not actually any harder to measure than GDP per capita. For example, the UN Human Development Index (HDI) measures overall quality of life fairly well by taking into account life expectancy, literacy, and educational attainment; this index puts Iceland, Norway, Australia, and Canada at the top, and the Democratic Republic of the Congo at the bottom.
Geoffrey Miller (Spent: Sex, Evolution, and Consumer Behavior)
For the first time Alix began to understand long-distance flying. It was not courage, or resourcefulness, or ability that counted in this game, though they were necessary subsidiary qualities. It was the capacity to work efficiently at tiring, menial tasks upon the ground that made great flights a success.
Nevil Shute (An Old Captivity)
The commodity traders are arbitragers par excellence, trying to exploit a series of differences in prices. Because they’re doing deals to buy and to sell all the time, they are often indifferent to whether commodity prices overall go up or down. What matters to them is the price disparity – between different locations, different qualities or forms of a product, and different delivery dates. By exploiting these price differences, they help to make markets more efficient, directing resources to their highest value uses in response to price signals. They are, in the words of one academic, the visible manifestation of Adam Smith’s invisible hand.
Javier Blas (The World for Sale: Money, Power, and the Traders Who Barter the Earth's Resources)
And of a superior quality—as demonstrated by an unnamed “literary test subject” who, in July 1903, while living in a hotel in Washington, D.C., subsisted on a glass of milk and four Fletcherized corn muffins a day. It was a maximally efficient scenario. At the end of eight days, he had produced sixty-four thousand words, and just one BM.
Mary Roach (Gulp: Adventures on the Alimentary Canal)
Is there something which you have lost and miss terribly? Would the quality of your life improve if you regained it? Would it make you happier or healthier? Would you be more effective, efficient, or productive if it came back? If there is something which once was and you yearn for its return, find ways to regain its presence and place in your world.
Susan C. Young
In 2011, Mark Brooks, a consultant to online-dating companies, published the results of an industry survey titled “How Has Internet Dating Changed Society?” The survey responses, from 39 executives, produced the following conclusions: “Internet dating has made people more disposable.” “Internet dating may be partly responsible for a rise in the divorce rates.” “Low quality, unhappy and unsatisfying marriages are being destroyed as people drift to Internet dating sites.” “The market is hugely more efficient … People expect to—and this will be increasingly the case over time—access people anywhere, anytime, based on complex search requests … Such a feeling of access affects our pursuit of love … the whole world (versus, say, the city we live in) will, increasingly, feel like the market for our partner(s). Our pickiness will probably increase.” “Above all, Internet dating has helped people of all ages realize that there’s no need to settle for a mediocre relationship.” From "A Million First Dates How online romance is threatening monogamy" in January/February 2013
Dan Slater (A Million First Dates: Solving the Puzzle of Online Dating)
FEASIBILITY: The ability to begin turning the idea into action in a short period of time PROFITABILITY: The potential to make money from this idea, also in a short period of time PERSUASION: Not only is this a good idea, it’s a good idea now To narrow our list even further, let’s add two more qualities to the mix: EFFICIENCY: How quickly can this be executed? MOTIVATION: How excited are you about this idea?
Chris Guillebeau (Side Hustle: From Idea to Income in 27 Days)
My friend speaks of the "tyranny of the quantifiable," of the way what can be measured almost always takes precedence over what cannot: private profit over public good; speed and efficiency over enjoyment and quality; the utilitarian over the mysteries and meanings that are of greater use to our survival and to more than our survival, to lives that have some purpose and value that survive beyond us to make a civilization worth having.
Rebecca Solnit
The “German problem” after 1970 became how to keep up with the Germans in terms of efficiency and productivity. One way, as above, was to serially devalue, but that was beginning to hurt. The other way was to tie your currency to the deutsche mark and thereby make your price and inflation rate the same as the Germans, which it turned out would also hurt, but in a different way. The problem with keeping up with the Germans is that German industrial exports have the lowest price elasticities in the world. In plain English, Germany makes really great stuff that everyone wants and will pay more for in comparison to all the alternatives. So when you tie your currency to the deutsche mark, you are making a one-way bet that your industry can be as competitive as the Germans in terms of quality and price. That would be difficult enough if the deutsche mark hadn’t been undervalued for most of the postwar period and both German labor costs and inflation rates were lower than average, but unfortunately for everyone else, they were. That gave the German economy the advantage in producing less-than-great stuff too, thereby undercutting competitors in products lower down, as well as higher up the value-added chain. Add to this contemporary German wages, which have seen real declines over the 2000s, and you have an economy that is extremely hard to keep up with. On the other side of this one-way bet were the financial markets. They looked at less dynamic economies, such as the United Kingdom and Italy, that were tying themselves to the deutsche mark and saw a way to make money. The only way to maintain a currency peg is to either defend it with foreign exchange reserves or deflate your wages and prices to accommodate it. To defend a peg you need lots of foreign currency so that when your currency loses value (as it will if you are trying to keep up with the Germans), you can sell your foreign currency reserves and buy back your own currency to maintain the desired rate. But if the markets can figure out how much foreign currency you have in reserve, they can bet against you, force a devaluation of your currency, and pocket the difference between the peg and the new market value in a short sale. George Soros (and a lot of other hedge funds) famously did this to the European Exchange Rate Mechanism in 1992, blowing the United Kingdom and Italy out of the system. Soros could do this because he knew that there was no way the United Kingdom or Italy could be as competitive as Germany without serious price deflation to increase cost competitiveness, and that there would be only so much deflation and unemployment these countries could take before they either ran out of foreign exchange reserves or lost the next election. Indeed, the European Exchange Rate Mechanism was sometimes referred to as the European “Eternal Recession Mechanism,” such was its deflationary impact. In short, attempts to maintain an anti-inflationary currency peg fail because they are not credible on the following point: you cannot run a gold standard (where the only way to adjust is through internal deflation) in a democracy.
Mark Blyth (Austerity: The History of a Dangerous Idea)
As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.
John Franks
To ensure quality, I believed, any person on any team needed to be able to identify a problem and, in effect, pull the cord to stop the line. To create a culture in which this was possible, you needed more than a cord within easy reach. You needed to show your people that you meant it when you said that while efficiency was a goal, quality was the goal. More and more, I saw that by putting people first—not just saying that we did, but proving that we did by the actions we took—we were protecting that culture. On
Ed Catmull (Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration)
Whatever else it produces, an organization is a factory that manufactures judgments and decisions. Every factory must have ways to ensure the quality of its products in the initial design, in fabrication, and in final inspections. The corresponding stages in the production of decisions are the framing of the problem that is to be solved, the collection of relevant information leading to a decision, and reflection and review. An organization that seeks to improve its decision product should routinely look for efficiency improvements at each of these stages. The
Daniel Kahneman (Thinking, Fast and Slow)
The future for ancient DNA laboratories that I find appealing is based on a model that has emerged among radiocarbon dating laboratories. For example, the Oxford Radiocarbon Accelerator Unit processes large numbers of samples for a fee, and uses this income stream to support a factory that churns out routine dates and produces data more cheaply, efficiently, and at higher quality than would be possible if its scientists limited themselves to their own questions. But its scientists then piggyback on the juggernaut of the radiocarbon dating factory they have built to do cutting-edge science,
David Reich (Who We Are and How We Got Here: Ancient DNA and the New Science of the Human Past)
As one travels up any one of the large rivers [of Borneo] ,one meets with tribes that are successively more warlike. In the coast regions are peaceful communities which never fight save in self-defense, and then with but poor success, whereas in the central regions, where the rivers take their rise, are a number of extremely warlike tribes whose raids have been a constant source of terror to the communities settled in the lower reaches of the rivers.... It might be supposed that the peaceful coast people would be found to be superior in moral qualities to their more warlike neighbors, but the contrary is the case. In almost all respects the advantage lies with the warlike tribes. Their houses are better built, larger, and cleaner; their domestic morality is superior; they are physically stronger, are braver, and physically and mentally more active and in general are more trustworthy. But, above all, their social organization is firmer and more efficient because their respect for and obedience to their chiefs and their loyalty to their community are much greater; each man identifies himself with the whole community and accepts and loyally performs the social duties laid upon him.
William McDougall
One may suggest that nations, in assessing their relative strength, were influenced by seven main factors: military strength and the ability to apply that strength efficiently in the chosen zone of war; predictions on how outside nations would behave in the event of war; perceptions of internal unity and the unity or discord of the enemy; memory or forgetfulness of the realities and sufferings of war; perceptions of prosperity and of ability to sustain, economically, the kind of war envisaged; nationalism and ideology: and the personality and mental qualities of the leaders who weighted the evidence and decided for peace or war.
Geoffrey Blainey (The Causes of War)
Omohundro predicts self-aware, self-improving systems will develop four primary drives that are similar to human biological drives: efficiency, self-preservation, resource acquisition, and creativity. How these drives come into being is a particularly fascinating window into the nature of AI. AI doesn’t develop them because these are intrinsic qualities of rational agents. Instead, a sufficiently intelligent AI will develop these drives to avoid predictable problems in achieving its goals, which Omohundro calls vulnerabilities. The AI backs into these drives, because without them it would blunder from one resource-wasting mistake to another.
James Barrat (Our Final Invention: Artificial Intelligence and the End of the Human Era)
inspire. I am here to love. I am here to live my truth. Communion: I will appreciate someone who doesn’t know that I feel that way. I will overlook the tension and be friendly to someone who has ignored me. I will express at least one feeling that has made me feel guilty or embarrassed. Awareness: I will spend ten minutes observing instead of speaking. I will sit quietly by myself just to sense how my body feels. If someone irritates me, I will ask myself what I really feel beneath the anger—and I won’t stop paying attention until the anger is gone. Acceptance: I will spend five minutes thinking about the best qualities of someone I really dislike. I will read about a group that I consider totally intolerant and try to see the world as they do. I will look in the mirror and describe myself exactly as if I were the perfect mother or father I wish I had had (beginning with the sentence “How beautiful you are in my eyes”). Creativity: I will imagine five things I could do that my family would never expect—and then I will do at least one of them. I will outline a novel based on my life (every incident will be true, but no one would ever guess that I am the hero). I will invent something in my mind that the world desperately needs. Being: I will spend half an hour in a peaceful place doing nothing except feeling what it is like to exist. I will lie outstretched on the grass and feel the earth languidly revolving under me. I will take in three breaths and let them out as gently as possible. Efficiency: I will let at least two things out of my control and see what happens. I will gaze at a rose and reflect on whether I could make it open faster or more beautifully than it already does—then I will ask if my life has blossomed this efficiently. I will lie in a quiet place by the ocean, or with a tape of the sea, and breathe in its rhythms. Bonding: When I catch myself looking away from someone, I will remember to look into the person’s eyes. I will bestow a loving gaze on someone I have taken for granted. I will express sympathy to someone who needs it, preferably a stranger. Giving: I will buy lunch and give it to someone in need on the street (or I will go to a café and eat lunch with the person). I will compliment someone for a quality that I know the individual values in him- or herself. I will give my children as much of my undivided time today as they want. Immortality: I will read a scripture about the soul and the promise of life after death. I will write down five things I want my life to be remembered for. I will sit and silently experience the gap between breathing in and breathing out, feeling the eternal in the present moment.
Deepak Chopra (The Book of Secrets: Unlocking the Hidden Dimensions of Your Life)
In one conspicuous case, that of royalty, the State does already select the parents on purely political grounds; and in the peerage, though the heir to a dukedom is legally free to marry a dairymaid, yet the social pressure on him to confine his choice to politically and socially eligible mates is so overwhelming that he is really no more free to marry the dairymaid than George IV was to marry Mrs Fitzherbert; and such a marriage could only occur as a result of extraordinary strength of character on the part of the dairymaid acting upon extraordinary weakness on the part of the duke. Let those who think the whole conception of intelligent breeding absurd and scandalous ask themselves why George IV was not allowed to choose his own wife whilst any tinker could marry whom he pleased? Simply because it did not matter a rap politically whom the tinker married, whereas it mattered very much whom the king married. The way in which all considerations of the king’s personal rights, of claims of the heart, of the sanctity of the marriage oath, and of romantic morality crumpled up before this political need shews how negligible all these apparently irresistible prejudices are when they come into conflict with the demand for quality in our rulers. We learn the same lesson from the case of the soldier, whose marriage, when it is permitted at all, is despotically controlled with a view solely to military efficiency. Well, nowadays it is not the king that rules, but the tinker. Dynastic wars are no longer feared, dynastic alliances no longer valued. ... On the other hand a sense of the social importance of the tinker’s marriage has been steadily growing. We have made a public matter of his wife’s health in the month after her confinement. We have taken the minds of his children out of his hands and put them into those of our State schoolmaster. We shall presently make their bodily nourishment independent of him. ... King Demos must be bred like all other kings; and with Must there can be no arguing.
George Bernard Shaw
The evolutionary process of productive adaption and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you . At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seems devastating at the time ended up happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better. No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can cahnge your psychological reaction to it so that what was painful can become something you crave.
Ray Dalio (Principles: Life and Work)
if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.
Murray N. Rothbard (For a New Liberty: The Libertarian Manifesto (LvMI))
They taught that men have two souls, of separate and quite different natures: the one perishable--the Astral Soul, or the inner, fluidic body--the other incorruptible and immortal--the Augoeides, or portion of the Divine Spirit; that the mortal or Astral Soul perishes at each gradual change at the threshold of every new sphere, becoming with every transmigration more purified. The astral man, intangible and invisible as he might be to our mortal, earthly senses, is still constituted of matter, though sublimated. Aristotle, notwithstanding that for political reasons of his own he maintained a prudent silence as to certain esoteric matters, expressed very clearly his opinion on the subject. It was his belief that human souls are emanations of God, that are finally re-absorbed into Divinity. Zeno, the founder of the Stoics, taught that there are "two eternal qualities throughout nature: the one active, or male; the other passive, or female: that the former is pure, subtile ether, or Divine Spirit; the other entirely inert in itself till united with the active principle. That the Divine Spirit acting upon matter produced fire, water, earth, and air; and that it is the sole efficient principle by which all nature is moved. The Stoics, like the Hindu sages, believed in the final absorption. St. Justin believed in the emanation of these souls from Divinity, and Tatian, the Assyrian, his disciple, declared that "man was as immortal as God himself." *
Helena Petrovna Blavatsky
BROADBENT [stiffly]. Devil is rather a strong expression in that connexion, Mr Keegan. KEEGAN. Not from a man who knows that this world is hell. But since the word offends you, let me soften it, and compare you simply to an ass. [Larry whitens with anger]. BROADBENT [reddening]. An ass! KEEGAN [gently]. You may take it without offence from a madman who calls the ass his brother--and a very honest, useful and faithful brother too. The ass, sir, is the most efficient of beasts, matter-of-fact, hardy, friendly when you treat him as a fellow-creature, stubborn when you abuse him, ridiculous only in love, which sets him braying, and in politics, which move him to roll about in the public road and raise a dust about nothing. Can you deny these qualities and habits in yourself, sir? BROADBENT [goodhumoredly]. Well, yes, I'm afraid I do, you know. KEEGAN. Then perhaps you will confess to the ass's one fault. BROADBENT. Perhaps so: what is it? KEEGAN. That he wastes all his virtues--his efficiency, as you call it--in doing the will of his greedy masters instead of doing the will of Heaven that is in himself. He is efficient in the service of Mammon, mighty in mischief, skilful in ruin, heroic in destruction. But he comes to browse here without knowing that the soil his hoof touches is holy ground. Ireland, sir, for good or evil, is like no other place under heaven; and no man can touch its sod or breathe its air without becoming better or worse. It produces two kinds of men in strange perfection: saints and traitors. It is called the island of the saints; but indeed in these later years it might be more fitly called the island of the traitors; for our harvest of these is the fine flower of the world's crop of infamy. But the day may come when these islands shall live by the quality of their men rather than by the abundance of their minerals; and then we shall see. LARRY. Mr Keegan: if you are going to be sentimental about Ireland, I shall bid you good evening. We have had enough of that, and more than enough of cleverly proving that everybody who is not an Irishman is an ass. It is neither good sense nor good manners. It will not stop the syndicate; and it will not interest young Ireland so much as my friend's gospel of efficiency. BROADBENT. Ah, yes, yes: efficiency is the thing. I don't in the least mind your chaff, Mr Keegan; but Larry's right on the main point. The world belongs to the efficient.
George Bernard Shaw (John Bull's Other Island)
Anything you do to optimize your work, cut some corners, or squeeze more “efficiency” out of it (and out of your life) will eventually make you dislike it. Artisans have their soul in the game. Primo, artisans do things for existential reasons first, financial and commercial ones later. Their decision making is never fully financial, but it remains financial. Secundo, they have some type of “art” in their profession; they stay away from most aspects of industrialization; they combine art and business. Tertio, they put some soul in their work: they would not sell something defective or even of compromised quality because it hurts their pride. Finally, they have sacred taboos, things they would not do even if it markedly increased profitability. Compendiaria res improbitas, virtusque tarda—the villainous takes the short road, virtue the longer one. In other words, cutting corners is dishonest.
Nassim Nicholas Taleb (Skin in the Game: Hidden Asymmetries in Daily Life (Incerto))
[T]he modern West is the first culture in human history that has managed to strip time and space of all sacredness and to produce a fully practical, efficient, and profane world. This is the world that religious fundamentalists find unbearable and are sometimes willing to use force against. [S]acredness is so irrepressible that it intrudes repeatedly into the modern profane world in the form of "crypto-religious" behavior. [E]ven a person committed to a profane existence has 'privileged places, qualitatively different from all others - a man's birthplace, or the scenes of his first love, or certain places in the first foreign city he visited in youth. Even for the most frankly nonreligious man, all these places still retain an exceptional, a unique quality; they are the "holy places" of his private universe, as if it were in such spots that he had received the revelation of a reality other than that in which he participates through his ordinary daily life.
Jonathan Haidt (The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom)
The quality of the people involved in the company was just as critical. I use the word quality to encompass two quite different characteristics. One of these is business ability. Business ability can be further broken down into two very different types of skills. One of these is handling the day-to-day tasks of business with above-average efficiency. In the day-to-day tasks, I include a hundred and one matters, varying all the way from constantly seeking and finding better ways to produce more efficiently to watching receivables with sufficient closeness. In other words, operating skill implies above-average handling of the many things that have to do with the near-term operation of the business. However, in the business world, top-notch managerial ability also calls for another skill that is quite different. This is the ability to look ahead and make long-range plans that will produce significant future growth for the business without at the same time running financial risks that may invite disaster. Many companies contain managements that are very good at one or the other of these skills. However, for real success, both are necessary.
Philip A. Fisher (Common Stocks and Uncommon Profits and Other Writings (Wiley Investment Classics))
Believe me," Dr. Tamalet summed up, "if you wanted that operation in France, you could get it" Which is, of course, the boon and the bane of France's health care system. It offers a maximum of free choice among skillful doctors and well-equipped hospitals, with little or not waiting, at bargain-basement prices [in out-of-pocket terms to the consumer]. It's a system that enables the French to live longer and healthier lives, with zero risk of financial loss due to illness. But somebody has to pay for all that high-quality, ready-when-you-need-it care--and the patients, so far, have not been willing to do so. As a result, the major health insurance funds are all operating at a deficit, and the costs of the health care system are increasing significantly faster than the economy as a whole. That's why the doctors keep striking and the sickness funds keep negotiating and the government keeps going back to the drawing board, with a new 'major health care reform' every few years. So far, the saving grace for France's system has been the high level of efficiency, as exemplified by the 'carte vitale,' that keeps administrative costs low--much lower than in the United States.
T.R. Reid (The Healing of America: A Global Quest for Better, Cheaper, and Fairer Health Care)
I conceive a strip miner to be a model exploiter, and as a model nurturer I take the old-fashioned idea or ideal of a farmer. The exploiter is a specialist, an expert; the nurturer is not. The standard of the exploiter is efficiency; the standard of the nurturer is care. The exploiter’s goal is money, profit; the nurturer’s goal is health—his land’s health, his own, his family’s, his community’s, his country’s. Whereas the exploiter asks of a piece of land only how much and how quickly it can be made to produce, the nurturer asks a question that is much more complex and difficult: What is its carrying capacity? (That is: How much can be taken from it without diminishing it? What can it produce dependably for an indefinite time?) The exploiter wishes to earn as much as possible by as little work as possible; the nurturer expects, certainly, to have a decent living from his work, but his characteristic wish is to work as well as possible. The competence of the exploiter is in organization; that of the nurturer is in order—a human order, that is, that accommodates itself both to other order and to mystery. The exploiter typically serves an institution or organization; the nurturer serves land, household, community, place. The exploiter thinks in terms of numbers, quantities, “hard facts”; the nurturer in terms of character, condition, quality, kind.
Wendell Berry (The Art of the Commonplace: The Agrarian Essays of Wendell Berry)
Nothing in the period that followed was too good for the Rouge; it had the best blast furnaces, the best machine tools, the best metal labs, the best electrical systems, the most efficient efficiency experts. At its maturity in the mid-twenties, the Rouge dwarfed all other industrial complexes. It was a mile and a half long and three quarters of a mile wide. Its eleven hundred acres contained ninety-three buildings, twenty-three of them major. There were ninety-three miles of railroad track on it and twenty-seven miles of conveyor belts. Some seventy-five thousand men worked there, five thousand of them doing nothing but keeping it clean, using eighty-six tons of soap and wearing out five thousand mops each month. By the standards of the day the Rouge was, in fact, clean and quiet. Little was wasted. A British historian of the time, J. A. Spender, wrote of its systems: “If absolute completeness and perfect adaptation of means to end justify the word, they are in their own way works of art.” Dissatisfied with the supply and quality of the steel he was getting from the steel companies, Ford asked how much it would cost to build a steel plant within the Rouge. About $35 million, Sorensen told him. “What are you waiting for?” said Ford. Equally dissatisfied with both the availability and the quality of glass, he built a glass factory at the Rouge as well. The
David Halberstam (The Reckoning)
As you got older, you realized that the qualities you valued in the people you slept with or dated weren't necessarily the ones you wanted to live with, or be with, or plod through your days with. if you were smart, and if you were lucky, you learned this and accepted this. You figured out what was most important to you and you looked for it, and you learned to be realistic. They all chose differently: Roman had chosen beauty, sweetness, pliability; Malcolm he thought, had chosen reliability and competence (sophie was intimidatingly efficient), and aesthetic compatibility. And he? He had chosen friendship. Conversation. Kindness. Intelligence. When he was in his thirties, he had looked at certain people's relationships and asked the question that had (and continued to) fuel countless dinner-party conversations: What's going on there? Now, though, as an almost 48 year old, he saw people's relationships as reflections of their keenest yet most inarticulable desires, their hopes and insecurities taking shape physically, in the form of another person. Now he looked at couples-in restaurants, on the street, at parties-and wondered: Why are you together? What did you identify as essential to you? What's missing in you that you want someone else to provide? he now viewed a successful relationship as one in which both people had recognized the best of what the other person had to offer and had chosen to value it as well.
Hanya Yanagihara (A Little Life)
To observe the kingdom of Scotland in 1513 in terms of the strength of the Crown, its relations with its magnates, the quality and administration of its justice, its economy, foreign relations, culture and religious life, is to see a community at some remove from the leaderless country inherited by James I in 1424; yet it is also to see a country still strongly tied to its ancient traditions, customs and ethnic divisions which it either could not, or would not, abandon. By 1513 the Crown was strong, popular, its position in society unassailable. It had both sought and obtained the co-operation of its nobility who were themselves closely bound together by bonds of alliance, and whose status in society was recognised by the strength and closeness its kin groups. It had introduced some useful, constructive statutes and had strengthened its legal procedures. It had sought to inform its legal officers of the body of the law. New and more efficient methods of land registration and of royal revenue collection had been the direct result of the reorganisation of the Chancery, the Exchequer, and of the Secretariat of the Privy Seal. Its economy was buoyant enough to enable a protected merchant class to trade modestly with the Baltic states through Denmark, with Southern Europe through its Staple in Flanders, with England and France. Through its many embassies abroad it pursued, as far as possible, constructive peace treaties with the major European powers.
Leslie J. MacFarlane (William Elphinstone and the Kingdom of Scotland, 1431 - 1514: The Struggle for Order)
We also find *physics*, in the widest sense of the word, concerned with the explanation of phenomena in the world; but it lies already in the nature of the explanations themselves that they cannot be sufficient. *Physics* is unable to stand on its own feet, but needs a *metaphysics* on which to support itself, whatever fine airs it may assume towards the latter. For it explains phenomena by something still more unknown than are they, namely by laws of nature resting on forces of nature, one of which is also the vital force. Certainly the whole present condition of all things in the world or in nature must necessarily be capable of explanation from purely physical causes. But such an explanation―supposing one actually succeeded so far as to be able to give it―must always just as necessarily be burdened with two essential imperfections (as it were with two sore points, or like Achilles with the vulnerable heel, or the devil with the cloven foot). On account of these imperfections, everything so explained would still really remain unexplained. The first imperfection is that the *beginning* of the chain of causes and effects that explains everything, in other words, of the connected and continuous changes, can positively *never* be reached, but, just like the limits of the world in space and time, recedes incessantly and *in infinitum*. The second imperfection is that all the efficient causes from which everything is explained always rest on something wholly inexplicable, that is, on the original *qualities* of things and the *natural forces* that make their appearance in them. By virtue of such forces they produce a definite effect, e.g., weight, hardness, impact, elasticity, heat, electricity, chemical forces, and so on, and such forces remain in every given explanation like an unknown quantity, not to be eliminated at all, in an otherwise perfectly solved algebraical equation. Accordingly there is not a fragment of clay, however little its value, that is not entirely composed of inexplicable qualities. Therefore these two inevitable defects in every purely physical, i.e., causal, explanation indicate that such an explanation can be only *relatively* true, and that its whole method and nature cannot be the only, the ultimate and hence sufficient one, in other words, cannot be the method that will ever be able to lead to the satisfactory solution of the difficult riddles of things, and to the true understanding of the world and of existence; but that the *physical* explanation, in general and as such, still requires one that is *metaphysical*, which would furnish the key to all its assumptions, but for that very reason would have to follow quite a different path. The first step to this is that we should bring to distinct consciousness and firmly retain the distinction between the two, that is, the difference between *physics* and *metaphysics*. In general this difference rests on the Kantian distinction between *phenomenon* and *thing-in-itself*. Just because Kant declared the thing-in-itself to be absolutely unknowable, there was, according to him, no *metaphysics* at all, but merely immanent knowledge, in other words mere *physics*, which can always speak only of phenomena, and together with this a critique of reason which aspires to metaphysics." ―from_The World as Will and Representation_. Translated from the German by E. F. J. Payne. In Two Volumes, Volume II, pp. 172-173
Arthur Schopenhauer
This evolutionary process of productive adaptation and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you. At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seemed devastating at the time ended up as happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better.24 No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can change your psychological reaction to it so that what was painful can become something you crave. 1.8 Weigh second- and third-order consequences. By recognizing the higher-level consequences nature optimizes for, I’ve come to see that people who overweigh the first-order consequences of their decisions and ignore the effects of second- and subsequent-order consequences rarely reach their goals. This is because first-order consequences often have opposite desirabilities from second-order consequences, resulting in big mistakes in decision making. For example, the first-order consequences of exercise (pain and time spent) are commonly considered undesirable, while the second-order consequences (better health and more attractive appearance) are desirable. Similarly, food that tastes good is often bad for you and vice versa. Quite often the first-order consequences are
Ray Dalio (Principles: Life and Work)
The quality of our thinking is largely influenced by the mental models in our heads. While we want accurate models, we also want a wide variety of models to uncover what’s really happening. The key here is variety. Most of us study something specific and don’t get exposure to the big ideas of other disciplines. We don’t develop the multidisciplinary mindset that we need to accurately see a problem. And because we don’t have the right models to understand the situation, we overuse the models we do have and use them even when they don’t belong. You’ve likely experienced this first hand. An engineer will often think in terms of systems by default. A psychologist will think in terms of incentives. A business person might think in terms of opportunity cost and risk-reward. Through their disciplines, each of these people sees part of the situation, the part of the world that makes sense to them. None of them, however, see the entire situation unless they are thinking in a multidisciplinary way. In short, they have blind spots. Big blind spots. And they’re not aware of their blind spots. [...] Relying on only a few models is like having a 400-horsepower brain that’s only generating 50 horsepower of output. To increase your mental efficiency and reach your 400-horsepower potential, you need to use a latticework of mental models. Exactly the same sort of pattern that graces backyards everywhere, a lattice is a series of points that connect to and reinforce each other. The Great Models can be understood in the same way—models influence and interact with each other to create a structure that can be used to evaluate and understand ideas. [...] Without a latticework of the Great Models our decisions become harder, slower, and less creative. But by using a mental models approach, we can complement our specializations by being curious about how the rest of the world works. A quick glance at the Nobel Prize winners list show that many of them, obviously extreme specialists in something, had multidisciplinary interests that supported their achievements. [...] The more high-quality mental models you have in your mental toolbox, the more likely you will have the ones needed to understand the problem. And understanding is everything. The better you understand, the better the potential actions you can take. The better the potential actions, the fewer problems you’ll encounter down the road. Better models make better decisions.
Shane Parrish (The Great Mental Models: General Thinking Concepts)
Broaching is a precise machining process in metalworking domain which uses a toothed tool called broach to cut materials into a predetermined shape. Broaching works best for odd shapes where precision machining is needed and hence finds wide application in a number of industry in India and worldwide. Broach resembles a saw to certain extent but unlike a saw, its teeth become larger in size across its length. A broach gives shapes by roughing or removing the material, semi finishing and then by imparting the ultimate finishing. Round or odd shapes, for both internal and external surfaces, can be conveniently formed by broaching. This multi edge tool can shape any metal or metallic alloy but works best on softer materials like plastic, wood, bronze, aluminum, etc. Resharpening of the tool The broach that imparts shape to many work pieces can work properly only when the size and shape of its teeth are perfect. With time and usage, the teeth tend to lose its sharpness and become blunt. Using a dull broach may lead to permanent damage of its teeth. To enhance the broach life and minimize the tooling expense, it needs to be re-sharpened on time. When to opt for resharpening When broaching produce roughly shaped work pieces, it is definitely time for re-sharpening. However, with a little bit of watchfulness, one can even get it sharpened before it delivers poor finish or tearing. Some of the other conditions when this toothed tool will require re-sharpening are: • Excessive hydraulic press pressure required to run the broach • Nicks and scratches on the teeth making it dull • Broach starts drifting • Cutting edges show signs of wear • Chattering occurs while broaching Re-sharpening requires high precision. Removing excessive material from the teeth will adversely affect its longevity. Only proper sharpening will ensure time efficiency and high quality output. Teeth welding, grinding of gullets and teeth crest, reshaping teeth to proper taper are some of the methods used in re-sharpening. Broaching, once used for machining only internal keyways, is now used for machining a plethora of shapes and surfaces for high quantity of work pieces. Broaching requires less tools than most of the other machining process and saves considerable amount of output time and hence favoured for high volume production irrespective of its high cost. In India, broaching finds wide application in the automobile industry. Therefore, a large number of players are foraying into the broach manufacturing industry on a regular basis.
Ankur sood
Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.
Douglas W. Hubbard (Business Intelligence Sampler: Book Excerpts by Douglas Hubbard, David Parmenter, Wayne Eckerson, Dalton Cervo and Mark Allen, Ed Barrows and Andy Neely)
Since the 1970s, Japanese quality has become a byword, and many a book and article has been penned on the subject of Kaizen, ‘improvement,’ a form of corporate culture in which employers encourage their workers to submit ideas that will polish and improve efficiency. The writers on Kaizen, however, overlooked one weakness in this approach, which seemed minor at the time but has seriously impacted Japan’s technology. Kaizen’s emphasis is entirely on positive recommendations; there is no mechanism to deal with negative criticism, no way to disclose faults or mistakes—and this leads to a fundamental problem of information. People keep silent about embarrassing errors, with the result that problems are never solved.
Alex Kerr (Dogs and Demons: Tales from the Dark Side of Japan)
Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide
Anonymous
You needed to show your people that you meant it when you said that while efficiency was a goal, quality was the goal.
Ed Catmull (Creativity, Inc.: an inspiring look at how creativity can - and should - be harnessed for business success by the founder of Pixar)
Ways to train puppies or pet dogs efficiently? Individuals have to choose the qualified puppy shop in order to get large collection of puppy devices. Various categories of canines for sale in Miami and animal owners can make use of that chance to get high quality young puppies. Focus and concentration of the pet dogs can get enhanced when they train their puppies in a qualified training company. Consumer young puppies will certainly well-adjust with other one only when they get training from certified canine fitness instructor. Responsible and social characters will certainly get established when these puppies attend training in their young duration. If they desire to know dogs for sale in Miami, they have to refer a number of online puppy shops offered on the web. Though they get the puppies in miami from the best dogs for sale in Miami, they need to comprehend the feeding options. Medical therapy and feeding practices plays an essential role in growing puppies in a healthy manner. Getting puppies from online store is a better way for the user because they can avoid the confusing tasks. One can analyze the pros and cons of different kinds of puppies in a steady manner using the internet facility. People have to find the website that offer dogs and dog accessories at reasonable that will certainly convenience their consumer. Handling, socialization and training is essential for dogs in order to improve the capabilities of dogs. Puppies will get easily attached to the relative when it gets correct and efficient training. Number of effective suggestions and suggestions are offered on the web to grow the puppies or dogs without getting impacted from illness. One should get at least small history of the puppies from the stores to know the breeding capability of canines. Husky and poodle young puppies have vast understanding, and it will quickly comprehend the things by offering appropriate training.
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Dakwah and tarbiah, as my murabbi efficiently taught me, are more about beautiful conduct and human relationship than information or solid facts. Humbleness was another quality I learnt, which had slowly, but profoundly changed my worldview. " - Raudah Mohd Yunus, Long Awaited Rainbow
Raudah Mohd Yunus
but if your job site looks like a disaster zone, your visitors will not think twice about making judgments about you and your abilities. Subconscious or not, these judgment will have a negative affect on how you are perceived. On the other hand, if your visitors “catch you” with your prints, your trailer, your tools, your material, and even your crew organized and neat, they will be sure to go away feeling that you take pride in your work and that you have high standards. They will leave confident that you are doing your best to turn out a quality product.
Jason McCarty (Construction Leadership Success: The Construction Foreman's Definitive Guide for Running Safe, Efficient, and Profitable Projects)
The human hand has an amazing quality that nothing else has: tremendous efficiency of strength and yet total gentleness.
Francis A. Schaeffer
Celebrating your event with style and creativity Everyone works on a budget. Not all of us have the resources and time to hire wedding planners and party organizers to celebrate important days of your lives. You don’t have to skimp on an anniversary, birthday, engagement or any other special days just because you are on a budget. There are several DIY party ideas and accessories available on the internet that will help you celebrate that special occasion with much gusto and style. Celebrating a special day- be it your own wedding, engagement, throwing the best birthday bash, or a theme party, it is rather a challenging and exciting time, that churns up your creative juices that can leave one exhausted and confused. Especially when one desires to be innovative and wishes to throw a party that leaves the guests spell bounded and the-talk-of-the-town, there are several websites that provide amazing Party Loot Bags and accessories that are affordable and unique. Since we often think of the celebration as synonymous with splurging, these special occasions can feel challenged. After all, it's hard to enjoy yourself when all you can think about is the amount of money a party or wedding planner is charging you. This is your cue to be innovative as there are various fun and exciting DIY Party Accessories and Dessert buffets that can make your event memorable without spending too much of your hard earned money. With DIY ideas, you can enjoy 99 percent of excitement and 1 percent anxiety. There are a myriad of delightful Wedding Bomboniere ideas and items that can be easily procured through online stores. With ease and convenience, you can order Bomboniere Australia and party accessories from the comforts of your home and shop for the best quality products online. Web sites now cater for DIY items that style up any event- from weddings, engagements, christening, baby showers, birthdays, and much more. These companies offer a plethora of crazy, fun, unique and creative ideas and DIY items that are affordable, convenient, and highly accessible, promising a grand celebration of your special day. If you wish to have your rein on the planning and organizing of your wedding, you can explore some great ideas and accessories through these websites that are run by creative individuals assuring an enriching experience. Browse through great DIY Dessert Buffets and loot bags, and choose from hundreds of incredible ideas and accessories to celebrate your day with glamour, style, and charm. Make a lasting impression on your guests through DIY Party Accessories and buffet packages. There are many services on the internet that guide you through the entire event and help you plan your dream wedding in the most efficient and creative manner.
Style Party Love
Maids will always walk through a house and create a game plan before they even begin cleaning. This allows them to clean efficiently and effectively.  They want to get in, clean, and get out again as quickly as possible with the highest quality of work. 
B.J. Knights (The Busy Mom's Guide To Speed Cleaning And Organizing: How To Organize, Clean, And Keep Your Home Spotless)
Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here
Business Team Building FAQs
We have thrifty metabolisms when we are undernourished and so need to use efficiently every calorie we consume, and we have spendthrift metabolisms when we’re overnourished, so as to avoid excessive weight gain and obesity. Our cells may have a certain maximal or ideal capacity for metabolizing nutrients, but the amount that they actually metabolize is ultimately determined by the quantity and perhaps the quality of the nutrients delivered in the circulation.
Gary Taubes (Good Calories, Bad Calories: Challenging the Conventional Wisdom on Diet, Weight Control, and Disease)
increase the economic and social efficiency of Korea and contribute to harmony and the quality of life in Korean society,” while for
폰캐시카톡PCASH
McKinsey research correctly predicted that the code would revolutionize the grocery business and improve Americans’ quality of life at the same time. That is exactly what they did, making shops vastly more efficient and dramatically reducing checkout times.
Duff McDonald (The Firm)
1.    Define and articulate the role and functions of social work in end-of-life care in a consistent manner across all settings. 2.    Address negative public and professional perceptions of social work internally and externally. 3.    Identify and articulate specific and unique contributions of the social work profession in end-of-life care. 4.    Facilitate and promote end-of-life social work research that demonstrates the utility and efficiency of social work in hospice. 5.    Facilitate collaborative advocacy at the macro level to ensure access to quality interdisciplinary end-of-life care for all people. 6.    Actively challenge shortsighted cost-saving initiatives that minimize the psychosocial and spiritual components of care for patients and families. 7.    Develop standards for effective models of practice in end-of-life care.
Joan N. Berzoff (Living with Dying: A Handbook for End-of-Life Healthcare Practitioners (End-of-Life Care: A Series))
Create Quality Circles – A quality circle is an alternative or a parallel structure to the traditional method of organizing the division of labor. Japanese companies heavily emphasize the constant increase of labor responsibilities. This leads not only to the personal development of workers themselves, but also to greater efficiency and collaboration, as workers trade off responsibilities and learn from one another. The quality circle consists of a volunteer group of workers who are trained – in addition to their normal duties – to analyze and find solutions to work-related problems and then present them to management for approval.
Can Akdeniz (MBA 2.0: Things You Won't Learn in Business School (Best Business Books Book 1))
Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie
Nicholas Carlson (Marissa Mayer and the Fight to Save Yahoo!)
Carrara Car Mart we provide high quality, affordable, efficient vehicles to our valuable customers.
carraracarmart
The quantity comes from the efficient cause but the quality comes from the formal cause.
Peter Kreeft (Practical Theology: Spiritual Direction from Saint Thomas Aquinas)
AICPA peer review checklists are free and can be obtained by Googling “AICPA Peer Review Checklist.” Use the most recent checklist (they often change). Minimum Documentation SSARS 21 states that the minimum documentation requirements are as follows: Establish your firm’s minimum work paper documentation. What work papers are required for each type of engagement? Will your firm require the preparer to sign off on each work paper? When the partner or manager reviews the work papers, will she initial each reviewed work paper or just a summary review sheet? Authority to Issue Determine who has the authority to issue financial statements and compilation reports. Here are a few questions to consider: •Who has authority to issue financial statements using the preparation guidance? •Who has authority to issue financial statements using the compilation guidance? •Will your firm require a second partner review of each initial preparation engagement? •Will annual compilation reports be reviewed by a second partner? Quality Control - A Simple Summary •Well-designed templates will: ·Enhance your firm’s compliance with professional standards, and ·Increase your efficiency •Create templates for those work products that you expect to issue most often (e.g., tax-basis preparation financial statements) •In developing your templates: ·Include the minimum required work papers and reports ·Vet your templates using the AICPA peer review checklists •Determine who has the authority to issue different work products (e.g., preparation, compilation, monthly, annual)
Charles Hall (Preparation of Financial Statements & Compilation Engagements)
Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.
Isadore Sharp (Four Seasons: The Story of a Business Philosophy)
If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.
Michael E. Porter (Competitive Strategy: Techniques for Analyzing Industries and Competitors)
f you have a complaint with your AC repair service provider, state it in a private place well away from public view. Searching for a location that allows both sides to talk without reservations and with honesty will help to make the discussion lucrative. Put the project on hold for a day or two to arrange for this meeting if essential. Be sure that you have a legal contract that thoroughly details your wishes before work begins; you could bring that contract to address any issues you are having. It shouldn't be assumed that a low-priced proposal indicates shoddy workmanship on the air and heating service company's part. Check the cost of the needed materials and compare them to the pricing of the low-priced proposal. Do not forget to calculate labor costs in your equation. You want to make sure that you only draw up a legal contract if the pricing is reasonable. Any air and heating service company worth his salt will provide the client with a written estimate before beginning work on a project. If there is a need to have the information immediately, your AC repair service provider should have the opportunity to give you an estimate over the phone. Also, review their expertise and skill level as well as what other clients are saying about them to find out if they finish work on time and at the agreed-upon fee. If you are feeling uneasy about anything, ask as many questions as possible before you sign a binding contract to work with a particular AC contractor. A reliable air and heating service company will make an effort to bring you the highest quality results. An efficient AC repair contractor will consider your needs and fulfill your requests on time. Make sure that you're giving your AC repair service provider adequate time to finish the job correctly without interruption. Discover how the AC repair service provider plans to manage any liability problems that occur.
One Time Group
This approach has enabled Japanese firms to achieve such production efficiency and quality that now many non-Japanese companies are imitating them. By not assuming the worst about their workers, the Japanese companies have got the best out of them.
Ha-Joon Chang (23 Things They Don't Tell You About Capitalism)
We cannot continue to evaluate personnel on the simple measure of whether crime is up or down relative to a prior period. Most importantly, CompStat has ignored measurement of other core functions. Chiefly, we fail to measure what may be our highest priority: public satisfaction. We also fail to measure quality of life, integrity, community relations, administrative efficiency, and employee satisfaction, to name just a few other important areas.9
Malcolm K. Sparrow (Handcuffed: What Holds Policing Back, and the Keys to Reform)
The perfect tool to help make running your business easier and more profitable. The Harbortouch POS system is the perfect tool to help make running your business easier and more profitable. Harbortouch combines the highest quality hardware with cutting edge software and offers these high-end POS systems at no cost to you! Manage your business with an easy to use point of sale solution, complete with back office accessibility and reporting. Send offers to your customers via Facebook, Twitter, SMS text or online to help grow your business. Wherever you may be, accepting credit card payments have never been so quick, easy and affordable. Perfect for small retail stores, yogurt shops, cafes, kiosks,food trucks and other small merchants :- ->Base package includes 13.3" touch-screen display, cash drawer, receipt printer, integrated customer display, 5 employee cards, and waterproof foldable keyboard. ->Cloud-based reporting and POS management through Lighthouse. ->Cutting-edge payment technology supports all major credit/debit cards (including PIN debit), NFC, EMV, Apple Pay and Perkwave. ->Just 1.59% + 20 cents per transaction. ->$39/month service fee. ->Optional accessories include remote printer (only supports 1 remote printer per location) and bar code reader. ->Harbortouch offers 50 free customized, full color gift cards and a 60-day free trial to all of our merchants. Manage multiple operations through your Harbortouch POS system: accept cash, checks, credit and debit, place orders, access reports, track inventory, and manage employees with the built-in time clock. Increase operational efficiency, minimize ordering errors and reduce shrinkage. More accurate employee time tracking reduces payroll while Harbortouch's reporting capabilities help you decrease accounting and bookkeeping expenses. Our award winning customer support is handled entirely in-house and is available 24 hours a day, 7 days a week.
Poin Of sale place
In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.
David Finch (The Journal of Best Practices: A Memoir of Marriage, Asperger Syndrome, and One Man's Quest to Be a Better Husband)
Quality investing focuses on a company’s ability to invest capital at high rates of return: post-tax levels of high-teens (and higher) are possible. Three elements drive corporate cash return on investment: asset turns, profit margins and cash conversion. Asset turns measure how efficiently a company generates sales from additional assets, which can vary greatly depending on the asset intensity of the industry itself; margins reflect the benefits of those incremental sales; and cash conversion reflects a company’s working capital intensity and the conservatism of its accounting policies.
Lawrence A. Cunningham (Quality Investing: Owning the Best Companies for the Long Term)