Inventory Control Quotes

Besides knowing all about the world, Mr. Right is also an expert on your life and how you should live it. He has the answers to your conflicts at work, how you should spend your time, and how you should raise your children. He is especially knowledgeable about your faults, and he likes to inventory what is wrong with you, as if tearing you down were the way to improve you.

Everett and his mom broke up with me,thank you very much." "You shouldn't have made out with him in his mother's scrapbooking room," Liz said sagely. "We're seventeen,"I snapped, "and Everett and I had been dating for two months when that happened.What were we supposed to do,eat dinner with his family and keep our hands on the table where everyone could see them?I mean, you and Davis are Mr. and Mrs. Polite Reserve, and even you were macking in the hot tub an hour ago." I picked up a pink fuzzy pillow that had fallen from he bed and threw it at Liz. "You were?" Chloe gushed. "You what? Hello,I need the details of Liz and Davis." "Hayden!" Liz squealed, ducking behind Chloe. "I'm not saying you shouldn't have made out with Everett.I'm saying you shouldn't have done it in his mother's scrapbooking room.Location, location,location.You might have disorganized her supplies.Some people are very particular about their chipboard getting mixed up with their cardstock." I closed my eyes,inhaled through my nose,and felt my lungs fill with air. My blood spread the life-giving oxygen throughout my body. "Watch out,"Chloe whispered to Liz. "She's doing yoga." My eyes snapped open.So much for controlling my temper. "Why the hell didn't you tell me Nick's mother left before I went into the sauna with him?" I hollered at Chloe. "We didn't know he was here!" Liz came to Chloe's defense. "And if we'd warned you about him before he got here," Chloe explained, "You would have known he was coming.We didn't want you to leave.The two of you are surprisingly hard to throw together,let me tell you." "I'm not buying it," I informed Chloe. "You were distracted.You had your mind on taking inventory." Liz giggled,turned red, and fell back to the pillows. "Taking inventory requires enormous concentration!" Chloe said with a straight face,but she was blushing,too.

To re-create the entrepreneurial atmosphere of the sort we’d had at Chouinard Equipment, we broke the line into eight categories and hired eight product czars to manage them. Each was responsible for his or her own product development, marketing, inventory, quality control, and coordination with the three sales channels—wholesale, mail order, and retail.

Marriage Expectation Inventory.” It is basically a series of very simple but specific questions aimed at exploring each of their expectations in marriage, like how many children they would like to have, how their children should be raised, how they think money should be spent, who should control the finances, where they want to live, how decisions should be made, how often they would like to have sex, who should initiate sex, and who will be responsible for the daily chores of running the household. The questionnaire covers a number of different topics, many of which they may have never discussed as a couple.

It's very difficult to change your nature. For me it's too late, there's nothing for it but to accept myself the way I am. I'm eighty years old: it was my birthday the day you arrived. That's the age of memory, Ingrid. The age of making an inventory of life,' he said. 'Forgive me if I'm intruding, but can you tell me what's in your inventory?' 'My life has been a series of journeys. I've traveled from one side of the world to the other. I've been a foreigner without realizing I had deep roots... My spirit has sailed as well. But I don't see the point in making these observations now; I should have done so a long time ago.' 'I don't think anybody reflects on their life when they're young, Victor, and most people never do. It would never occur to my parents, for example, and they're almost ninety. They simply live for the day and are happy.' 'It's a shame we only make this kind of inventory when we're old, Ingrid, when there's no time left to make amends.' 'You can't change the past, but perhaps you can banish the worst memories...' 'Listen, Ingrid, the most important events, the ones that determine our fate, are almost always completely beyond our control. In my case, when I take stock, I see my life was marked by the Spanish Civil War in my youth, and later on by the military coup, by the concentration camps and my exiles. I didn't choose any of that: it simply happened to me.

Any relationship will have its difficulties, but sometimes those problems are indicators of deep-rooted problems that, if not addressed quickly, will poison your marriage. If any of the following red flags—caution signs—exist in your relationship, we recommend that you talk about the situation as soon as possible with a pastor, counselor or mentor. Part of this list was adapted by permission from Bob Phillips, author of How Can I Be Sure: A Pre-Marriage Inventory.1 You have a general uneasy feeling that something is wrong in your relationship. You find yourself arguing often with your fiancé(e). Your fiancé(e) seems irrationally angry and jealous whenever you interact with someone of the opposite sex. You avoid discussing certain subjects because you’re afraid of your fiancé(e)’s reaction. Your fiancé(e) finds it extremely difficult to express emotions, or is prone to extreme emotions (such as out-of-control anger or exaggerated fear). Or he/she swings back and forth between emotional extremes (such as being very happy one minute, then suddenly exhibiting extreme sadness the next). Your fiancé(e) displays controlling behavior. This means more than a desire to be in charge—it means your fiancé(e) seems to want to control every aspect of your life: your appearance, your lifestyle, your interactions with friends or family, and so on. Your fiancé(e) seems to manipulate you into doing what he or she wants. You are continuing the relationship because of fear—of hurting your fiancé(e), or of what he or she might do if you ended the relationship. Your fiancé(e) does not treat you with respect. He or she constantly criticizes you or talks sarcastically to you, even in public. Your fiancé(e) is unable to hold down a job, doesn’t take personal responsibility for losing a job, or frequently borrows money from you or from friends. Your fiancé(e) often talks about aches and pains, and you suspect some of these are imagined. He or she goes from doctor to doctor until finding someone who will agree that there is some type of illness. Your fiancé(e) is unable to resolve conflict. He or she cannot deal with constructive criticism, or never admits a mistake, or never asks for forgiveness. Your fiancé(e) is overly dependant on parents for finances, decision-making or emotional security. Your fiancé(e) is consistently dishonest and tries to keep you from learning about certain aspects of his or her life. Your fiancé(e) does not appear to recognize right from wrong, and rationalizes questionable behavior. Your fiancé(e) consistently avoids responsibility. Your fiancé(e) exhibits patterns of physical, emotional or sexual abuse toward you or others. Your fiancé(e) displays signs of drug or alcohol abuse: unexplained absences of missed dates, frequent car accidents, the smell of alcohol or strong odor of mouthwash, erratic behavior or emotional swings, physical signs such as red eyes, unkempt look, unexplained nervousness, and so on. Your fiancé(e) has displayed a sudden, dramatic change in lifestyle after you began dating. (He or she may be changing just to win you and will revert back to old habits after marriage.) Your fiancé(e) has trouble controlling anger. He or she uses anger as a weapon or as a means of winning arguments. You have a difficult time trusting your fiancé(e)—to fulfill responsibilities, to be truthful, to help in times of need, to make ethical decisions, and so on. Your fiancé(e) has a history of multiple serious relationships that have failed—a pattern of knowing how to begin a relationship but not knowing how to keep one growing. Look over this list. Do any of these red flags apply to your relationship? If so, we recommend you talk about the situation as soon as possible with a pastor, counselor or mentor.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

men had an easier time controlling their terror and dread; at least they could shoot back. The women, however, were left to manage the damage and loss, the awful inventory that battle always leaves.

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These include the Self-Compassion Scale (Neff, 2003); White Bear Suppression Inventory (Wegner & Zanakos, 1994); Cognitive-Behavioral Avoidance Scale (Ottenbreit & Dobson, 2004); Thought Control Questionnaire (Wells & Davies, 1994), Distress Tolerance Scale (Simons & Gaher, 2005), the Emotional Nonacceptance subscale of the Difficulties in Emotion Regulation Scale (Gratz & Roemer, 2004), or similar subscales on various mindfulness measures such as the Kentucky Inventory of Mindfulness Skills (Baer, Smith, & Allen, 2004) or the Five Facets of Mindfulness Questionnaire (Baer et al., 2008), among several others. The definitions of acceptance vary in all of these approaches.

The Primary Act. As they entered the cinema, Dr Nathan confided to Captain Webster, ‘Talbert has accepted in absolute terms the logic of the sexual union. For him all junctions, whether of our own soft biologies or the hard geometries of these walls and ceilings, are equivalent to one another. What Talbert is searching for is the primary act of intercourse, the first apposition of the dimensions of time and space. In the multiplied body of the film actress - one of the few valid landscapes of our age - he finds what seems to be a neutral ground. For the most part the phenomenology of the world is a nightmarish excrescence. Our bodies, for example, are for him monstrous extensions of puffy tissue he can barely tolerate. The inventory of the young woman is in reality a death kit.’ Webster watched the images of the young woman on the screen, sections of her body intercut with pieces of modern architecture. All these buildings. What did Talbert want to do - sodomize the Festival Hall? Pressure Points. Koester ran towards the road as the helicopter roared overhead, its fans churning up a storm of pine needles and cigarette cartons. He shouted at Catherine Austin, who was squatting on the nylon blanket, steering her body stocking around her waist. Two hundred yards beyond the pines was the perimeter fence. She followed Koester along the verge, the pressure of his hands and loins still marking her body. These zones formed an inventory as sterile as the items in Talbert’s kit. With a smile she watched Koester trip clumsily over a discarded tyre. This unattractive and obsessed young man - why had she made love to him? Perhaps, like Koester, she was merely a vector in Talbert’s dreams. Central Casting. Dr Nathan edged unsteadily along the catwalk, waiting until Webster had reached the next section. He looked down at the huge geometric structure that occupied the central lot of the studio, now serving as the labyrinth in an elegant film version of The Minotaur . In a sequel to Faustus and The Shrew , the film actress and her husband would play Ariadne and Theseus. In a remarkable way the structure resembled her body, an exact formalization of each curve and cleavage. Indeed, the technicians had already christened it ‘Elizabeth’. He steadied himself on the wooden rail as the helicopter appeared above the pines and sped towards them. So the Daedalus in this neural drama had at last arrived. An Unpleasant Orifice. Shielding his eyes, Webster pushed through the camera crew. He stared up at the young woman standing on the roof of the maze, helplessly trying to hide her naked body behind her slim hands. Eyeing her pleasantly, Webster debated whether to climb on to the structure, but the chances of breaking a leg and falling into some unpleasant orifice seemed too great. He stood back as a bearded young man with a tight mouth and eyes ran forwards. Meanwhile Talbert strolled in the centre of the maze, oblivious of the crowd below, calmly waiting to see if the young woman could break the code of this immense body. All too clearly there had been a serious piece of miscasting. ‘Alternate’ Death. The helicopter was burning briskly. As the fuel tank exploded, Dr Nathan stumbled across the cables. The aircraft had fallen on to the edge of the maze, crushing one of the cameras. A cascade of foam poured over the heads of the retreating technicians, boiling on the hot concrete around the helicopter. The body of the young woman lay beside the controls like a figure in a tableau sculpture, the foam forming a white fleece around her naked shoulders.

Peter Thistlethwaite has a track record of excellence in managing a physical site and water operations. His experience in purchasing and inventory control has contributed to cost-effective solutions.

Four reasons have been cited for maintaining accurate inventory records: 1. To provide data for cost control 2. To assist in identifying purchasing needs 3. To provide accurate information on type and quantity of food and supplies on hand 4. To monitor usage of products and prevent theft and pilferage

Yet, in most cases, platforms don’t create value units; instead, they are created by the producers who participate in the platform. Thus, platforms are “information factories” that have no control over inventory.

April of 1744, Nancy, one of the company's boats docked in the New York harbor was held hostage by the Sons of Liberty, a secret society formed to fight the British power. Though the cowering captain promised he would not sell his tea in New York, the political bandits went ahead and destroyed all of his inventory anyway. The Sons of Liberty were not about to back down, and they made sure this was known. They issued a declaration entitled “Association of the Sons of Liberty in New York,” labeling those who supported the policy “an enemy to the liberties of America.” In a span of few weeks, almost all of the company's merchants had submitted their resignations

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

The crucial role of the value unit. As this description of the core interaction shows, value units play a crucial role in the workings of any platform. Yet, in most cases, platforms don’t create value units; instead, they are created by the producers who participate in the platform. Thus, platforms are “information factories” that have no control over inventory. They create the “factory floor” (that is, they build the platform infrastructure within which value units are produced). They can foster a culture of quality control (by taking steps to encourage producers to create value units that are accurate, useful, relevant, and interesting to consumers). They develop filters that are designed to deliver valuable units while blocking others. But they have no direct control over the production process itself—a striking difference from the traditional pipeline business.

Kanban оr kamban іs оftеn confused today аs аn inventory control scheme.

REACH” PRINCIPLES • Respect for the unknown • Ethics in our use of precognition • Accuracy of our precognitive skills • Compassion for ourselves and others • Honesty in all our dealings How to truly practise the REACH principles How can James or anyone in an unsupportive environment practise the REACH principles? It’s an important question to ask – not just for James, but for anyone who has already run into disorientation or destabilization as a result of their spontaneous precognitive abilities. We have heard from some of these people, and they tend to be desperate to control their abilities so they do not feel like “freaks” at the mercy of their gift. As we explore what James could do, we are also exploring what anyone could do to turn their relationship with precognition in a positive direction if they feel it has become disorientating for them. The first change would be to take a thorough inventory of your relationships – are they supportive of who you are and the gifts you have to offer? If not, the first change you need to make is to find one or two people whom you trust, and talk with them in confidence about your practice of controlled precognition. Tell them about your intention to be a Positive Precog and share with them what that means to you. Tell them why it is important to you to try out your gifts in this area. This will be a different conversation for each person, but the basic idea is that you need a few people in your life who accept and love you for who you are, especially when who you are is someone who has something controversial to offer. If precognition is a big part of your life, you need to tell them about that. You can expect three responses – scepticism (from science-minded people who haven’t read the literature about precognition or don’t believe it), concern (from people who fear you are messing with things you don’t understand), and support (from people who are open enough to support what you are interested in). Dealing with scepticism is easy – don’t try to convince anyone. Just let them know that controlled precognition is important to you, you feel that it is likely to be real, and you would like their support in trying this out. If they don’t support you, move on to the next person. Concern is a little tricky, because anyone concerned about you is already in your corner, so that’s a start. But if their concern is so great that they can’t be supportive, consider thanking them and moving on to the next person. Your goal is not to find someone who agrees with you about precognition, but someone who is supportive of you pursuing controlled precognition responsibly.

When you make a self-inventory, you’re figuring out all the things that make you drink. And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.

There’s this new glitch messing everything up. He calls himself Pigrothbrine. He only showed up a couple days ago and already he is in control of everything!” Otis growled and stomped on the ground. “Where is he?” “You … you’ve heard of him?” Trevor gasped. “Look at me, kid,” said Otis. “How do you think I got to look like this?” Trevor looked at Otis and gasped. “But … weren’t you a zombie pigman when you rescued Baby Zeke a couple months ago?” Otis thumped his chest. “I still am. But I have to kill Pigrothbrine in order to get my skin back.” “If that works,” I said. I turned back to Trevor. “What’s Pigrothbrine doing?” Trevor took a deep breath and sighed. He shook his cube sadly. “You remember Cassius the husk, right? Well, after he stirred up all the anger and anxiety of the nether mobs against the surface dwellers, there have been mutterings about his ideology. Pigrothbrine found out about it and is exploiting the anger to mobilize another army. They’re calling themselves the Sons of Cassius.” I shook my head. “That’s terrible. Do you think they’ll actually carry out Cassius’ plans to conquer the Overworld?” “I don’t know. All I know is that anyone who disobeys Pigrothbrine or his generals ends up despawned.” Trevor paused, sniffed, and then began to cry. “Just … just like my parents.” I reached out and touched his cube to console him. “What happened?” “They tried to keep the promise they made to you not to do anything against Minecraft. But when they refused to let their people become members of the Sons of Cassius, they were struck down by bolts of lightning that came out nowhere.” “So, he can make lightning work even in the Nether?” said Heidi. “That’s amazing.” I nodded and then looked at Trevor. “What did you do after your parents were … despawned?” “I had to join the army. Pigrothbrine wouldn’t let me ascend to my rightful place on the throne. He appointed one of his magma cube generals to run the kingdom.” “How did you escape?” I asked. “Pigrothbrine and his generals have us building canals to channel lava rivers into big pools. No one knows why. Earlier today, when I was walking next to a lava stream, I jumped in. I drifted downstream for a while before jumping out and locating a nether portal to the surface. Then, I hopped here as quickly as I could.” Otis looked at me with fire in his eyes. I could tell that his attitude toward pursuing Pigrothbrine had changed from his reluctance just a few hours ago. “Let’s go. Pigrothbrine has only been in existence for a couple of days and it sounds like he’s already causing apocalyptic damage. Let’s go see what we can do about it.” “I don’t know. It seems dangerous.” Otis scowled at me. “Aren’t you the Warrior? We didn’t even know where Pigrothbrine was a few minutes ago, but now we do. We have to take the fight to him.” I looked at Trevor. “Is Pigrothbrine actually down there? I mean, have you seen him recently?” “Part pig, part enderman?” said Trevor. “Exactly.” Trevor nodded his head. “He’s living in the nether fortress inside the kingdom of the magma cubes in a nether wastes biome. If anyone needs to go talk to him that’s where they go. I’ve never been inside the fortress, but that’s where everyone says he is living.” Heidi reached into her inventory and pulled out her newly-acquired netherite sword. “Let’s go get him. With the three of us working together ….” She looked at Trevor and smiled. “With the four of us working together, maybe we can take him out.” “Maybe,” I said. “I guess we go and conduct reconnaissance at least. Maybe when we get back Zeb will have figured something out.” “Well, if we find Pigrothbrine, I’m going to kill him,” snarled Otis. “Reconnaissance is for wimps.” Trevor ignored Otis and said, “Thank you, Baby Zeke. Thank you, everybody.” “So how do we get to this nether portal you used?” “I could take you there, but it comes out inside the Nether near a worksite controlled by Pigrothbrine.

As you may know, shrinkage, or unaccounted-for inventory loss—theft, in other words—is one of the biggest enemies of profitability in the retail business. So in 1980, we decided the best way to control the problem was to share with the associates any profitability the company gained by reducing it. If a store holds shrinkage below the company’s goal, every associate in that store gets a bonus that could be as much as $200. This is sort of competitive information, but I can tell you that our shrinkage percentage is about half the industry average

The Lean Startup takes its name from the lean manufacturing revolution that Taiichi Ohno and Shigeo Shingo are credited with developing at Toyota. Lean thinking is radically altering the way supply chains and production systems are run. Among its tenets are drawing on the knowledge and creativity of individual workers, the shrinking of batch sizes, just-in-time production and inventory control, and an acceleration of cycle times. It taught the world the difference between value-creating activities and waste and showed how to build quality into products from the inside out.

Conrey Electric is the leader of sales and service of electric motors in the greater Portland area. We are unmatched when it comes to experience and inventory. We credit our success with 2 key attributes: Experience and Inventory. Our sales staff offers over 140 years of combined electric motor and control experience. If you find yourself in need of an AC electric motor, Fan or Pump Repair we invite you to visit Conrey.

technologies like payroll processing software, factory automation, computer-controlled machines, automated inventory control, and word processing have been deployed for routine work, substituting for workers in clerical tasks, on the factory floor, and doing rote information processing.

One never knows what fate has in store.” Turning toward Rohan, Amelia discovered he was glancing over her in a slow inventory that spurred her heart into a faster beat. “I don’t believe in fate,” she said. “People are in control of their own destinies.” Rohan smiled. “Everyone, even the gods, are helpless in the hands of fate.” Amelia regarded him skeptically. “Surely you, being employed at a gaming club, know all about probability and odds. Which means you can’t rationally give credence to luck or fate or anything of the sort.” “I know all about probability and odds,” Rohan agreed. “Nevertheless, I believe in luck.” He smiled with a quiet smolder in his eyes that caused her breath to catch. “I believe in magic and mystery, and dreams that reveal the future. And I believe some things are written in the stars … or even in the palm of your hand.” Mesmerized, Amelia was unable to look away from him. He was an extraordinarily beautiful man, his skin as dark as clover honey, his black hair falling over his forehead in a way that made her fingers twitch with the urge to push it back. “Do you believe in fate too?” she asked Merripen. A long hesitation. “I’m a Roma,” he said. Which meant yes. “Good Lord, Merripen. I’ve always thought of you as a sensible man.” Rohan laughed. “It’s only sensible to allow for the possibility, Miss Hathaway. Just because you can’t see or feel something doesn’t mean it can’t exist.

All the changes that we made so far, all the sacred cows that we had to slaughter, had one thing in common, they all stem from cost accounting. Local efficiencies, optimum batch sizes, product cost, inventory evaluations, all came from the same source. I didn’t have much problem with it. As a controller I questioned cost accounting validity for a long time. Remember, it’s the invention of the beginning of the century when conditions were much different from today. As a matter of fact, I started to have a very good guideline; if it comes from cost accounting it must be wrong.

Here’s how I define “stuff”: anything you have allowed into your psychological or physical world that doesn’t belong where it is, but for which you haven’t yet determined what, exactly, it means to you, with the desired outcome and the next action step. The reason most organizing systems haven’t worked for most people is that they haven’t yet transformed all the stuff they’re trying to organize. As long as it’s still stuff, it’s not controllable. We need to transform all the “stuff” we’ve attracted and accumulated into a clear inventory of meaningful actions, projects, and usable information.

we should deliberately build a reasonable amount of “slack” into the system. And inventory is the most obvious place for it. Clearly, the more inventory we have, the more change we can cope with and still satisfy orders. But inventory costs money to build and keep, and therefore should be controlled carefully. Ideally, inventory should be kept at the lowest-value stage, as we’ve learned before, like raw eggs kept at the breakfast factory. Also, the lower the value, the more production flexibility we obtain for a given inventory cost.

But to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine. Take steps four (to make “a searching and fearless inventory of ourselves”) and five (to admit “to God, to ourselves, and to another human being the exact nature of our wrongs”). “It’s not obvious from the way they’re written, but to complete those steps, someone has to create a list of all the triggers for their alcoholic urges,” said J. Scott Tonigan, a researcher at the University of New Mexico who has studied AA for more than a decade. “When you make a self-inventory, you’re figuring out all the things that make you drink. And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.” Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop? Often, intoxication itself doesn’t make the list. Alcoholics crave a drink because it offers escape, relaxation, companionship, the blunting of anxieties, and an opportunity for emotional release. They might crave a cocktail to forget their worries. But they don’t necessarily crave feeling drunk. The physical effects of alcohol are often one of the least rewarding parts of drinking for addicts. “There

to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine. Take steps four (to make “a searching and fearless inventory of ourselves”) and five (to admit “to God, to ourselves, and to another human being the exact nature of our wrongs”). “It’s not obvious from the way they’re written, but to complete those steps, someone has to create a list of all the triggers for their alcoholic urges,” said J. Scott Tonigan, a researcher at the University of New Mexico who has studied AA for more than a decade. “When you make a self-inventory, you’re figuring out all the things that make you drink. And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.” Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop? Often, intoxication itself doesn’t make the list. Alcoholics crave a drink because it offers escape, relaxation, companionship, the blunting of anxieties, and an opportunity for emotional release. They might crave a cocktail to forget their worries. But they don’t necessarily crave feeling drunk. The physical effects of alcohol are often one of the least rewarding parts of drinking for addicts.

If the meaning of production control is truly understood, inventory control is unnecessary.

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suppliers (ii) JIT layout: Employees arranged in work cells. (iii) Inventory reduction (iv) Scheduling: with a level schedule (small batches of constantly changing items so that production meets daily demand) and Kanban system. (v) Continuous job improvement b) Six Sigma: A methodology that furnished tools for the improvement of business processes. The intent is to decrease process variation and improve product quality. The objective is get as close as possible to “zero defects” with an outer limit of 3.4 defects per million. i) Elements of six sigma: (1) Customer: The definition of quality – the acceptable rate of defects – is in the mind of customer. (2) Process: When assessing a process, the company has to adopt the customer ’mindset. (3) Employee: Training 6 sigma tools (green belt, black belt and master black belt). ii) 6 sigma process and tools: (1) Phase 1: Define the nature of the problem. (2) Phase 2: Measure existing performance and start recording data and facts that provide information on the underlying causes of the problem (3) Phase 3: Analyze the information to determine the root cause to the problem (4) Phase 4: Improve the process by effecting solutions to the problem. (5) Phase 5: Control the process until the solutions become ingrained.

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The first of the four core functions is audience building. Because a platform doesn’t have direct control of its inventory, it needs to attract external producers who will create inventory within the platform. At the same time, the platform needs to attract consumers who will complete the exchange of value.

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