Inspirational Manufacturing Quotes

We have to create culture, don't watch TV, don't read magazines, don't even listen to NPR. Create your own roadshow. The nexus of space and time where you are now is the most immediate sector of your universe, and if you're worrying about Michael Jackson or Bill Clinton or somebody else, then you are disempowered, you're giving it all away to icons, icons which are maintained by an electronic media so that you want to dress like X or have lips like Y. This is shit-brained, this kind of thinking. That is all cultural diversion, and what is real is you and your friends and your associations, your highs, your orgasms, your hopes, your plans, your fears. And we are told 'no', we're unimportant, we're peripheral. 'Get a degree, get a job, get a this, get a that.' And then you're a player, you don't want to even play in that game. You want to reclaim your mind and get it out of the hands of the cultural engineers who want to turn you into a half-baked moron consuming all this trash that's being manufactured out of the bones of a dying world.

I wish that all nations may recover and retain their independence; that those which are overgrown may not advance beyond safe measures of power, that a salutary balance may be ever maintained among nations, and that our peace, commerce, and friendship, may be sought and cultivated by all. It is our business to manufacture for ourselves whatever we can, to keep our markets open for what we can spare or want; and the less we have to do with the amities or enmities of Europe, the better. Not in our day, but at no distant one, we may shake a rod over the heads of all, which may make the stoutest of them tremble. But I hope our wisdom will grow with our power, and teach us, that the less we use our power, the greater it will be.

If people in the media cannot decide whether they are in the business of reporting news or manufacturing propaganda, it is all the more important that the public understand that difference, and choose their news sources accordingly.

Firestarters aren’t born lucky. They manufacture it.

Do not compromise on the quality and your customers will not negotiate on the price.

People are often worried. They are told they ought to love God. They cannot find any such feeling in themselves. What are they to do? The answer is the same as before. Act as if you did. Do not sit trying to manufacture feelings. Ask yourself, ‘If I were sure that I loved God, what would I do?’ When you have found the answer, go and do it.

When dealing with two faced people, it is difficult to know which face is uglier, the real one or the manufactured one.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

She’s beautiful to look at, she’s new, she’s clean, and perfectly cut. But then you get up and look closely and see that she’s not real. She’s a fake. She doesn't glimmer like a natural diamond or hold the beauty and unbreakable strength of a real diamond. She’s just a manufactured piece of glass. Not the real deal. And sooner or later, that pig headed owner is gonna realize that fake diamonds can never pass for the real ones, no matter how much you wish they would.

Sometimes events that lead us bereft of anything but grief just happen for no reason other than happenstance--a car turns left instead of right, a train is missed, a call comes too late--and the real test of our humanness is whether, in light of that knowledge, we are ever able to recover. When we again find our way despite the inability to manufacture a deeper meaning in our suffering, that I think is when God smiles upon us, proud of the strength of his creation.

Everyone wants to be a God. We manufacture our own worlds, duping ourselves with things to escape the reality we call our lives. Drugs, alcohol, sex, work, school. Bigger houses, newer cars and designer clothes are the universes we invent to exert our god-like rule. We can't control the weather, but it's always a perfect seventy-two degrees in our central-air controlled worlds.

Hope wasn't a cottage industry; it was neither a product that she could manufacture like needlepoint samplers nor a substance she could secrete, in her cautious solitude, like a maple tree producing the essence of syrup. Hope was to be found in other people, by reaching out, by taking risks, by opening her fortress heart.

All of us are in the manufacturing industry - manufacturing either our own happiness or unhappiness.

This is not education my friend. It is a process of manufacturing computation devices that look like Homo sapiens, and thereby falsely labeled as Education.

This is not Education. It is a process of manufacturing computation devices that look like Homo sapiens.

The very same bourgeois mentality which extols the manufacturing division of labour, the life-long annexation of the worker to a partial operation, and the unconditional subordination of the detail worker to capital, extols them as an organisation of labour which increases productivity - denounces just as loudly every kind of deliberate social control and regulation of the social process of production, denounces it as an invasion of the inviolable property rights, liberty and self-determining genius of the individual capitalist. It is characteristic that the inspired apologists of the factory system can find nothing worse to say of any proposal for the general organisation of social labour, than that it would transform the whole of society into a factory.

studies of “crispness” have shown that the sound created by certain foods is as important to our enjoyment of them as their taste. This has inspired some chefs to create dishes with added sound effects. Some potato chip manufacturers, meanwhile, have increased not just the crunchiness of their chips but the noisiness of the chip bag itself.

Your Brain is most Precious FACTORY in the World Because, It MANUFACTURES Thoughts

Making a product is just an activity, making a profit on a product is the achievement.

We put on our walls what we think is beautiful or inspiring, and if others think that it is manufactured or shallow, then they need not have it on their walls.

The best way to shape the future is to envision it early on and start manufacturing it today.

Envision the future that you want as reality and manufacture it out of your blood and sweat.

...The spiritual Oriental teachers say a person has three forms of mind,'' Beatrice was explaining to him once, while they were on break between one lesson and another at university, ''which are the dense mind, the subtle level and the ultra-subtle mind. Primary Consciousness, or the dense mind, is that existential, Sartrean mind which is related to our senses and so it is guided directly by human primitive instincts; in Sanskrit, this is referred to as ālaya-vijñāna which is directly tied to the brain. The subtle mind comes into effect when we begin to be aware of our true nature or that which in Sanskrit is called Ātman or self-existent essence that eventually leads us to the spiritual dimension. Ultimately there is the Consciousness-Only or the Vijñapti-Mātra, an ultra-subtle mind which goes beyond what the other two levels of mind can fabricate, precisely because this particular mind is not a by-product of the human brain but a part of the Cosmic Consciousness of the Absolute, known in Sanskrit as Tathāgatagarbha, and it is at this profound level of Consciousness that we are able to achieve access to the Divine Wisdom and become one with it in an Enlightened State.'' ''This spiritual subject really fascinates me,'' the Professor would declare, amazed at the extraordinary knowledge that Beatrice possessed.'' ''In other words, a human being recognises itself from its eternal essence and not from its existence,'' Beatrice replied, smiling, as she gently touched the tip of his nose with the tip of her finger, as if she was making a symbolic gesture like when children are corrected by their teachers. ''See, here,'' she had said once, pulling at the sleeve of his t-shirt to make him look at her book. ''For example, in the Preface to the 1960 Notes on Dhamma, the Buddhist philosopher from the University of Cambridge, Ñāṇavīra Thera, maintains those that have understood Buddhist teachings have gone way beyond Existential Thought. And on this same theme, the German scholar of Buddhist texts, Edward Conze, said that the possible similarity that exists between Buddhist and Existential Thought lies only on the preliminary level. He said that in terms of the Four Noble Truths, or in Sanskrit Catvāri Āryasatyāni, the Existentialists have only the first, which teaches everything is ill. Of the second - which assigns the origin of ill to craving - they have a very imperfect grasp. As for the third and fourth, which consist of letting go of craving, and the Noble Eightfold Path that leads to liberation from the cycle of rebirth in the form of Nirvāṇa - these are unheard of. Knowing no way out, the Existentialists are manufacturers of their own woes...

Once we learn how to use adversity to our advantage, we can manufacture the helpful growth opportunity without actual danger or injury. I call this tool the internal solution—we can notice external events that trigger helpful growth or performance opportunities, and then internalize the effects of those events without their actually happening. In this way, adversity becomes a tremendous source of creative inspiration.

What a blessing, what a treasured friend that despair turned out to be. It continually crushed my ongoing attempts at manufacturing optimism, slowing me down, leveling me so I could return to love and begin again and again.

You have been created to be the unique person you are. You have not been manufactured to be like everyone else. Stop comparing, competing, and conforming! It is time to embrace your differences; this is what makes you unique and special.

The herb ephedra has been used in China and India for five thousand years as a stimulant for cold and flu sufferers. Later known as Mormon tea, ephedra is now synthesized as pseudoephedrine and is found in many marketed cold remedies. (Unfortunately, it's also a key ingredient in the illicit manufacture of highly addictive and destructive methamphetamine.) Quinine, from the bark of the rain forest tree, Cinchona ledgeriana, is an effective preventive to malaria, one of the greatest killers of humanity, with up to one million deaths per year. The heart drug, dioxin, is synthesized from the foxglove flower. Aspirin's principle ingredients were recognized in willow bark by Hippocrates around 400 BCE. It was named and marketed by Bayer in 1899 and is still one of the biggest selling drugs in the world.

The root of all evil, the liberal insists, was precisely this interference with the freedom of employment, trade and currencies practiced by the various schools of social, national, and monopolistic protectionism since the third quarter of the nineteenth century; but for the unholy alliance of trade unions and labor parties with monopolistic manufacturers and agrarian interests, which in their shortsighted greed joined forces to frustrate economic liberty, the world would be enjoying today the fruits of an almost automatic system of creating material welfare. Liberal leaders never weary of repeating that the tragedy of the nineteenth century sprang from the incapacity of man to remain faithful to the inspiration of the early liberals; that the generous initiative of our ancestors was frustrated by the passions of nationalism and class war, vested interests, and monopolists, and above all, by the blindness of the working people to the ultimate beneficence of unrestricted economic freedom to all human interests, including their own. A great intellectual and moral advance was thus, it is claimed; frustrated by the intellectual and moral weaknesses of the mass of the people; what the spirit of Enlightenment had achieved was put to nought by the forces of selfishness. In a nutshell this is the economic liberal’s defense. Unless it is refuted, he will continue to hold the floor in the contest of arguments.

Once you change, change happens. This is a big lesson. Expecting someone else to change is like pleading with a manufacturer to turn Twinkies into a green smoothie. It makes no sense, right? Often times we feel people are purposely doing or not doing things for us in a relationship – we want to make them better, not for their personal development, but how to make this person fit our image of the perfect partner. We want them to dress, act and say things at certain times. It becomes a conditioned relationship.

A sustainable firm provides employees and customers with an inspiring vision to make the world a better place; efficiently delivers value to its customers, consistent with the firm’s vision, thereby earning economic returns, over the long term, that at least equal the cost of capital; builds long-term, win–win relationships with all its stakeholders; and applies creative systems thinking to the design, manufacturing, delivery, and recycling of its products, including their supply chains, so as to reduce waste and harm to the environment. The

The craving for security has conditioned the society to perceive education not as an endeavor of the mind, rather as a preprogrammed task created by some sophisticated, illusory structure known as the “system of education”. Education means breaking free from the manacles of limitations put forward by primitive ignorance. Yet today’s fake education is gloriously founded upon the primordial element of “limitation”. And the authorities of this so-called education often take pride in their ship shape structure where they manufacture dumb manikins.

Even Europe joined in. With the most modest friendliness, explaining that they wished not to intrude on American domestic politics but only to express personal admiration for that great Western advocate of peace and prosperity, Berzelius Windrip, there came representatives of certain foreign powers, lecturing throughout the land: General Balbo, so popular here because of his leadership of the flight from Italy to Chicago in 1933; a scholar who, though he now lived in Germany and was an inspiration to all patriotic leaders of German Recovery, yet had graduated from Harvard University and had been the most popular piano-player in his class—namely, Dr. Ernst (Putzi) Hanfstängl; and Great Britain's lion of diplomacy, the Gladstone of the 1930's, the handsome and gracious Lord Lossiemouth who, as Prime Minister, had been known as the Rt. Hon. Ramsay MacDonald, P.C. All three of them were expensively entertained by the wives of manufacturers, and they persuaded many millionaires who, in the refinement of wealth, had considered Buzz vulgar, that actually he was the world's one hope of efficient international commerce.

In theory, if some holy book misrepresented reality, its disciples would sooner or later discover this, and the text’s authority would be undermined. Abraham Lincoln said you cannot deceive everybody all the time. Well, that’s wishful thinking. In practice, the power of human cooperation networks depends on a delicate balance between truth and fiction. If you distort reality too much, it will weaken you, and you will not be able to compete against more clear-sighted rivals. On the other hand, you cannot organise masses of people effectively without relying on some fictional myths. So if you stick to unalloyed reality, without mixing any fiction with it, few people will follow you. If you used a time machine to send a modern scientist to ancient Egypt, she would not be able to seize power by exposing the fictions of the local priests and lecturing the peasants on evolution, relativity and quantum physics. Of course, if our scientist could use her knowledge in order to produce a few rifles and artillery pieces, she could gain a huge advantage over pharaoh and the crocodile god Sobek. Yet in order to mine iron ore, build blast furnaces and manufacture gunpowder the scientist would need a lot of hard-working peasants. Do you really think she could inspire them by explaining that energy divided by mass equals the speed of light squared? If you happen to think so, you are welcome to travel to present-day Afghanistan or Syria and try your luck. Really powerful human organisations – such as pharaonic Egypt, the European empires and the modern school system – are not necessarily clear-sighted. Much of their power rests on their ability to force their fictional beliefs on a submissive reality. That’s the whole idea of money, for example. The government makes worthless pieces of paper, declares them to be valuable and then uses them to compute the value of everything else. The government has the power to force citizens to pay taxes using these pieces of paper, so the citizens have no choice but to get their hands on at least some of them. Consequently, these bills really do become valuable, the government officials are vindicated in their beliefs, and since the government controls the issuing of paper money, its power grows. If somebody protests that ‘These are just worthless pieces of paper!’ and behaves as if they are only pieces of paper, he won’t get very far in life.

The six-hundred-page Encyclopedia of Jihad is also widely available online and includes chapters such as “How to Kill,” “Explosive Devices,” “Manufacturing Detonators,” and “Assassination with Mines.” In a striking example of how dangerous such online education can be, Dzhokhar Tsarnaev, the terrorist suspect arrested for his role in the April 2013 Boston Marathon bombings, admitted to authorities he and his brother learned how to make the pressure-cooker bomb used in the attack after reading step-by-step instructions published in al-Qaeda’s online magazine, Inspire, in an article titled “Make a Bomb in the Kitchen of Your Mom.

The first chapter of Matthew begins with giving a genealogy of Jesus Christ; and in the third chapter of Luke there is also given a genealogy of Jesus Christ. Did these two agree, it would not prove the genealogy to be true, because it might nevertheless be a fabrication; but as they contradict each other in every particular, it proves falsehood absolutely. If Matthew speaks truth, Luke speaks falsehood; and if Luke speaks truth, Matthew speaks falsehood: and as there is no authority for believing one more than the other, there is no authority for believing either; and if they cannot be believed even in the very first thing they say, and set out to prove, they are not entitled to be believed in any thing they say afterwards. Truth is an uniform thing; and as to inspiration and revelation, were we to admit it, it is impossible to suppose it can be contradictory. Either then the men called apostles were imposters, or the books ascribed to them have been written by other persons, and fathered upon them, as is the case in the Old Testament. Now, if these men, Matthew and Luke, set out with a falsehood between them (as these two accounts show they do) in the very commencement of their history of Jesus Christ, and of who, and of what he was, what authority (as I have before asked) is there left for believing the strange things they tell us afterwards? If they cannot be believed in their account of his natural genealogy, how are we to believe them when they tell us he was the son of God, begotten by a ghost; and that an angel announced this in secret to his mother? If they lied in one genealogy, why are we to believe them in the other? If his natural genealogy be manufactured, which it certainly is, why are we not to suppose that his celestial genealogy is manufactured also, and that the whole is fabulous? Can any man of serious reflection hazard his future happiness upon the belief of a story naturally impossible, repugnant to every idea of decency, and related by persons already detected of falsehood?

For instance, we are regularly told, “James Watt invented the steam engine in 1769,” supposedly inspired by watching steam rise from a teakettle’s spout. Unfortunately for this splendid fiction, Watt actually got the idea for his particular steam engine while repairing a model of Thomas Newcomen’s steam engine, which Newcomen had invented 57 years earlier and of which over a hundred had been manufactured in England by the time of Watt’s repair work. Newcomen’s engine, in turn, followed the steam engine that the Englishman Thomas Savery patented in 1698, which followed the steam engine that the Frenchman Denis Papin designed (but did not build) around 1680, which in turn had precursors in the ideas of the Dutch scientist Christiaan Huygens and others. All this is not to deny that Watt greatly improved Newcomen’s engine (by incorporating a separate steam condenser and a double-acting cylinder), just as Newcomen had greatly improved Savery’s.

The alternative to late-stage capitalism, which is what we’re describing here, sometimes termed really existing capitalism, which, as we’ve begun to discuss already, often actually means socialism for the rich and brutal or gangster capitalism for the rest. The alternative to this is not a planned economy run by an authoritarian state, which is often portrayed in the obverse sort of mythology as communism or really existing socialism. For example, in the former USSR or Russia today, North Korea, China, Cuba, Vietnam, and so on, virtually all of those experiments, many of which were Marxist or socialist inspired, were really a state capitalism in a slightly different inflection than the state capitalism we see elsewhere in the world. That’s not the alternative. The alternative that we’re thinking about is an economy that’s run by the producers, that is the workers themselves, through a democratization of the workplace. We say we value democracy very highly and yet we don’t institute it in the places where we spend most of our lives. That is, the workplace is a very authoritarian kind of environment and we don’t really question that.

I read Dickens and Shakespear without shame or stint; but their pregnant observations and demonstrations of life are not co-ordinated into any philosophy or religion: on the contrary, Dickens's sentimental assumptions are violently contradicted by his observations; and Shakespear's pessimism is only his wounded humanity. Both have the specific genius of the fictionist and the common sympathies of human feeling and thought in pre-eminent degree. They are often saner and shrewder than the philosophers just as Sancho-Panza was often saner and shrewder than Don Quixote. They clear away vast masses of oppressive gravity by their sense of the ridiculous, which is at bottom a combination of sound moral judgment with lighthearted good humor. But they are concerned with the diversities of the world instead of with its unities: they are so irreligious that they exploit popular religion for professional purposes without delicacy or scruple (for example, Sydney Carton and the ghost in Hamlet!): they are anarchical, and cannot balance their exposures of Angelo and Dogberry, Sir Leicester Dedlock and Mr Tite Barnacle, with any portrait of a prophet or a worthy leader: they have no constructive ideas: they regard those who have them as dangerous fanatics: in all their fictions there is no leading thought or inspiration for which any man could conceivably risk the spoiling of his hat in a shower, much less his life. Both are alike forced to borrow motives for the more strenuous actions of their personages from the common stockpot of melodramatic plots; so that Hamlet has to be stimulated by the prejudices of a policeman and Macbeth by the cupidities of a bushranger. Dickens, without the excuse of having to manufacture motives for Hamlets and Macbeths, superfluously punt his crew down the stream of his monthly parts by mechanical devices which I leave you to describe, my own memory being quite baffled by the simplest question as to Monks in Oliver Twist, or the long lost parentage of Smike, or the relations between the Dorrit and Clennam families so inopportunely discovered by Monsieur Rigaud Blandois. The truth is, the world was to Shakespear a great "stage of fools" on which he was utterly bewildered. He could see no sort of sense in living at all; and Dickens saved himself from the despair of the dream in The Chimes by taking the world for granted and busying himself with its details. Neither of them could do anything with a serious positive character: they could place a human figure before you with perfect verisimilitude; but when the moment came for making it live and move, they found, unless it made them laugh, that they had a puppet on their hands, and had to invent some artificial external stimulus to make it work.

follow you. If you used a time machine to send a modern scientist to ancient Egypt, she would not be able to seize power by exposing the fictions of the local priests and lecturing the peasants on evolution, relativity and quantum physics. Of course, if our scientist could use her knowledge in order to produce a few rifles and artillery pieces, she could gain a huge advantage over pharaoh and the crocodile god Sobek. Yet in order to mine iron ore, build blast furnaces and manufacture gunpowder the scientist would need a lot of hard-working peasants. Do you really think she could inspire them by explaining that energy divided by mass equals the speed of light squared? If you happen to think so, you are welcome to travel to present-day Afghanistan or Syria and try your luck. Really powerful human organisations – such as pharaonic Egypt, the European empires and the modern school system – are not necessarily clear-sighted. Much of their power rests on their ability to force their fictional beliefs on a submissive reality. That’s the whole idea of money, for example. The government makes worthless pieces of paper, declares them to be valuable and then uses them to compute the value of everything else. The government has the power to force citizens to pay taxes using these pieces of paper, so the citizens have no choice but to get their hands on at least some of them. Consequently, these bills really do become valuable, the government officials are vindicated in their beliefs, and since the government controls the issuing of paper money, its power grows. If somebody protests that ‘These are just worthless pieces of paper!’ and behaves as if they are only pieces of paper, he won’t get very far in life.

If opportunities don’t open the door, then learn to manufacture the key.

their concept of beauty is manufactured i am not

The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

Almost since the beginning of recorded history, humans have seen themselves as separate from the natural world. We divide the planet into two categories: things influenced by human action and things that are untouched. The distinction is false. On a global scale we can see that the constant progress of industry has had a dramatic effect on the climate. The humanizing influence of our carbon footprint affects everything. The year that I’m writing this, 2016, is set to be the hottest ever recorded, expected to top the 10 record-breaking years before it. The scale of the problem indicates that humanity and the environment are intrinsically linked. But does that mean we’re making the world more human? Or does it mean that humanity has been part of nature all along? The tiny muscles around your arteries have one unambiguous answer to that question. Despite everything that we try to do to separate ourselves from the world around us, humans are still indisputably part of nature. As byproducts of evolution, the skyscrapers, plastics, and automobiles we manufacture are no less “natural” than a termite mound, a honeycomb, or a beaver dam. Yes, the actions that humans make may be significantly more destructive or ambitious or awe-inspiring or futile, but they are all part of a greater system of causes and effects. We are still animals. Just very smart ones.

Blue Bottle wanted to help customers find coffee they’d love. But coffee beans all look alike, so photos wouldn’t be helpful. To find useful solutions, the team did Lightning Demos of websites selling everything from clothes to wine, looking for ways to describe sensory details such as flavor, aroma, and texture. In the end, it was a chocolate-bar wrapper that provided the most useful idea. Tcho is a chocolate manufacturer in Berkeley, California. Printed on the wrapper of every Tcho bar is a simple flavor wheel with just six words: Bright, Fruity, Floral, Earthy, Nutty, and Chocolatey. When Blue Bottle looked at that wheel, they got inspired, and when we sketched, someone repurposed the idea as a simple flavor vocabulary for describing Blue Bottle’s coffee beans: In Friday’s test, and later, at the new online store, customers loved the simple descriptions. It’s a prime example of finding inspiration outside your domain (and yet another reason to be grateful for chocolate).

Am I entitled to my ego if my ego has manufactured impressive results?

Time is the one resource we cannot manufacture or recapture." PLAN | PROMOTE | PROFIT © 2001 - 2016

editor and edited my first book in a wonderful way. For this book, however, time devoted to bringing up the children made a renewed editorial collaboration impossible. I hope the reader will not suffer unduly as a consequence! My children Christiana Dagmar and Eric James have watched me work on the book—indeed they could not avoid it as I often write at home. I hope they have been drawing the lesson that academic research can be really fun. Certainly, that is the lesson I drew from my father, Arthur von Hippel. He wrote his books in his study upstairs when I was a child and would often come down to the kitchen for a cup of coffee. In transit, he would throw up his hands and say, to no one in particular, “Why do I choose to work on such difficult problems?” And then he would look deeply happy. Dad, I noticed the smile! Finally my warmest thanks to my MIT colleagues and students and also to MIT as an institution. MIT is a really inspiring place to work and learn from others. We all understand the requirements for good research and learning, and we all strive to contribute to a very supportive academic environment. And, of course, new people are always showing up with new and interesting ideas, so fun and learning are always being renewed! Democratizing Innovation 1  Introduction and Overview When I say that innovation is being democratized, I mean that users of products and services—both firms and individual consumers—are increasingly able to innovate for themselves. User-centered innovation processes offer great advantages over the manufacturer-centric innovation development systems that have been the mainstay of commerce for hundreds of years. Users that innovate can develop exactly what they want, rather than relying on manufacturers to act as their (often very imperfect) agents. Moreover, individual

Each child has a spark of genius waiting to be discovered, ignited, and fed. And the goal of schools shouldn’t be to manufacture “productive citizens” to fill some corporate cubicle; it should be to inspire each child to find a “calling” that will change the world. The jobs for the future are no longer Manager, Director, or Analyst, but Entrepreneur, Creator, and even Revolutionary.

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.

In order to live a deeply meaningful and successful life we must free ourselves from the manufactured fears that enslave us. By doing so, we will be reborn into the Divine creatures we were meant to be.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

There is archeological evidence that Neanderthals manufactured stone tools requiring cognitive skill and dexterity,[31] made fire on demand,[32] sailed from mainland Europe to Crete and the Ionian Islands,[33] produced glue from the bark of the birch tree,[34] and appear to have treated maladies with medicinal plants that had anesthetic and antibiotic properties: traces of DNA from poplar trees, which contain salicylic acid—the naturally occurring inspiration for the synthetic aspirin, and Penicillium mold, the source of penicillin—have been found in the calcified plaque of Neanderthals.[

Future profits come to those who anticipate trends and work toward meeting them with services or products. In this case, the trend is clear. Biomimicry has always been a great source of wealth and opportunity. Now it can be a far greater wealth generator and problem solver than ever before. Most opportunities are still waiting to be identified or marketed, so the potential for intellectual property creation, new manufacturing methods, and breakthrough chemicals and materials is immense. Nothing short of the overhaul of the entire industrial sector is possible.

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.

England of 1840 expected its young, affluent women to be literate and culturally astute, but it provided no real occupation for women with energy and vision. Fields of endeavor that were open to energetic, ambitious men—the military, finance, law, medicine, manufacture—were effectively closed to women.

There was a product which seemed attractive, expensive, portable, beautiful and simple. Everybody talked about its beauty but they bought it for it's simplicity.

Modern biomimicry is far more than just copying nature's shapes. It includes systematic design and problem-solving processes, which are now being refined by scientists and engineers in universities and institutes worldwide. The first step in any of these processes is to clearly define the challenge we're trying to solve. Then we can determine whether the problem is related to form, function, or ecosystem. Next, we ask what plant, animal, or natural process solves a similar problem most effectively. For example, engineers trying to design a camera lens with the widest viewing angle possible found inspiration in the eyes of bees, which can see an incredible five-sixths of the way, or three hundred degrees, around their heads. The process can also work in reverse, where the exceptional strategies of a plant, animal, or ecosystem are recognized and reverse engineered. De Mestral's study of the tenacious grip of burrs on his socks is an early example of reverse engineering a natural winner, while researchers' fascination at the way geckos can hang upside down from the ceiling or climb vertical windows has now resulted in innovative adhesives and bandages. Designs based on biomimicry offer a range of economic benefits. Because nature has carried out trillions of parallel, competitive experiments for millions of years, its successful designs are dramatically more energy efficient than the inventions we've created in the past couple of hundred years. Nature builds only with locally derived materials, so it uses little transport energy. Its designs can be less expensive to manufacture than traditional approaches, because nature doesn't waste materials. For example, the exciting new engineering frontier of nanotechnology mirrors nature's manufacturing principles by building devices one molecule at a time. This means no offcuts or excess. Nature can't afford to poison itself either, so it creates and combines chemicals in a way that is nontoxic to its ecosystems. Green chemistry is a branch of biomimicry that uses this do-no-harm principle, to develop everything from medicines to cleaning products to industrial molecules that are safe by design. Learning from the way nature handles materials also allows one of our companies, PaxFan, to build fans that are smaller and lighter while giving higher performance. Finally, nature has methods to recycle absolutely everything it creates. In natures' closed loop of survival on this planet, everything is a resource and everything is recycled-one of the most fundamental components of sustainability. For all these reasons, as I hear one prominent venture capitalist declare, biomimicry will be the business of the twenty-first century. The global force of this emerging and fascinating field is undeniable and building on all societal levels.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

Nature is always showing us the best model," explains John. "Because of my training, I know that molecules can be stretched to do something that doesn't suit their fundamental structure, but they'll always strain to go back to where they were before. A biomimetic way of looking at them is more behavioral. Instead of forcing molecules to interact, I 'ask' molecules what their role should be by studying their fundamental structure. For example, some molecules have strong adhesive properties. If it wants to do that, let it be a paint molecule. The benefit is that in chemistry, molecular structure always impacts the manufacturing process, so if you go along with that-like a molecule that already 'knows how' to be a paint molecule-it's going to be a more facile manufacturing route and straightforward product development. We have to let go of ego and let the inherent properties of materials teach us what to do." I understand John's orientation. At PAX, we let fluids in motion show us how they prefer to flow, rather than starting from what an engineer's diagram wants them to do.

the goal of schools shouldn’t be to manufacture “productive citizens” to fill some corporate cubicle; it should be to inspire each child to find a “calling” that will change the world.

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One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

The authorities of this so-called education take pride in their ship shape structure where they manufacture dumb manikins.

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

After our IPO in January 1997, we had to get better at predicting our numbers. … The market penalized us when we missed one quarter in ‘99 after we adopted a new manufacturing system. We said, “Look, we can’t predict what’s going on in the economy, and we have no idea what our orders will look like a year from now. … We don’t run this business by the numbers. The numbers will be doing what the numbers will be doing; we can just give you a good picture of what the next quarter will bring. So, we got away from making annual projections and started just doing quarterly forecasts. … We know our performance in the long run will be a result of just doing the right things every day.115

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

If we define technology as a modification of the environment, then we must recognize the complementary principle of technique: how that modification is used in performance. New objects change behavior, but not always as inventors and manufacturers imagine. And changes in behavior of people, as of bears and dogs, inspire new hardware, which in turn engenders more innovations.4

While we are in this embarrassingly negative corner of chemistry, I cannot avoid that other great pointed finger, the one directed at the environmental damage laid at the subject’s door, or at least at its drains. It is impossible to deny that the unwanted effluent of the chemical plant has wrought ecological havoc. Ever since Perkin’s factories turned the nearby canals red, green, and yellow according to the manufacturing priorities of the day, mankind’s aspiration for its own betterment has been at an environmental cost. In fact, the green shoots of environmental pollution, if that is not too ironical a term, can be traced back to the Greeks and Romans, for analysis of ice cores laid down in those eras show traces of the consequences of metal working. The way forward is either legal or chemical. The legal constrains by the prospect of punishment; the chemical avoids by elimination at source. The latter, always the better mode of action, depends on developments of chemistry itself and has inspired the politico-environmento-chemical movement of green chemistry. In broad terms, green chemistry aims to minimize the impact of chemical manufacturing processes on the environment by strict guidelines about the use of materials and the elimination of waste.

For billions of years, the Sun kept shining. Eventually, the plant figured out how to use the Sun's energy to manufacture food, and humans feed on plants. That's optimism rarely shown by humans ~ Peter Ojo.

Regardless of the details of your story, your time bank is growing smaller every day. You are the manufacturer! You have the power to set the tone and control the factory floor.

Earning a diploma, certification, or degree and developing a skillset does not independently guarantee anything. They are a beginning. Everything, anything, or absolutely nothing can potentially happen as you spend the precious time you have to be alive. The exciting news is that you are a manufacturer, and with that comes tremendous power. As the manufacturer of your career and your life, you can create the outcomes you want.

Detroit has turned the corner on its renaissance, but few people know how the city was, and still is, at the cutting edge of manufacturing, innovation, and culture. My new book is a tribute to the men and women who built a city out of the wilderness starting in 1701, and sustained its incredible growth to become the world's Industrial Versailles in 1900. And the best part is, Detroit is still leading the way. It remains the ultimate Maker City.

Speed is the whip of humanity. Speed is the enemy of the spirit. It whizzes through wisdom, tramples thought, and, instead, manufactures reflexes. It stabs art. It stifles friendship. Courtesy is no more where it reigns. It substitutes tension for attention. And kills enjoyment

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.

We never question the world because at a subconscious level we think that this world is in fact us. We have been taught to look at authority figures as extensions of us. That complicity we seem to share with the world is manufactured and surreptitiously planted in us even as children by adults who do not want their worldview challenged. Most of us have always functioned like this, assuming everything we know in any event to be true. We fail to progress because we do not question ourselves, our perceptions or the society’s perceptions.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

The best minds come from the most unexpected faces and places. There is no image for intelligence or genius. Genius is something that cannot be seen. It cannot be produced or manufactured. It is something that even the true genius thinks is unattainable. The genius recognizes he’s just a small pea in a sea of infinite atoms. Knowledge is as infinite as the universe. The man who claims to know all, only reveals to all that he really knows nothing.

Shervin Pishevar’s other star investment, Uber, was embroiled in its own case about whether it was as humble and powerless as it claimed. A group of drivers had sued Uber, as well as its rival Lyft, in federal court, seeking to be treated as employees under California’s labor laws. Their case was weakened by the fact that they had signed agreements to be contractors not subject to those laws. They had accepted the terms and conditions that cast each driver as an entrepreneur—a free agent choosing her hours, needing none of the regulatory infrastructure that others depended on. They had bought into one of the reigning fantasies of MarketWorld: that people were their own miniature corporations. Then some of the drivers realized that in fact they were simply working people who wanted the same protections that so many others did from power, exploitation, and the vicissitudes of circumstance. Because the drivers had signed that agreement, they had blocked the easy path to being employees. But under the law, if they could prove that a company had pervasive, ongoing power over them as they did their work, they could still qualify as employees. To be a contractor is to give up certain protections and benefits in exchange for independence, and thus that independence must be genuine. The case inspired the judges in the two cases, Edward Chen and Vince Chhabria, to grapple thoughtfully with the question of where power lurks in a new networked age. It was no surprise that Uber and Lyft took the rebel position. Like Airbnb, Uber and Lyft claimed not to be powerful. Uber argued that it was just a technology firm facilitating links between passengers and drivers, not a car service. The drivers who had signed contracts were robust agents of their own destiny. Judge Chen derided this argument. “Uber is no more a ‘technology company,’ ” he wrote, “than Yellow Cab is a ‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a ‘technology company’ because it uses computers and robots to manufacture lawn mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation techniques to grow its sugar cane.” Judge Chhabria similarly cited and tore down Lyft’s claim to be “an uninterested bystander of sorts, merely furnishing a platform that allows drivers and riders to connect.” He wrote: Lyft concerns itself with far more than simply connecting random users of its platform. It markets itself to customers as an on-demand ride service, and it actively seeks out those customers. It gives drivers detailed instructions about how to conduct themselves. Notably, Lyft’s own drivers’ guide and FAQs state that drivers are “driving for Lyft.” Therefore, the argument that Lyft is merely a platform, and that drivers perform no service for Lyft, is not a serious one.

Sometimes we fail to understand that those who don't protest are usually in the dark. For example, people who have issues with animal brutality are misjudged by those who don't. Those who protest against pollution are ridiculled by the manufacturing business. Those who lack parking spaces are ignored by those who live in big yards. Same thing with racism. Those who do not understand the outcry against it have never experienced its cruelty. So, the lesson here is that we need to educate those who oppose our cries. Maybe, they are clueless about the depth of our frustrations.

We could express this power in the following way: Most of the time we live in an interior world of dreams, desires, and obsessive thoughts. But in this period of exceptional creativity, we are impelled by the need to get something done that has a practical effect. We force ourselves to step outside our inner chamber of habitual thoughts and connect to the world. At these moments, suddenly exposed to new details and ideas, we become more inspired and creative. Once the deadline has passed or the crisis is over, this feeling of power and heightened creativity generally fades away. We return to our distracted state and the sense of control is gone. The problem we face is that this form of power and intelligence is either ignored as a subject of study or is surrounded by all kinds of myths and misconceptions, all of which only add to the mystery. We imagine that creativity and brilliance just appear out of nowhere, the fruit of natural talent, or perhaps of a good mood, or an alignment of the stars. It would be an immense help to clear up the mystery—to name this feeling of power, and to understand how it can be manufactured and maintained. Let us call this sensation mastery—the feeling that we have a greater command of reality, other people, and ourselves. Although it might be something we experience for only a short while, for others—Masters of their field—it becomes their way of life, their way of seeing the world. And at the root of this power is a simple process that leads to mastery—one that is accessible to all of us. The process can be illustrated in the following manner: Let us say we are learning the piano, or entering a new job where we must acquire certain skills. In the beginning, we are outsiders. Our initial impressions of the piano or the work environment are based on prejudgments, and often contain an element of fear. When we first study the piano, the keyboard looks rather intimidating—we don’t understand the relationships between the keys, the chords, the pedals, and everything else that goes into creating music. In a new job situation, we are ignorant of the power relationships between people, the psychology of our boss, the rules and procedures that are considered critical for success. We are confused—the knowledge we need in both cases is over our heads. Although we might enter these situations with excitement about what we can learn or do with our new skills, we quickly realize how much hard work there is ahead of us. The great danger is that we give in to feelings of boredom, impatience, fear, and confusion. We stop observing and learning. The process comes to a halt. If, on the other hand, we manage these emotions and allow time to take its course, something remarkable begins to take shape. As we continue to observe and follow the lead of others, we gain clarity, learning the rules and seeing how things work and fit together. If we keep practicing, we gain fluency; basic skills are mastered, allowing us to take on newer and more exciting challenges.

If I painted with the aim of selling my work, I wouldn't be an artist, I'd be a manufacturer.

On the sidewalks, encased in spotless plastic bags, the remains of yesterday’s Leonia await the garbage truck. Not only squeezed tubes of toothpaste, blown-out light bulbs, newspapers, containers, wrappings, but also boilers, encyclopedias, pianos, porcelain dinner services. It is not so much by the things that each day are manufactured, sold, bought that you can measure Leonia’s opulence, but rather by the things that each day are thrown out to make room for the new. So you begin to wonder if Leonia’s true passion is really, as they say, the enjoyment of new and different things, and not, instead, the joy of expelling, discarding, cleansing itself of a recurrent impurity. The fact is that street cleaners are welcomed like angels, and their task of removing the residue of yesterday’s existence is surrounded by a respectful silence, like a ritual that inspires devotion, perhaps only because once things have been cast off nobody wants to have to think about them further.

NCI’s study inspired Burroughs Wellcome to retrieve AZT from Horwitz’s scrap heap and patent it as an AIDS remedy. Recognizing financial opportunity in the desperate terror of young AIDS patients facing certain death, the drug company set the price at up to $10,000/year per patient—making AZT one of the most expensive drugs in pharmaceutical history.5 Since Burroughs Wellcome could manufacture AZT for pennies per dose, the company anticipated a bonanza.

When the first women started work in the barracks on 25 August 1942, Siemens & Halske joined three other major German manufacturers- IG Farbe at Auschwitz, Steyr-Daimler-Puch AG at Mauthausen and Heinkel at Sachsenhausen-in using concertation-camp slave labour. So pleased was the company with its new Ravensbruck factory that Rudolf Dingel...wrote to the Reichsfuhrer SS thanking him warmly. Himmler's kindness towards Siemens inspired him with 'particular joy.