Engineering Slogans Quotes

Cowards say it can't be done, critics say it shouldn't have been done, creator say well done.

Ability to find the answers is more important than ability to know the answers.

The great masses, who have never been, in the history of mankind, more subject to hypnotic suggestion than they are right now, have become the puppets of the "public opinion" that is engineered by the newspapers in the service, it need hardly be emphasized, of the reigning powers of finance. What is printed in the morning editions of the big city newspapers is the opinion of nine out of ten readers by nightfall. The United States of America, whose more rapid "progress" enables us to predict the future on a daily basis, has pulled far ahead of the pack when it comes to standardizing thought, work, entertainment, etc. Thus, the United States in 1917 went to war against Germany in sincere indignation because the newspapers had told them that Prussian "militarism" was rioting in devilish atrocities as it attempted to conquer the world. Of course, these transparent lies were published in the daily rags because the ruling lords of Mammon knew that American intervention in Europe would fatten their coffers. Thus, whereas the Americans thought that they were fighting for such high-minded slogans as "liberty" and "justice," they were actually fighting to stuff the money bags of the big bankers. These "free citizens" are, in fact, mere marionettes; their freedom is imaginary, and a brief glance at American work-methods and leisure-time entertainments is enough to prove conclusively that l’homme machine is not merely imminent: it is already the American reality.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

After years of fighting, the war was a complete stalemate and would have ended almost immediately in a negotiated settlement (as had most other European conflicts) had not the U.S. declared war on Germany.   As soon as Wilson's re-election had been engineered through the "he kept us out of war" slogan, a complete reversal of propaganda was instituted. In those days before radio and television, public opinion was controlled almost exclusively by newspapers. Many of the major newspapers were controlled by the Federal Reserve crowd. Now they began beating the drums over the "inevitability of war." Arthur Ponsonby, a memebr of the British parliament, admitted in his book Falsehood In War Time (E. P. Dutton & Co., Inc., New York, 1928): "There must have been more deliberate lying in the world from 1914 to 1918 than in any other period of the world's history." Propaganda concerning the war was heavily one-sided. Although after the war many historians admitted that one side was as guilty as the other in starting the war, Germany was pictured as a militaristic monster which wanted to rule the world. Remember, this picture was painted by Britain which had its soldiers in more countries around the world than all other nations put together. So-called "Prussian militarism" did exist, but it was no threat to conquer the world. Meanwhile, the sun never set on the British Empire! Actually, the Germans were proving to be tough business competitors in the world's markets and the British did not approve.

We ate three tiny, geometrically engineered appetizers, including a perfect cube of kabocha squash-flavored fish cake and an octopus "salad" consisting of one tiny piece of octopus brushed with a plum dressing. Then the waitress uncovered and lit the burner in the center of the table and set a shallow cast-iron pan on top. She poured a thin layer of sauce from a pitcher. Sukiyaki is all about the sauce, a mixture of soy sauce, mirin, sake, and sugar. It's frankly sweet. Usually I'm a tiresome person who complains about overly sweet food, but where soy sauce is involved, I make an exception, because soy sauce and sugar were born to hang. The waitress set down a platter of thin-sliced Wagyu beef, so marbled that it was nearly white. She asked if we wanted egg. This time I was prepared: only for me, thanks. Then she cooked us each a slice of beef. It was tender enough to cut with your tongue against the roof of your mouth. While we sighed over the meat, she began adding other ingredients to the pan: napa cabbage, tofu, wheat gluten (fu), fresh shiitake mushrooms, shirataki noodles, chrysanthemum leaves (shungiku), and, of course, negi. Suggested tourist slogan: Tokyo: We put negi in it. Then we were left to cook the rest of the meat and vegetables ourselves. I think we nailed it. (Actually, it's impossible to do it wrong.) Like chanko nabe and all Japanese hot pots, sukiyaki gets better as the meal goes on, because the sauce becomes more concentrated and soaks up more flavor from the ingredients cooking in it.

Marturano recommended something radical: do only one thing at a time. When you’re on the phone, be on the phone. When you’re in a meeting, be there. Set aside an hour to check your email, and then shut off your computer monitor and focus on the task at hand. Another tip: take short mindfulness breaks throughout the day. She called them “purposeful pauses.” So, for example, instead of fidgeting or tapping your fingers while your computer boots up, try to watch your breath for a few minutes. When driving, turn off the radio and feel your hands on the wheel. Or when walking between meetings, leave your phone in your pocket and just notice the sensations of your legs moving. “If I’m a corporate samurai,” I said, “I’d be a little worried about taking all these pauses that you recommend because I’d be thinking, ‘Well, my rivals aren’t pausing. They’re working all the time.’ ” “Yeah, but that assumes that those pauses aren’t helping you. Those pauses are the ways to make you a more clear thinker and for you to be more focused on what’s important.” This was another attack on my work style. I had long assumed that ceaseless planning was the recipe for effectiveness, but Marturano’s point was that too much mental churning was counterproductive. When you lurch from one thing to the next, constantly scheming, or reacting to incoming fire, the mind gets exhausted. You get sloppy and make bad decisions. I could see how the counterintuitive act of stopping, even for a few seconds, could be a source of strength, not weakness. This was a practical complement to Joseph’s “is this useful?” mantra. It was the opposite of zoning out, it was zoning in. In fact, I looked into it and found there was science to suggest that pausing could be a key ingredient in creativity and innovation. Studies showed that the best way to engineer an epiphany was to work hard, focus, research, and think about a problem—and then let go. Do something else. That didn’t necessarily mean meditate, but do something that relaxes and distracts you; let your unconscious mind go to work, making connections from disparate parts of the brain. This, too, was massively counterintuitive for me. My impulse when presented with a thorny problem was to bulldoze my way through it, to swarm it with thought. But the best solutions often come when you allow yourself to get comfortable with ambiguity. This is why people have aha moments in the shower. It was why Kabat-Zinn had a vision while on retreat. It was why Don Draper from Mad Men, when asked how he comes up with his great slogans, said he spends all day thinking and then goes to the movies. Janice Marturano was on

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

The Social Democrats wanted to believe that Marxism did the same for them, since the self-interest of workers was considered to be the engine of broad social progress. So when they promised to safeguard the economic concerns of their constituents, they were able to tell themselves that they were preaching a universal message. In reality, the Social Democrats’ Marxist ideology turned their party into one large special-interest group with no way of reaching beyond the closed circle of the working class. If you weren’t a Marxist, the Social Democrats had little or nothing to offer you, certainly not compared to the utopian allure of the Nazis. As one observer wrote, “They are incapable of issuing exciting slogans or making promises about an exciting future.

It was no accident that one of the advertising slogans for Holiday Inn, a chain that found success by building hundreds of motels near freeways and interstates, was “Holiday Inn. The best surprise is no surprise.” In this way, freeways have helped to rob many places of their personalities, smothering regional character under a blanket of sand and gravel. The interstates are designed to be monotonous, engineered to the same standards, governed by the same speed limits, with signs in identical colors and fonts indicating the distance to the next city. As a result they induce highway hypnosis, providing an experience less like motoring than like sitting on a vast concrete conveyor belt, cruise-controlling along with no effort required beyond keeping one eye on the road and another on your gas gauge, for mile after mile after mile. That numbing sameness reduces the landscape to a blur interrupted at regular intervals by overbright outposts of gas stations and fast-food chains, replicated in slightly different configurations right across the entire country, so that you can have breakfast at a Denny’s in the morning in Nashville and dinner at what appears to

Hermle is all about milling and achieving outstanding results. And we are committed to ensuring just this with our architecture, our structure, our work, our approach, our development, our engineering, our assembly and our service. Everything we achieve, change or optimize makes our results better, more precise, available more rapidly– nothing more and nothing less. "milling at its best" – as the slogan of Hermle AG – sums this up aptly.