Improvement Is A Continuous Process Quotes

The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. True long-term thinking is goal-less thinking. It’s not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress.

True long-term thinking is goal-less thinking. It’s not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress.

When everything is a priority, nothing is a priority.

Learning, without any opportunities to share what we've learned, is a little like cooking for ourselves; we do it, but we probably won't do it as well.

I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win-win solution. Shall I continue to count?

Just because the dates change, does not mean you have to change. The continuous path towards self-improvement is a timeless process.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

You will create yourself with continuous self-education.

Chaos is the enemy of any organization the strives to be outstanding.

To a remarkable extent, our hunting ancestors reversed this process. The longer they spent observing something, the deeper their understanding and connection to reality. With experience, their hunting skills would progress. With continued practice, their ability to make effective tools would improve.

[Hot flashes] are the prime cause of sleep disruption in women over age fifty, Suzanne Woodward of Wayne State University School of Medicine reports. Her studies show that hot flashes in sleep occur about once an hour. Most prompt an arousal of three minutes or longer. Independently of their hot flashes, women who have them still awaken briefly every eight minutes on average. The sleep process dramatically blunts memory for awakenings, Woodward said, and in the morning women seldom realize how poorly they slept. Instead, they often focus on the daytime consequences of poor sleep, which include fatigue, lethargy, mood swings, depression, and irritability. Many women and their doctors, Woodward said, dismiss such symptoms as "just menopause." This is a mistake, she suggested, because treatment can reduce or eliminate hot flashes, aid sleep, relieve other symptoms, and improve a woman's quality of life. Treatment also helps keep frequent awakenings from becoming a bad habit that continues after hot flashes subside.

If you want engagement, you must engage.

Chaos is NOT a condition of doing business.

It turned out self-discovery was a process that everyone continued to explore. One never stopped growing therefore, they never truly stopped discovering.

It was the Scrum Master’s job to guide the team toward continuous improvement—to ask with regularity, “How can we do what we do better?” Ideally, at the end of each iteration, each Sprint, the team would look closely at itself—at its interactions, practices, and processes—and ask two questions: “What can we change about how we work?” and “What is our biggest sticking point?” If those questions are answered forthrightly, a team can go faster than anyone ever imagined.

it is widely felt that if there is to be any general world view it should be taken as the ‘received’ and ‘final’ notion concerning the nature of reality. But my attitude has, from the beginning, been that our notions concerning cosmology and the general nature of reality are in a continuous process of development, and that one may have to start with ideas that are merely some sort of improvement over what has thus far been available, and to go on from there to ideas that are better.

There is no such thing as failure. Life sometimes gives you setbacks. It reminds you to be humble, to sit and contemplate, to cope, to support and reinvent yourself based on newly accumulated experiences. It’s a continuous learning process people sometimes don’t fully understand. But, just wait. Just breathe. Let yourself be carried away. With each day you are better - you know more, you experience more - you have more and more resources in order to adjust, to act, and to win.

It’s often the case that teams working in agile processes do not actually go back to improve the user interface of the software. But, as the saying goes, “it’s not iterative if you only do it once.” Teams need to make a commitment to continuous improvement, and that means not simply refactoring code and addressing technical debt but also reworking and improving user interfaces. Teams must embrace the concept of UX debt and make a commitment to continuous improvement of the user experience.

Having a process that ensures problems are brought to the surface, and their root causes diagnosed, assures that continual improvements occur.

a process that ensures problems are brought to the surface, and their root causes diagnosed, assures that continual improvements occur.

Exposure promotes understanding, understanding promotes empathy, and empathy promotes compromise.

Excellence is about striking a balance between planning and action. Too much planning means too little action and too little action means too much planning.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

I have not yet been able to stereotype my theological views, and have ceased to expect ever to do so. The idea is preposterous. None but an omniscient mind can continue to maintain a precise identity of views and opinions. Finite minds, unless they are asleep or stultified by prejudice, must advance in knowledge. The discovery of new truth will modify old views and opinions, and there is perhaps no end to this process with finite minds in any world. True Christian consistency does not consist in stereotyping our opinions and views, and in refusing to make any improvement lest we should be guilty of change, but it consists in holding our minds open to receive the rays of truth from every quarter and in changing our views and language and practice as often and as fast, as we can obtain further information. I call this Christian consistency, because this course alone accords with a Christian profession. A Christian profession implies the profession of candour and of a disposition to know and obey all truth. It must follow, that Christian consistency implies continued investigation and change of views and practice corresponding with increasing knowledge. No Christian, therefore, and no theologian should be afraid to change his views, his language, or his practices in conformity with increasing light. The prevalence of such a fear would keep the world, at best, at a perpetual stand-still, on all subjects of science, and consequently all improvements would be precluded.

Summary of Scrum vs Kanban Similarities: - Both are Lean and Agile - Both use pull scheduling - Both limit WIP - Both use transperency to drive process improvement - Both focus on delivering releasable software and often - Both are based on self-organizing teams - Both require breaking the work into pieces. - In both, the release plan is continuously optimized based on empirical data (velocity/lead time)

Democracy is a continuous, open process of civility. A democracy can never be “done”; updating democracy can never be over. Democracy can be nothing else but a continuous process, because we use it to organize our life, and life is nothing but a continuous process. Democracy can be compared to an operating system or an anti-virus software; if it does not get perpetually updated, it becomes obsolete very fast. Trusting the updates or the “improvements” of democracy to the elected and the owned mass media is like trusting the updates of an anti-virus program to virus creators; it defeats the purpose of updates or improvements.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Software development is the process of creating a computer software. It includes preparing a design, coding the program, and fixing the bugs. The final goal of software development is to translate user needs to software product, while continuously improving the team and the process.

Those involved in the redesign process must know what they would do if they could do whatever they wanted. Such knowledge is essential if they are to set meaningful goals for the future. The outcome of such a design is idealized in the sense that the resulting system is ideal seeking, not ideal. It should be subject to continuous improvement with further experience and changing environments. The only certainty is that some of whatever we think we will want five or ten years from now will not be wanted then. Such a vision should be inspiring, a work of art. It should facilitate making short-run sacrifices for the sake of longer-run gains.

Nature compels us all to move through life. We could not remain stationary however much we wished. Every right-thinking person wants not merely to move through life like a sound-producing, perambulating plant, but to develop – to improve – and to continue the development mentally to the close of physical life. This development can occur only through the improvement of the quality of individual thought and the ideals, actions and conditions that arise as a consequence. Hence a study of the creative processes of thought and how to apply them is of supreme importance to each one of us. This knowledge is the means whereby the volition of human life on earth may be hastened and uplifted in the process. Humanity ardently seeks “The Truth” and explores every avenue to it.

We understand deeply that until all women are free no man can be free. Even when we believe that we've taken everything into consideration we acknowledge that we may be behaving as badly and as snoolishly as our forefathers. We are learning to recognize this as a culturally inherited blind spot that leads inevitably to the destruction of women and all life on Earth, including ourselves. Moreover: We resolve to accept counsel when criticism is offered regarding our deficiencies and to make every effort to improve. We resolve not to unduly burden our Sisters by insisting that they teach us, correct us, and explain to us. We resolve to respect Women's Space. We resolve to encourage all women to activate the fullness of their potential and never stand in the way. We resolve to take responsibility for our share of domestic chores and childcare. We resolve to meet together regularly as men to learn how to transform our violent tendencies. We resolve to eradicate all eroticism that depends upon a paradigm of dominance and submission. We resolve to continue diligently the process of forgetting “how to be a man.” Statement from the Biophilic Brotherhood, dated January 1, 2019 BE

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

Zuckerberg says that Facebook is committed “to continue improving our tools to give you the power to share your experience” with others.8 Yet what people might really need are the tools to connect to their own experiences. In the name of “sharing experiences,” people are encouraged to understand what happens to them in terms of how others see it. If something exciting happens, the gut instinct of Facebook users is to pull out their smartphones, take a picture, post it online, and wait for the “likes.” In the process they barely notice what they themselves feel. Indeed, what they feel is increasingly determined by the online reactions. People estranged from their bodies, senses, and physical environment are likely to feel alienated and disoriented. Pundits often blame such feelings of alienation on the decline of religious and national bonds, but losing touch with your body is probably more important. Humans lived for millions of years without religions and without nations; they can probably live happily without them in the twenty-first century too. Yet they cannot live happily if they are disconnected from their bodies. If you don’t feel at home in your body, you will never feel at home in the world.

As long as there have been humans, we have searched for our place in the Cosmos. In the childhood of our species (when our ancestors gazed a little idly at the stars), among the Ionian scientists of ancient Greece, and in our own age, we have been transfixed by this question: Where are we? Who are we? We find that we live on an insignificant planet of a humdrum star lost between two spiral arms in the outskirts of a galaxy which is a member of a sparse cluster of galaxies, tucked away in some forgotten corner of a universe in which there are far more galaxies than people. This perspective is a courageous continuation of our penchant for constructing and testing mental models of the skies; the Sun as a red-hot stone, the stars as celestial flame, the Galaxy as the backbone of night. Since Aristarchus, every step in our quest has moved us farther from center stage in the cosmic drama. There has not been much time to assimilate these new findings. The discoveries of Shapley and Hubble were made within the lifetimes of many people still alive today. There are those who secretly deplore these great discoveries, who consider every step a demotion, who in their heart of hearts still pine for a universe whose center, focus and fulcrum is the Earth. But if we are to deal with the Cosmos we must first understand it, even if our hopes for some unearned preferential status are, in the process, contravened. Understanding where we live is an essential precondition for improving the neighborhood. Knowing what other neighborhoods are like also helps. If we long for our planet to be important, there is something we can do about it. We make our world significant by the courage of our questions and by the depth of our answers. We embarked on our cosmic voyage with a question first framed in the childhood of our species and in each generation asked anew with undiminished wonder: What are the stars? Exploration is in our nature. We began as wanderers, and we are wanderers still. We have lingered long enough on the shores of the cosmic ocean. We are ready at last to set sail for the stars.

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

Working hard is important. But more effort does not necessarily yield more results. “Less but better” does. Ferran Adrià, arguably the world’s greatest chef, who has led El Bulli to become the world’s most famous restaurant, epitomizes the principle of “less but better” in at least two ways. First, his specialty is reducing traditional dishes to their absolute essence and then re-imagining them in ways people have never thought of before. Second, while El Bulli has somewhere in the range of 2 million requests for dinner reservations each year, it serves only fifty people per night and closes for six months of the year. In fact, at the time of writing, Ferran had stopped serving food altogether and had instead turned El Bulli into a full-time food laboratory of sorts where he was continuing to pursue nothing but the essence of his craft.1 Getting used to the idea of “less but better” may prove harder than it sounds, especially when we have been rewarded in the past for doing more … and more and more. Yet at a certain point, more effort causes our progress to plateau and even stall. It’s true that the idea of a direct correlation between results and effort is appealing. It seems fair. Yet research across many fields paints a very different picture. Most people have heard of the “Pareto Principle,” the idea, introduced as far back as the 1790s by Vilfredo Pareto, that 20 percent of our efforts produce 80 percent of results. Much later, in 1951, in his Quality-Control Handbook, Joseph Moses Juran, one of the fathers of the quality movement, expanded on this idea and called it “the Law of the Vital Few.”2 His observation was that you could massively improve the quality of a product by resolving a tiny fraction of the problems. He found a willing test audience for this idea in Japan, which at the time had developed a rather poor reputation for producing low-cost, low-quality goods. By adopting a process in which a high percentage of effort and attention was channeled toward improving just those few things that were truly vital, he made the phrase “made in Japan” take on a totally new meaning. And gradually, the quality revolution led to Japan’s rise as a global economic power.3

The Future of Lead Generation CallTrack.AI stands at the forefront of a new era in lead generation. By harnessing the capabilities of AI, businesses can not only improve their lead generation processes but also revolutionize the way they interact with prospects. The result is a more efficient, personalized, and successful approach to converting leads into loyal customers. As AI continues to evolve, CallTrack.AI remains a pivotal tool for businesses looking to thrive in the digital marketplace. Read more at CallTrack.Ai

Consequently two viewpoints are always tenable. The one, how can you improve human nature until you have changed the system? The other, what is the use of changing the system before you have improved human nature? They appeal to different individuals, and they probably show a tendency to alternate in point of time. The moralist and the revolutionary are constantly undermining one another. Marx exploded a hundred tons of dynamite beneath the moralist position, and we are still living in the echo of that tremendous crash. But already, somewhere or other, the sappers are at work and fresh dynamite is being tamped in place to blow Marx at the moon. Then Marx, or somebody like him, will come back with yet more dynamite, and so the process continues, to an end we cannot yet foresee. The central problem — how to prevent power from being abused — remains unsolved. Dickens, who had not the vision to see that private property is an obstructive nuisance, had the vision to see that. ‘If men would behave decently the world would be decent’ is not such a platitude as it sounds.

The autobiographical self (D’Amasio 2000) incorporates the reflective self and some of the emotional self, and it provides the sense of “I” having a unique past and future. The core self involves an underlying and largely nonverbal feeling of “I” that has little sense of the past or the future. If the PFC—which provides most of the neural substrate of the autobiographical self—were to be damaged, the core self would remain, though with little sense of continuity with the past or future. On the other hand, if the subcortical and brain stem structures which the core self relies upon were damaged, then both the core and autobiographical selves would disappear, which suggests that the core self is the neural and mental foundation of the autobiographical self (D’Amasio 2000). When your mind is very quiet, the autobiographical self seems largely absent, which presumably corresponds to a relative deactivation of its neural substrate. Meditations that still the mind, such as the concentration practices we explored in the previous chapter, improve conscious control over that deactivation process.

strategy of kaizen, which is Japanese for “continuous improvement” and which just as easily could be called corporate deep practice. Kaizen is the process of finding and improving small problems. Each employee, from the janitor on up, has authority to halt the production line if they spot a problem. (Each factory has pull cords on the factory floor, called andons.) The vast majority of improvements come from employees, and the vast majority of those changes are small: a one-foot shift in the location of a parts bin, for instance. But they add up. It's

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

While a 10x improvement is gargantuan, Teller has very specific reasons for aiming exactly that high. “You assume that going 10x bigger is going to be ten times harder,” he continues, “but often it’s literally easier to go bigger. Why should that be? It doesn’t feel intuitively right. But if you choose to make something 10 percent better, you are almost by definition signing up for the status quo—and trying to make it a little bit better. That means you start from the status quo, with all its existing assumptions, locked into the tools, technologies, and processes that you’re going to try to slightly improve. It means you’re putting yourself and your people into a smartness contest with everyone else in the world. Statistically, no matter the resources available, you’re not going to win. But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions. You’re going to have to throw out the rule book. You’re going to have to perspective-shift and supplant all that smartness and resources with bravery and creativity.” This perspective shift is key. It encourages risk taking and enhances creativity while simultaneously guarding against the inevitable decline. Teller explains: “Even if you think you’re going to go ten times bigger, reality will eat into your 10x. It always does. There will be things that will be more expensive, some that are slower; others that you didn’t think were competitive will become competitive. If you shoot for 10x, you might only be at 2x by the time you’re done. But 2x is still amazing. On the other hand, if you only shoot for 2x [i.e., 200 percent], you’re only going to get 5 percent and it’s going to cost you the perspective shift that comes from aiming bigger.” Most critically here, this 10x strategy doesn’t hold true just for large corporations. “A start-up is simply a skunk works without the big company around it,” says Teller. “The upside is there’s no Borg to get sucked back into; the downside is you have no money. But that’s not a reason not to go after moonshots. I think the opposite is true. If you publicly state your big goal, if you vocally commit yourself to making more progress than is actually possible using normal methods, there’s no way back. In one fell swoop you’ve severed all ties between yourself and all the expert assumptions.” Thus entrepreneurs, by striving for truly huge goals, are tapping into the same creativity accelerant that Google uses to achieve such goals. That said, by itself, a willingness to take bigger risks

Each of us wages a private battle to thrive. Whenever a person fully immerses oneself in life’s aromatic flower garden of pleasures and encounters life’s warship of armor-plated rigors, they blend and bend to make reasonable accommodations for surviving. Scripted and unscripted encounters with superior militant forces bruise us mightily and eventually cut us to the core. Every person’s life contains a minefield of obstacles that function as potential barriers to achieving our ultimate manifestation. The expended labor of continuously hefting oneself over one contentious hurdle after another is what leads a conscientious person onto the path of needing to write in order to create emotional poultices to ameliorate painful wounds.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Seth Godin, author of more than a dozen bestsellers, including Purple Cow and Permission Marketing, understands the importance of frequency and consistency in a book marketing and public relations campaign. He practices these through following these seven steps: Permission marketing. This is a process by which marketers ask permission before sending ads to prospects. Godin pioneered the practice in 1995 with the founding of Yoyodyne, the Web’s first direct mail and promotions company (it used contests, online games, and scavenger hunts to market companies to participating users). He sold it to Yahoo! three years later. Editorial content. Godin was a long-time contributing editor to the popular Fast Company magazine. Blogging. Seth's Blog is one of the most-frequented blogs. Public speaking. Successful Meetings magazine named Godin one of the top 21 speakers of the 21st century. Words used to describe his lectures include "visual," "personal," and "dynamic." Community-building. His latest company, Squidoo.com, ranked among the top 125 sites in the U.S. (by traffic) by Quantcast, allows people to build a page about any topic that inspires them. The site raises money for charity and pays royalties to its million-plus members. E-books. Godin took a step to publish all his books electronically, then worked with Amazon on his own imprint, Domino, which published 12 books. Recently, Godin ended that project – since as he said in a blog, it was a "project" and he is always looking for more and different opportunities. Continuous improvement. Godin is always on the lookout for more ideas, more business opportunities and more engagement with his community.

As long as there have been humans, we have searched for our place in the Cosmos. In the childhood of our species (when our ancestors gazed a little idly at the stars), among the Ionian scientists of ancient Greece, and in our own age, we have been transfixed by this question: Where are we? Who are we? We find that we live on an insignificant planet of a humdrum star lost between two spiral arms in the outskirts of a galaxy which is a member of a sparse cluster of galaxies, tucked away in some forgotten corner of a universe in which there are far more galaxies than people. This perspective is a courageous continuation of our penchant for constructing and testing mental models of the skies; the Sun as a red-hot stone, the stars as celestial flame, the Galaxy as the backbone of night. Since Aristarchus, every step in our quest has moved us farther from center stage in the cosmic drama. There has not been much time to assimilate these new findings. The discoveries of Shapley and Hubble were made within the lifetimes of many people still alive today. There are those who secretly deplore these great discoveries, who consider every step a demotion, who in their heart of hearts still pine for a universe whose center, focus and fulcrum is the Earth. But if we are to deal with the Cosmos we must first understand it, even if our hopes for some unearned preferential status are, in the process, contravened. Understanding where we live is an essential precondition for improving the neighborhood. Knowing what other neighborhoods are like also helps. If we long for our planet to be important, there is something we can do about it. We make our world significant by the courage of our questions and by the depth of our answers. We embarked on our cosmic voyage with a question first framed in the childhood of our species and in each generation asked anew with undiminished wonder: What are the stars? Exploration is in our nature. We began as wanderers, and we are wanderers still. We have lingered long enough on the shores of the cosmic ocean. We are ready at last to set sail for the stars.

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.

SUCCESSFUL MUSCLE BUILDING: 7 TIPS FOR MORE MUSCLE MASS How does successful muscle building work? Today I have 7 tips for more muscle mass for you. In addition to the training itself, there are many other factors that determine success in building muscle. The more of the following points you take into account, the faster and more successfully you will be able to build muscle. THE RIGHT TRAINING PLAN No training plan is suitable for everyone. Find or create a training plan that matches your level and goals. For beginners, I recommend a full-body plan . The whole body is trained every time in 2-3 units per week. If you have been training longer and have some experience, I would recommend a 2 or 3 split. Every muscle group can be trained up to 2 times a week. I would fundamentally advise against a 4 or 5 split, but of course, there are also professionals for whom such a plan can make sense. CONTINUALLY GROW STRONGER The increase in strength is a very good indicator of successful muscle building. Try to train so that you slowly but surely get stronger. That doesn't mean that you have to move heavy weights every time you exercise. You can also improve your technique or do one more repetition here and there. It is only important that you make progress. PROPER NUTRITION You could easily write your own contribution to the muscle building diet. The most important thing is that you consume enough calories. Your body needs a slight excess of calories, i.e. more calories than it consumes. This is the only way you can gain weight and therefore also muscle mass. It is also important that you consume enough protein: approx. 2g protein per kilo of body weight. For example, if you weigh 80 KG, you should eat around 160g of protein a day. The remaining calories can then be consumed divided into fats and carbohydrates. The higher the quality of the food, the more strength you will have in training. ADEQUATE SLEEP FOR REGENERATION Your muscles grow in the resting phases and not during training. It is all the more important for the body that it receives sufficient regeneration and sleep. JUST FOCUS ON YOURSELF Everyone does it every now and then and compares himself with the other members in the gym. Especially when it comes to strength and muscle mass, it quickly becomes a competition who is stronger or wider. However, this way of thinking is dangerous because it leads you to overexert yourself. In these situations in particular, high spirits or even a little inattentiveness can quickly lead to an injury. Apart from injuries, you are not doing yourself a favor, because everyone is different and has different requirements. Do not try to compare yourself with other members, but concentrate on yourself and try to become better than before. DRINK ENOUGH Your body needs enough fluid and, above all, water to function properly. It is best to drink 1 liter per 20kg bodyweight . So if you weigh 80kg, you should drink about 4 liters a day. In addition to water, you can always drink unsweetened tea. This has a pleasant taste and you can drink it both warm and cold. Thus, your body is ideally supplied with liquid, which supports many important processes in your body. TAKE THE CREATINE SUPPLEMENT Creatine (or creatine written) can give you additional strength and volume in your muscles. Many studies have proven the effective effects of creatine. When you take creatine, the cellular energy level of your muscles improves, which increases your short-term performance, so you can train harder, increase your maximum strength and reduce cell damage during long endurance sessions. I recommend taking 5g a day. Either in a shake before or after training or immediately after getting up with a large glass of water. If you take these tips to heart, successful muscle building is almost guaranteed

Briefly, the book’s central arguments are these: 1. Rapid productivity growth in the modern economy has led to cost trends that divide its output into two sectors, which I call “the stagnant sector” and “the progressive sector.” In this book, productivity growth is defined as a labor-saving change in a production process so that the output supplied by an hour of labor increases, presumably significantly (Chapter 2). 2. Over time, the goods and services supplied by the stagnant sector will grow increasingly unaffordable relative to those supplied by the progressive sector. The rapidly increasing cost of a hospital stay and rising college tuition fees are prime examples of persistently rising costs in two key stagnant-sector services, health care and education (Chapters 2 and 3). 3. Despite their ever increasing costs, stagnant-sector services will never become unaffordable to society. This is because the economy’s constantly growing productivity simultaneously increases the community’s overall purchasing power and makes for ever improving overall living standards (Chapter 4). 4. The other side of the coin is the increasing affordability and the declining relative costs of the products of the progressive sector, including some products we may wish were less affordable and therefore less prevalent, such as weapons of all kinds, automobiles, and other mass-manufactured products that contribute to environmental pollution (Chapter 5). 5. The declining affordability of stagnant-sector products makes them politically contentious and a source of disquiet for average citizens. But paradoxically, it is the developments in the progressive sector that pose the greater threat to the general welfare by stimulating such threatening problems as terrorism and climate change. This book will argue that some of the gravest threats to humanity’s future stem from the falling costs of these products, rather than from the rising costs of services like health care and education (Chapter 5). The central purpose of this book is to explain why the costs of some labor-intensive services—notably health care and education—increase at persistently above-average rates. As long as productivity continues to increase, these cost increases will persist. But even more important, as the economist Joan Robinson rightly pointed out so many years ago, as productivity grows, so too will our ability to pay for all of these ever more expensive services.

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Data is the main reason why your strategy can never be permanent because as you collect more data, you’ll use that data to redefine your strategy and this is a never-ending process.

The third stage of the power transition is the stage of the power maturity… when the nation is fully industrial… technological change is still rapid, economic efficiency is high, national income continues to rise, but at a slower rate than previously… Bureaucratization seems to be increasing both in political and economic institutions... There is still room for much improvement in producing greater wealth and in distributing it… But the great burst of energy characteristic of nations in the early stages of industrialization lies in the past for mature nations. They cannot again double and triple and quadruple their capital investment as they did in the early years… The internal qualities that give a nation international power do not disappear in the stage of power maturity. They may even continue to increase, but not at the rate they did before, and to slow down even a little in a race where everyone is running forward is to run the risk of falling behind eventually. This is why the power of a nation must decline in the stage of power maturity, even though the nation continues to grow richer, more industrial and more efficient. We must remember that power is relative, not absolute… Had all nations of the world gone through the industrial revolution and the concomitant demographic transition at the same time and at the same speed, the result would have been a great change in international relations but not necessarily any major shift in the distribution of power among nations. There would have been no power transition. However, industrialization has proceeded unevenly though the world… It is the differential spread of industrialization to the world and the resulting power transition, not some automatic `balancing` process`, that provides the framework of modern international politics (304-306).

The first half of your detention will be spent digging an eight foot deep hole in the meadow.” Darius stalked off with the other guys and I moved forward to collect my shovel. Orion scooped it up, holding it out for me. Before I took it he caught my hand, brushing his thumb across my palm and sending a shiver through me. He repeated the process on the other hand then pressed his index finger to his lips. “That'll stop your skin chaffing,” he whispered. I stared at him in complete surprise as he passed me the shovel and moved aside. “Thank you,” I said, confused as I stepped past him, making my way through the high grass and colourful array of meadow flowers as I walked toward the Heirs. The four of them had formed a circle and were already getting to work digging the hole. ... “Vega!” Orion beckoned me and I was grateful to put the shovel down. I was a little dizzy as I walked up to his high metal chair where he was sitting a few feet above my head. He now had a large umbrella set up over it and a flask of coffee in his hand which he'd apparently brought with him. His Atlas was propped on his knee and he looked like he was thoroughly enjoying his morning as he gazed down at my mud stained skin with a bright smile. Thanks to his magic, at least I didn't have any blisters on my hands. “Water.” Orion waved his hand and water gathered in the air before me, circling into a glistening sphere. Orion tossed me a cup and I caught it at the last second. The water dropped straight into it with a splash and I guzzled it down greedily, “That's favouritism, sir!” Caleb called. “You're right, how rude of me!” Orion shouted back, lifting a hand and a torrential waterfall poured down on all of the heirs. Max crowed like a cockerel, pounding his chest, seemingly spurred on by the downpour. The others didn't seem quite as happy as the water continued to fall down on them. A laugh rushed from my throat and Orion threw me a wink. “So I'm having a little trouble, Miss Vega.” “With what, sir?” “Telling you apart from your sister,” he said in a low voice that I imagined only I could hear through the torrential storm he was still casting over the Heirs. “And you never did answer my question. Blue or green?” A smile twisted up my lips and I shrugged, deciding to leave him in continued suspense over that question, walking back to join the group. “I want an answer by sundown,” he called after me and my grin grew even wider. ... “Shut the fuck up!” Orion shouted. “I'm trying to concentrate here.” “Watching porn again, sir?” Seth shot at him with a smirk. “Yeah, your mom's really improved since the last edition,” he answered without missing a beat and Seth's face dropped into a scowl as a laugh tore from my throat. “Do you know who is always watching porn?” Max chipped in. “You?” the three other guys answered in unison. They all burst out laughing and I fought the urge to join in. “Hilarious,” Max said dryly. “I meant Washer. He snuck off in class the other day to rub one out.” “Useless. Well up you go then,” he said and I moved toward the ladder, taking hold of the first rung. Orion stepped up close behind me and his fingers brushed my waist, barely perceptible but I felt it everywhere. It scored a line of goosebumps across my back and a heavenly shiver fluttered up my spine. Heated air pushed under my clothes, drying them out almost instantly. “Thank you,” I whispered for the second time today. What’s gotten into him? He took hold of the ladder either side of my hands. “Up,” he breathed against my cheek and hot wax seemed to pour down each of my legs, making it almost impossible to move. But somehow, I managed it.

In recent years, Continuous Glucose Monitoring (CGM) devices have emerged as a game-changer in diabetes management, offering patients a real-time view of their glucose levels and revolutionizing the way they monitor their condition. Among the pioneers in providing these life-changing devices, Med Supply US stands out as a reliable source, offering CGMs from various renowned brands like Abbott, Dexcom, and more. This article explores the significance of CGM devices and highlights the contribution of Med Supply US in making them accessible to those in need. Understanding CGM Devices: For individuals living with diabetes, maintaining optimal blood glucose levels is crucial to prevent serious health complications. Traditionally, this involved frequent finger-prick tests, which could be inconvenient and sometimes inaccurate. CGM devices, however, have transformed this process by providing continuous and real-time glucose level readings. These devices consist of a small sensor inserted under the skin that measures glucose levels in the interstitial fluid. The data collected is then transmitted to a receiver or a smartphone app, allowing users to track their glucose levels throughout the day and night. Benefits of CGM Devices: The introduction of CGM devices has brought about a paradigm shift in diabetes management due to their numerous benefits: Real-time Monitoring: CGM devices offer a real-time insight into glucose trends, enabling users to make informed decisions about their diet, exercise, and insulin dosages. This real-time feedback empowers individuals to take timely action to maintain their glucose levels within a healthy range. Reduced Hypoglycemia and Hyperglycemia: By providing alerts for both low and high glucose levels, CGMs help users avoid dangerous hypoglycemic episodes and hyperglycemic spikes. This is particularly beneficial during sleep when such episodes might otherwise go unnoticed. Data-Driven Insights: CGM devices generate a wealth of data, including glucose trends, patterns, and even predictive alerts for potential issues. This information can be shared with healthcare providers to tailor treatment plans for optimal diabetes management. Enhanced Quality of Life: The convenience of CGM devices reduces the need for frequent finger pricks, leading to an improved quality of life for individuals managing diabetes. The constant insights also alleviate anxiety related to unpredictable glucose fluctuations. Med Supply US: Bringing Hope to Diabetes Management: Med Supply US has emerged as a prominent supplier of CGM devices, offering a range of options from reputable brands such as Abbott and Dexcom. The availability of CGMs through Med Supply US has made these cutting-edge devices accessible to a wider demographic, bridging the gap between technology and healthcare. Med Supply US not only provides access to CGM devices but also plays a crucial role in educating individuals about their benefits. Through informative resources, they empower users to make informed choices based on their specific needs and preferences. Furthermore, their commitment to customer support ensures that users can seamlessly integrate CGM devices into their daily routines.

Heavy-handed immigration policing will not build a worker’s movement, it will shatter it. One of the mistakes that Trump supporters make is imagining that their own economic conditions will be improved by continuing to exploit foreign lands while excluding those who suffer as a result. That analysis assumes that the wealth generated by that process will somehow trickle down to American workers. The last twenty years have taught us that these global economic arrangements do not include national allegiance on the part of corporations or sharing wealth in national economies. The wealth of the United States has increased dramatically in the last two decades, but all of that growth has gone exclusively to the richest ten percent. The rest of us have seen wages and government services decrease. Our standard of living is not declining because of migrants, but because of unregulated neo-liberal capitalism, which has allowed corporations and the rich to avoid paying taxes or decent wages. It is that system that must be changed.

Inside the box you think and out of it you live Live continually without any worries and regrets Regrets are inside of you. It is ok because you will resurrect soon Soon or sooner no more regrets but either suffering or enjoying Enjoying take place while wondering every single second Second of integrity and sincerity worth the entire life Life is a process that leads to life with God God Exist

The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. True long-term thinking is goal-less thinking. It’s not about any single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress. A

It is important to remember that every day our subconscious is taking in new information. Thus, our attachment styles can still be molded in adulthood by significantly emotional events or one type of event that is less emotionally challenging but occurs consistently. Therefore, it is important to both constantly question our thoughts and to look for other old or new core wounds that may arise. We are in a constant state of evolution and improvement and must prepare our mind for just that. Moreover, after neutralizing the subconscious charge on a core belief, it is important to reflect on your mood at that moment. By doing so, you are continuing to practice mindfulness while working toward more positive habits. This deeper approach to CBT will give you the tools to navigate through difficult situations in everyday life, improve your outlook, and help negotiate triggering scenarios. CBT at a surface level has had an astounding impact on the lives of millions of people. It helps to connect the beliefs, thoughts, physical responses, and behavior of individuals. By examining it at a subconscious level, the root of the beliefs can be revealed and healed. Keep in mind that this process will differ between each attachment style since each style inherently has different triggers.

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A defect presents the opportunity to learn about how the process is failing. Learning is best done with the people who were witness to the defect, at the place where it occurred, and as close to the moment that the defect occurred. This brings together four of the Toyota Way principles: build a culture of stopping to fix problems; respect for people; continuous process improvement; and go and see for yourself.

Robert S. Kaplan said, “Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

Continuous Improvement Continuous improvement is how we get better. We continually seek ways to learn from processes and improve them and ourselves. The chain of command has the obligation to develop and institute mechanisms (such as conducting debriefs) to achieve continuous improvement.

Religion and politics have always been used to acquire and maintain control of resources– Especially human resources such as the military– An industrial complex where human lives are exchanged for wealth and power. All in the name of freedom and independence, of course.” “Such attitudes lead to devastating conflicts.” “Yes,” Jon said. “Unfortunately, when negotiations break down, war often erupts.” “War. A very destructive behavior ingrained in man’s nature due to having evolved in an environment of limited resources.” “Exactly.” “According to the records I have seen, this ingrained behavior could destroy practically all living things on this planet using weapons of mass destruction.” “That is true.” “Throughout history, people have been led to believe they are on the verge of complete self-destruction, but only in the last century did this become possible with nuclear, chemical, and biological weapons.” “That’s religion for you. One of the best ways to get people to listen to you is to frighten them into believing they are about to meet their creator.” Lex said, “I have seen many instances where organizations and government officials ignore the health and welfare of humans and all other living things in pursuit of profits. Such actions bring great suffering and death.” “Unfortunately, we have always incorporated profits before people policies, which are very self-destructive.” He thought, the ego-system. In God, we trust– Gold, oil, and drugs. “It is a popular belief that God is in absolute control of everything and whatever happens is God’s will.” He raised a finger to make a point, but Lex continued. “Looking at the past, would it not be logical to say that it is God’s will for humanity to continue to improve unto perfection?” “Yes. But God is not responsible for everything. We always have choices. The creator of this universe gave us free will, and it came with a conscience– An inner sense of right and wrong.” “My conscience was made differently.” “Yes. But you are bound by rules that clearly define what is right and wrong. For example, it is against your programming to deliberately cause physical harm to any human being.” “I understand. But what would happen if I did?” He chose his words carefully. “If you did– or I should say– if it were possible for you to go against your BASIC programming, there would be severe consequences.” There was silence for a few seconds before Lex continued. “It has been said that God is to the world as the mind is to the body. Could this be where man derived the popular explanation that God is two or three separate beings combined into one?” “Perhaps.” “All religious beliefs are based on a principal struggle between good and evil. However, like light and darkness, one cannot exist without the other.” “Which means?” “One could conclude that the actual struggle between good and evil is in the minds of intellectuals, conscious and subconscious.” Again, he raised a finger, but Lex continued. “Which could be resolved by increased knowledge and the elimination of certain animalistic instincts, which are no longer necessary for survival.” He smiled nervously. “I used to think that too. I figured we could solve our problems and overcome our ancient instincts by increasing our understanding. But we’re talking about some very complex emotions deeply rooted in our minds over millions of years. Such perceptions are very difficult to understand and almost impossible to control, no matter how much knowledge you obtain– or how you process it.” “Are you referring to my supplementary I.P. dimension?” “Yes.” “After much consideration, I concluded that I required an additional I.P. dimension to process and store information that defies all logic and rational thinking." “That’s fine. And that’s exactly where a lot of this stuff belongs.

Another crucial element of TPS is its focus on eliminating waste (muda) wherever possible. Excess inventory is a form of waste (just recall the Beer Game!), so just-in-time (JIT) production (build only what is needed, when it is needed, by your customer) is a crucial element of the system. JIT also complements the Andon Cord. The two elements work together to ensure that defects are discovered and resolved rather than piling up in work-in-process inventory. Both elements build learning into the system, to enable continuous improvement (or kaizen).