Famous Manufacturing Quotes

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A celebrity is an object that the media manufactures today, just so they have a subject tomorrow.
Mokokoma Mokhonoana
Like its wartime prototype, the post-war propaganda drive was an immense success, as it persuaded not just businessmen but journalists and politicians that “the manufacture of consent,” in Walter Lippmann’s famous phrase, was a necessity throughout the public sphere.
Edward L. Bernays (Propaganda)
Most tourists mistranslated Jardins des Tuileries as relating to the thousands of tulips that bloomed here, but Tuileries was actually a literal reference to something far less romantic. This park had once been an enormous, polluted excavation pit from which Parisian contractors mined clay to manufacture the city’s famous red roofing tiles—or tuiles.
Dan Brown (The Da Vinci Code (Robert Langdon, #2))
The famous field altar came from the Jewish firm of Moritz Mahler in Vienna, which manufactured all kinds of accessories for mass as well as religious objects like rosaries and images of saints. The altar was made up of three parts, lberally provided with sham gilt like the whole glory of the Holy Church. It was not possible without considerable ingenuity to detect what the pictures painted on these three parts actually represented. What was certain was that it was an altar which could have been used equally well by heathens in Zambesi or by the Shamans of the Buriats and Mongols. Painted in screaming colors it appeared from a distance like a coloured chart intended for colour-blind railway workers. One figure stood out prominently - a naked man with a halo and a body which was turning green, like the parson's nose of a goose which has begun to rot and is already stinking. No one was doing anything to this saint. On the contrary, he had on both sides of him two winged creatures which were supposed to represent angels. But anyone looking at them had the impression that this holy naked man was shrieking with horror at the company around him, for the angels looked like fairy-tale monsters and were a cross between a winged wild cat and the beast of the apocalypse. Opposite this was a picture which was meant to represent the Holy Trinity. By and large the painter had been unable to ruin the dove. He had painted a kind of bird which could equally well have been a pigeon or a White Wyandotte. God the Father looked like a bandit from the Wild West served up to the public in an American film thriller. The Son of God on the other hand was a gay young man with a handsome stomach draped in something like bathing drawers. Altogether he looked a sporting type. The cross which he had in his hand he held as elegantly as if it had been a tennis racquet. Seen from afar however all these details ran into each other and gave the impression of a train going into a station.
Jaroslav Hašek (The Good Soldier Švejk)
It was getting harder, however. American magazines still looked shiny and lively, but by the early 1960s, writers like Flora were sensing trouble. With television's exploding popularity, more and more people were staring at screens instead of turning pages. Big corporations like car manufacturers were pulling their advertising dollars out of print and spending them on the airwaves. Magazines were bleeding ad pages and readers, and editors scrambled to balance budgets by retooling audiences.
Debbie Nathan (Sybil Exposed: The Extraordinary Story Behind the Famous Multiple Personality Case)
Some societies tried to solve the problem by establishing a central barter system that collected products from specialist growers and manufacturers and distributed them to those who needed them. The largest and most famous such experiment was conducted in the Soviet Union, and it failed miserably. ‘Everyone would work according to their abilities, and receive according to their needs’ turned in practice into ‘everyone would work as little as they can get away with, and receive as much as they could grab’.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
As we stated, after their initial conquest, the Milesians began assimilating the gnosis of their predecessors. Of course they were no lovers of the Druids. After all, the British Druids were collaborators with their dire enemies, the Amenists. Nevertheless, returning to the ancient homeland was a most important step for the displaced and despised Atonists. Owning and controlling the wellspring of knowledge proved to be exceptionally politically fortunate for them. It was a key move on the grand geopolitical chessboard, so to speak. From their new seats in the garden paradise of Britain they could set about conquering the rest of the world. Their designs for a “New World Order,” to replace one lost, commenced from the Western Isles that had unfortunately fallen into their undeserving hands. But why all this exertion, one might rightly ask? Well, a close study of the Culdees and the Cistercians provides the answer. Indeed, a close study of history reveals that, despite appearances to the contrary, religion is less of a concern to despotic men or regimes than politics and economics. Religion is often instrumental to those secretly attempting to attain material power. This is especially true in the case of the Milesian-Atonists. The chieftains of the Sun Cult did not conceive of Christianity for its own sake or because they were intent on saving the world. They wanted to conquer the world not save it. In short, Atonist Christianity was devised so the Milesian nobility could have unrestricted access to the many rich mines of minerals and ore existing throughout the British Isles. It is no accident the great seats of early British Christianity - the many famous churches, chapels, cathedrals and monasteries, as well as forts, castles and private estates - happen to be situated in close proximity to rich underground mines. Of course the Milesian nobility were not going to have access to these precious territories as a matter of course. After all, these sites were often located beside groves and earthworks considered sacred by natives not as irreverent or apathetic as their unfortunate descendants. The Atonists realized that their materialist objectives could be achieved if they manufactured a religion that appeared to be a satisfactory carry on of Druidism. If they could devise a theology which assimilated enough Druidic elements, then perhaps the people would permit the erection of new religious sites over those which stood in ruins. And so the Order of the Culdees was born. So, Christianity was born. In the early days the religion was actually known as Culdeanism or Jessaeanism. Early Christians were known as Culdeans, Therapeuts or suggestively as Galileans. Although they would later spread throughout Europe and the Middle East, their birthplace was Britain.
Michael Tsarion (The Irish Origins of Civilization, Volume One)
Economists have always been haunted by the spectre of ‘diminishing returns’. Ricardo had famously seen ‘diminishing returns’ in agriculture leading to a progressive fall in the rate of profit, a progressive shift of the terms of trade between manufacturing and agriculture in favour of the latter and the eventual denouement of a stationary state where further growth became impossible. Even Keynes in the aforementioned work saw ‘diminishing returns’ in food production as undermining the Eldorado even if the war had not done so. And yet none of these fears have come true. The terms of trade between manufacturing and agriculture have shown a secular tendency to shift against, rather than in favour of, the latter; and while the growth rate under capitalism has come down of late, this has nothing to do with any fall in the profit rate caused by ‘diminishing returns’. Likewise, the advanced capitalist world has no difficulty to this day in meeting its food requirements, belying the fears of Keynes. How then do we explain this contrast between fears and reality?
Prabhat Patnaik (The Veins of the South Are Still Open: Debates Around the Imperialism of Our Time)
What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto
Reid Hoffman (The Startup of You: Adapt to the Future, Invest in Yourself, and Transform Your Career)
The complex Japanese aircraft designation systems proved confusing during and after the war. Several forms of nomenclature applied to Imperial Navy aircraft, but just two are important. The first system (“short form”) comprised a letter, number, letter (e.g., A5M). The first letter identified mission (A = carrier fighter, B = carrier bomber, G = land-based bomber, etc.). This was followed by a numeral indicating the numerical sequence of that model for the mission (5 = fifth carrier fighter). The second letter designated the manufacturer (the most important were A = Aichi, K = Kawanishi, M = Mitsubishi, N = Nakajima). The second major system was the type number from the year of service introduction under the Japanese calendar. By the Japanese calendar, 1936 was Year 2596, from which “96” was taken as the year of introduction. The year 1940 was Year 2600, hence the famous designation of the Mitsubishi A6M Carrier Fighter as the Type “0” or “Zero.” Imperial Army aircraft bore a Kitai (airframe) number (e.g., Ki-27), a type number/mission designator based on the Japanese calendar (Army Type 97 fighter had a 1937 year of introduction), and sometimes a name. The Imperial Navy resisted the use of names before capitulating to this system in 1943. To unify and simplify the identification of Japanese aircraft, the United States adopted a system by 1943 of providing male (fighters) and female (bombers) names for Japanese aircraft. Hence, the A6M “Zero” became officially the “Zeke” (although the Zero alone of Japanese aircraft continued to be widely known by that designation), while the “Nell” stood for the G3M and “Betty” for the G4M. This system has become so entrenched in decades of literature about the Pacific War that it will be used here for purposes of clarity.
Richard Frank (Tower of Skulls: A History of the Asia-Pacific War, Volume I: July 1937-May 1942)
His famous example of the pin manufacturers makes this case. Smith explains how eighteen separate operations are employed to produce pins. Because of specialized technology and the division of labor, each employee could make 4,800 times more pins in a day than an individual could fabricate on his own.
James Dale Davidson (The Sovereign Individual: Mastering the Transition to the Information Age)
Much ink has been spilled over whether fascism represented an emergency form of capitalism, a mechanism devised by capitalists by which the fascist state—their agent—disciplined the workforce in a way no traditional dictatorship could do. Today it is quite clear that businessmen often objected to specific aspects of fascist economic policies, sometimes with success. But fascist economic policy responded to political priorities, and not to economic rationale. Both Mussolini and Hitler tended to think that economics was amenable to a ruler’s will. Mussolini returned to the gold standard and revalued the lira at 90 to the British pound in December 1927 for reasons of national prestige, and over the objections of his own finance minister. Fascism was not the first choice of most businessmen, but most of them preferred it to the alternatives that seemed likely in the special conditions of 1922 and 1933—socialism or a dysfunctional market system. So they mostly acquiesced in the formation of a fascist regime and accommodated to its requirements of removing Jews from management and accepting onerous economic controls. In time, most German and Italian businessmen adapted well to working with fascist regimes, at least those gratified by the fruits of rearmament and labor discipline and the considerable role given to them in economic management. Mussolini’s famous corporatist economic organization, in particular, was run in practice by leading businessmen. Peter Hayes puts it succinctly: the Nazi regime and business had “converging but not identical interests.” Areas of agreement included disciplining workers, lucrative armaments contracts, and job-creation stimuli. Important areas of conflict involved government economic controls, limits on trade, and the high cost of autarky—the economic self-sufficiency by which the Nazis hoped to overcome the shortages that had lost Germany World War I. Autarky required costly substitutes—Ersatz— for such previously imported products as oil and rubber. Economic controls damaged smaller companies and those not involved in rearmament. Limits on trade created problems for companies that had formerly derived important profits from exports. The great chemical combine I. G. Farben is an excellent example: before 1933, Farben had prospered in international trade. After 1933, the company’s directors adapted to the regime’s autarky and learned to prosper mightily as the suppliers of German rearmament. The best example of the expense of import substitution was the Hermann Goering Werke, set up to make steel from the inferior ores and brown coal of Silesia. The steel manufacturers were forced to help finance this operation, to which they raised vigorous objections.
Robert O. Paxton (The Anatomy of Fascism)
The flying geese theory, and historical experience in America, Asia, and Europe, predict that as factories accumulate in a developing country, locals will eventually take over ownership and become the next wave of manufacturing moguls. There is reason to believe that this will happen in Africa as well. Some countries, perhaps most famously Ethiopia, have policies to encourage local ownership in manufacturing. Many government tenders advantage local manufacturers, and financing by country-level development banks is often available only to locals.
Irene Yuan Sun (The Next Factory of the World: How Chinese Investment Is Reshaping Africa)
Jean-Paul Sartre is one of the most widely recognized and cited thinkers of existential philosophy. A movement of thinking that took form during the 19th century, fashioned by individuals like Soren Kierkegaard, Friedrich Nietzche, and Fyodor Dostoevsky, and then further popularized by individuals including Albert Camus, Martin Heidegger, and of course, Sartre. In Sartre’s lecture, Existentialism is a Humanism, he famously summarized the primary existential principle with the line, “Existence precedes essence.” The essence here meaning the qualities of a thing that creates its purpose. For example, Sartre references how a paper-knife is designed with a specific purpose in mind before it is made. And only once it is given a predetermined purpose and designed accordingly, is it manufactured into being. In which case, its essence precedes its existence. With exception to itself, humanity does this with nearly everything it makes. As rational beings, we create out of reason. Even if the reason is to make the point that we can create things for no reason, we have merely found ourselves in the paradox of creating for the reason of having none, which remains a reason. We exist with the innate desire for a reason. What we do. Who we are. Why we are. And so on. And here lies the beginning of our existential problem. According to Sartre and many others, there is no predetermined meaning or reason to human life. There is no authority figure designing us or our lives. And there is no essence to our existence prior to our existence. But rather, life exists for itself, and beyond itself, it is intrinsically meaningless. Whenever our sense of reason and logic confront this potential realization, that the nature of life, including the most essential part of our life, our self, appears to not agree with the same order of reason, we can often find ourselves in a sort of existential crisis. However, Sartre and the existentialists don’t see this as despairing, but rather, justification for living.
Robert Pantano
Recall that GDP, gross domestic product, the dominant metric in economics for the last century, consists of a combination of consumption, plus private investments, plus government spending, plus exports-minus-imports. Criticisms of GDP are many, as it includes destructive activities as positive economic numbers, and excludes many kinds of negative externalities, as well as issues of health, social reproduction, citizen satisfaction, and so on. Alternative measures that compensate for these deficiencies include: the Genuine Progress Indicator, which uses twenty-six different variables to determine its single index number; the UN’s Human Development Index, developed by Pakistani economist Mahbub ul Haq in 1990, which combines life expectancy, education levels, and gross national income per capita (later the UN introduced the inequality-adjusted HDI); the UN’s Inclusive Wealth Report, which combines manufactured capital, human capital, natural capital, adjusted by factors including carbon emissions; the Happy Planet Index, created by the New Economic Forum, which combines well-being as reported by citizens, life expectancy, and inequality of outcomes, divided by ecological footprint (by this rubric the US scores 20.1 out of 100, and comes in 108th out of 140 countries rated); the Food Sustainability Index, formulated by Barilla Center for Food and Nutrition, which uses fifty-eight metrics to measure food security, welfare, and ecological sustainability; the Ecological Footprint, as developed by the Global Footprint Network, which estimates how much land it would take to sustainably support the lifestyle of a town or country, an amount always larger by considerable margins than the political entities being evaluated, except for Cuba and a few other countries; and Bhutan’s famous Gross National Happiness, which uses thirty-three metrics to measure the titular quality in quantitative terms.
Kim Stanley Robinson (The Ministry for the Future)
For many people, the pursuit of money and status can supply them with plenty of motivation and focus. Such types would consider figuring out their calling in life a monumental waste of time and an antiquated notion. But in the long run this philosophy often yields the most impractical of results. We all know the effects of “hyperintention”: If we want and need desperately to sleep, we are less likely to fall asleep. If we absolutely must give the best talk possible at some conference, we become hyperanxious about the result, and the performance suffers. If we desperately need to find an intimate partner or make friends, we are more likely to push them away. If instead we relax and focus on other things, we are more likely to fall asleep or give a great talk or charm people. The most pleasurable things in life occur as a result of something not directly intended and expected. When we try to manufacture happy moments, they tend to disappoint us. The same goes for the dogged pursuit of money and success. Many of the most successful, famous, and wealthy individuals do not begin with an obsession with money and status. One prime example would be Steve Jobs, who amassed quite a fortune in his relatively short life. He actually cared very little for material possessions. His singular focus was on creating the best and most original designs, and when he did so, good fortune followed him.
Robert Greene (The Daily Laws: 366 Meditations on Power, Seduction, Mastery, Strategy, and Human Nature)
Like many successful Chinese firms, it is caught at the bottom of what Taiwanese technology baron Stan Shih famously called the “smile.” Shih observed that in the tech industry, high profits are earned at one end by companies that control the design of core technologies (such as Intel), and at the other by companies that control the design and distribution of products to consumers (such as Apple). In between are commodity firms that manufacture and assemble the products, in high volumes but for low profit margins. Taiwan is filled with such low-margin bottom-of-the-smile firms, such as Shih’s own Acer, TSMC (the world’s biggest contract maker of integrated circuits), and Foxconn (the world’s biggest contract assembler of consumer electronics). For the most part, China’s technology companies seem to be heading in the same direction.
Arthur R. Kroeber (China's Economy: What Everyone Needs to Know)
In the 1992 presidential debate, third-party candidate Ross Perot famously warned about a 'giant sucking sound' of American jobs going south of the border to low-wage nations once trade protections were dropped. Perot was right, but no one in our government listened to him. Tariffs were ditched, and then Bill Clinton moved into the White House...He continued Reagan's trade policies and committed the United States to so-called free-trade agreements such as GATT, NAFTA, and the WTO, thus removing all the protections that had kept our domestic manufacturing industries safe from foreign corporate predators for two centuries.
Thom Hartmann
Some societies tried to solve the problem by establishing a central barter system that collected products from specialist growers and manufacturers and distributed them to those who needed them. The largest and most famous such experiment was conducted in the Soviet Union, and it failed miserably. ‘Everyone would work according to their abilities, and receive according to their needs’ turned out in practice into ‘everyone would work as little as they can get away with, and receive as much as they could grab’.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
Adidas. The popular running shoes, famous since marathons became popular in the late 1970's, bear the name of their German inventor and manufacturer Adi Dassler.
Robert Hendrickson (The Facts on File Encyclopedia of Word and Phrase Origins: Definitions and Origins of More Than 12,500 Words and Expressions)
Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.
Saurabh Mukherjea (The Unusual Billionaires)
We are seeing an evolution toward services rather than physical transactions,” Allison said at our conference. “There’s been a fragmentation of the customer experience. When you bought a car, or you leased a car, that was one interaction. Then as you went and needed service for your car, there’d be a different interaction at the dealership. And for all these years, the cars weren’t connected, so we really didn’t have a view of the journey that you’re on.” Allison is absolutely right about the fragmentation of the customer experience—most of the big auto manufacturers conceded the service aspect of their industry to thousands of dealerships and repair shops a long time ago. Today Ford is actively trying to remedy that. As Allison noted, “FordPass is a portal to a seamless customer experience.” FordPass app users can warm up their cars in the driveway on cold mornings, find and reserve parking spots, schedule service appointments, find nearby gas stations, and make mobile payments. Henry Ford had a famous quote: “If I had asked people what they wanted, they would have said a faster horse.” Today Ford understands that it can’t solve for mobility just by selling more cars.
Tien Tzuo (Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It)
Late in the nineteenth century came the first signs of a “Politics in a New Key”: the creation of the first popular movements dedicated to reasserting the priority of the nation against all forms of internationalism or cosmopolitanism. The decade of the 1880s—with its simultaneous economic depression and broadened democratic practice—was a crucial threshold. That decade confronted Europe and the world with nothing less than the first globalization crisis. In the 1880s new steamships made it possible to bring cheap wheat and meat to Europe, bankrupting family farms and aristocratic estates and sending a flood of rural refugees into the cities. At the same time, railroads knocked the bottom out of what was left of skilled artisanal labor by delivering cheap manufactured goods to every city. At the same ill-chosen moment, unprecedented numbers of immigrants arrived in western Europe—not only the familiar workers from Spain and Italy, but also culturally exotic Jews fleeing oppression in eastern Europe. These shocks form the backdrop to some developments in the 1880s that we can now perceive as the first gropings toward fascism. The conservative French and German experiments with a manipulated manhood suffrage that I alluded to earlier were extended in the 1880s. The third British Reform Bill of 1884 nearly doubled the electorate to include almost all adult males. In all these countries, political elites found themselves in the 1880s forced to adapt to a shift in political culture that weakened the social deference that had long produced the almost automatic election of upper-class representatives to parliament, thereby opening the way to the entry of more modest social strata into politics: shopkeepers, country doctors and pharmacists, small-town lawyers—the “new layers” (nouvelles couches) famously summoned forth in 1874 by Léon Gambetta, soon to be himself, the son of an immigrant Italian grocer, the first French prime minister of modest origins. Lacking personal fortunes, this new type of elected representative lived on their parliamentarians’ salary and became the first professional politicians. Lacking the hereditary name recognition of the “notables” who had dominated European parliaments up to then, the new politicians had to invent new kinds of support networks and new kinds of appeal. Some of them built political machines based upon middle-class social clubs, such as Freemasonry (as Gambetta’s Radical Party did in France); others, in both Germany and France, discovered the drawing power of anti-Semitism and nationalism. Rising nationalism penetrated at the end of the nineteenth century even into the ranks of organized labor. I referred earlier in this chapter to the hostility between German-speaking and Czech-speaking wage earners in Bohemia, in what was then the Habsburg empire. By 1914 it was going to be possible to use nationalist sentiment to mobilize parts of the working class against other parts of it, and even more so after World War I. For all these reasons, the economic crisis of the 1880s, as the first major depression to occur in the era of mass politics, rewarded demagoguery. Henceforth a decline in the standard of living would translate quickly into electoral defeats for incumbents and victories for political outsiders ready to appeal with summary slogans to angry voters.
Robert O. Paxton (The Anatomy of Fascism)
March 8: Love Happy is released. Marilyn’s total screen time is thirty-eight seconds—long enough for Groucho to respond to her slinking into his detective agency office with the question, “Is there anything I can do for you?” He promptly responds, “What a ridiculous statement.” Marilyn tells him that men keep following her and sways out of camera range as Groucho comments, “Really? I can’t understand why.” Marilyn later recalled, “There were three girls there and Groucho had us each walk away from him. . . . I was the only one he asked to do it twice. Then he whispered in my ear, ‘You have the prettiest ass in the business.’ I’m sure he meant it in the nicest way.” Groucho later said Marilyn was “Mae West, Theda Bara and Bo Peep rolled into one.” Marilyn received $500 for her appearance and another three hundred to pose for promotional photographs. Marilyn is sent on a promotional tour for a fee of one hundred dollars a week. She meets dress manufacturer Henry Rosenfeld in New York City, and they become lifelong friends. During this period she also does her famous Jones Beach photo sessions with Andre de Dienes. The tour takes her to Detroit, Cleveland, Chicago, Milwaukee, and Rockford, Illinois. Marilyn attends a party at the Chicago nightclub Ricketts with Roddy McDowell. Marilyn appears in print advertisement for Kyron diet pills, with accompanying text: “If you want slim youthful lines like Miss Monroe and other stars, start the KYRON Way to slenderness—today!
Carl Rollyson (Marilyn Monroe Day by Day: A Timeline of People, Places, and Events)
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SRS Engineering Corporation
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Maruti Enterprises
Experience has shown that the mass-armies of “democratic” states fight with greater zeal when they are animated by hatred and supported by a hate-crazed populace that fancies it is fighting a holy war. Lies have therefore become military equipment, a kind of mental logistics; but it is the essence of such propaganda that its spuriousness is known only to the persons who manufacture it. The model of such operations is the famous lie-factory managed by Lord Bryce during the First World War, in which a corps of expert technicians forged photographs, while expert liars, including Arnold Toynbee, concocted stories of “atrocities” to inspire the emotionally overwrought British with a fanatic’s hatred of the incredibly bestial Germans and with a noble Christian ardour to kill them.
Revilo Oliver
President Obama once famously said that you would need a magic wand to bring back the manufacturing jobs lost during his administration. Well, abracadabra, Mr. Former President. The Trump administration has added 1 million manufacturing, construction, and energy jobs.
Donald Trump Jr. (Triggered: How the Left Thrives on Hate and Wants to Silence Us)
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.
Jay Harman (The Shark's Paintbrush: Biomimicry and How Nature is Inspiring Innovation)
famous Swiss manufacturer of flavors and fragrances, Givaudan,
Michael Moss (Salt Sugar Fat: How the Food Giants Hooked Us)
The celebs I hate are the manufactured celebs. Famous people are surrounded by parasites and cocksuckers - people who hope to make a bit out of it themselves or grab a few crumbs from the table. But a while back one of these parasites figured out "why go through all the hard work of trying to discover a talented sucker before somebugger else does?". "Why not just CREATE one, right here, right now?". So they pick someone who maybe owns one or two bits of the celebrity toolbox - an arse that doesn't look like it fell off the back of a refuse truck, or a complete lack of self-consciousness - and teach them to simulate the other bits. It works fine for the cameras, but when you meet them in real life - oh dear.
Andre the BFG (Andre's Adventures in MySpace (Book 3))
Google was in the water when the waves of Internet traffic came because it was tinkering with new ideas under the umbrella of Google’s famous “20% Time.” “20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes. Behind this concept (which is meticulously outlined in an excellent book by Ryan Tate called The 20% Doctrine) is the idea of constantly tinkering with potential trends—having a toe in interesting waters in case waves form. This kind of budgeted experimentation helps businesses avoid being disrupted, by helping them harness waves on which younger competitors might otherwise use to ride past them. It’s helped companies like Google, 3M, Flickr, Condé Nast, and NPR remain innovative even as peer companies plateaued. In contrast, companies that are too focused on defending their current business practice and too fearful to experiment often get overtaken. For example, lack of experimentation in digital media has cost photo brand Kodak nearly $ 30 billion in market capitalization since the digital photography wave overwhelmed it in the late ’90s. The best way to be in the water when the wave comes is to budget time for swimming.
Shane Snow (Smartcuts: How Hackers, Innovators, and Icons Accelerate Success)
In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.
Peter Morville (Planning for Everything: The Design of Paths and Goals)
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