Maintenance Department Quotes

An incomplete list: No more diving into pools of chlorinated water lit green from below. No more ball games played out under floodlights. No more porch lights with moths fluttering on summer nights. No more trains running under the surface of cities on the dazzling power of the electric third rail. No more cities. No more films, except rarely, except with a generator drowning out half the dialogue, and only then for the first little while until the fuel for the generators ran out, because automobile gas goes stale after two or three years. Aviation gas lasts longer, but it was difficult to come by. No more screens shining in the half-light as people raise their phones above the crowd to take pictures of concert states. No more concert stages lit by candy-colored halogens, no more electronica, punk, electric guitars. No more pharmaceuticals. No more certainty of surviving a scratch on one's hand, a cut on a finger while chopping vegetables for dinner, a dog bite. No more flight. No more towns glimpsed from the sky through airplane windows, points of glimmering light; no more looking down from thirty thousand feet and imagining the lives lit up by those lights at that moment. No more airplanes, no more requests to put your tray table in its upright and locked position – but no, this wasn't true, there were still airplanes here and there. They stood dormant on runways and in hangars. They collected snow on their wings. In the cold months, they were ideal for food storage. In summer the ones near orchards were filled with trays of fruit that dehydrated in the heat. Teenagers snuck into them to have sex. Rust blossomed and streaked. No more countries, all borders unmanned. No more fire departments, no more police. No more road maintenance or garbage pickup. No more spacecraft rising up from Cape Canaveral, from the Baikonur Cosmodrome, from Vandenburg, Plesetsk, Tanegashima, burning paths through the atmosphere into space. No more Internet. No more social media, no more scrolling through litanies of dreams and nervous hopes and photographs of lunches, cries for help and expressions of contentment and relationship-status updates with heart icons whole or broken, plans to meet up later, pleas, complaints, desires, pictures of babies dressed as bears or peppers for Halloween. No more reading and commenting on the lives of others, and in so doing, feeling slightly less alone in the room. No more avatars.

No more countries, all borders unmanned. No more fire departments, no more police. No more road maintenance or garbage pickup. No more spacecraft rising up from Cape Canaveral, from the Baikonur Cosmodrome, from Vandenburg, Plesetsk, Tanegashima, burning paths through the atmosphere into space. No more Internet. No more social media, no more scrolling through litanies of dreams and nervous hopes and photographs of lunches, cries for help and expressions of contentment and relationship-status updates with heart icons whole or broken, plans to meet up later, pleas, complaints, desires, pictures of babies dressed as bears or peppers for Halloween. No more reading and commenting on the lives of others, and in so doing, feeling slightly less alone in the room. No more avatars.

It is relatively easy to point fingers at political figures whose leadership tactics resulted in diminished optimism and increased despair during a time when millions of souls were starving for the exact opposite. It is not so easy to ask how one may have contributed to the creation and maintenance of the culture of disregard and discord which helped spawn the tragedy in the first place.

The United Front Department (UFD) is a key section in the Workers’ Party, responsible for inter-Korean espionage, policy-making and diplomacy. Since 1953, Korea has been divided by an armistice line known as the Korean Demilitarised Zone (DMZ), held in place by military force on each side. The division of the Korean peninsula is not based on a difference in language, religion or ethnicity, but on a difference in political ideology. The North Korean version of Socialism, founded as it is on the maintenance of absolute institutional unity, regards pluralism and individual determination as its greatest enemy. The Workers’ Party has therefore been active and diligent in psychological warfare operations aimed at Koreans in both

Aretê implies a respect for the wholeness or oneness of life, and a consequent dislike of specialization. It implies a contempt for efficiency—or rather a much higher idea of efficiency, an efficiency which exists not in one department of life but in life itself.

AN INCOMPLETE LIST: No more diving into pools of chlorinated water lit green from below. No more ball games played out under floodlights. No more porch lights with moths fluttering on summer nights. No more trains running under the surface of cities on the dazzling power of the electric third rail. No more cities. No more films, except rarely, except with a generator drowning out half the dialogue, and only then for the first little while until the fuel for the generators ran out, because automobile gas goes stale after two or three years. Aviation gas lasts longer, but it was difficult to come by. No more screens shining in the half-light as people raise their phones above the crowd to take photographs of concert stages. No more concert stages lit by candy-colored halogens, no more electronica, punk, electric guitars. No more pharmaceuticals. No more certainty of surviving a scratch on one’s hand, a cut on a finger while chopping vegetables for dinner, a dog bite. No more flight. No more towns glimpsed from the sky through airplane windows, points of glimmering light; no more looking down from thirty thousand feet and imagining the lives lit up by those lights at that moment. No more airplanes, no more requests to put your tray table in its upright and locked position—but no, this wasn’t true, there were still airplanes here and there. They stood dormant on runways and in hangars. They collected snow on their wings. In the cold months, they were ideal for food storage. In summer the ones near orchards were filled with trays of fruit that dehydrated in the heat. Teenagers snuck into them to have sex. Rust blossomed and streaked. No more countries, all borders unmanned. No more fire departments, no more police. No more road maintenance or garbage pickup. No more spacecraft rising up from Cape Canaveral, from the Baikonur Cosmodrome, from Vandenburg, Plesetsk, Tanegashima, burning paths through the atmosphere into space. No more Internet. No more social media, no more scrolling through litanies of dreams and nervous hopes and photographs of lunches, cries for help and expressions of contentment and relationship-status updates with heart icons whole or broken, plans to meet up later, pleas, complaints, desires, pictures of babies dressed as bears or peppers for Halloween. No more reading and commenting on the lives of others, and in so doing, feeling slightly less alone in the room. No more avatars.

Our development team of 100 engineers drinks a lot of coffee… Equipping each floor with new coffee stations would cost $15,000, plus additional ongoing fees for supplies and maintenance. At 10 minutes a day per person traveling down to the break room for coffee and back, our engineering department spends 80 hours a week getting caffeine. New coffee makers would pay for themselves within weeks; afterward, they’d make money for the company. Our current system acts as if we’ve hired 2 full-time engineers just to walk back and forth from their offices to the break room, and their hall banter isn’t even close to West Wing quality.

In my university, copying machines are purchased by the Printing and Duplicating Center, then dispersed to the various departments. The copiers are purchased after a formal “request for proposals” has gone out to manufacturers and dealers of machines. The selection is almost always based solely on price, plus a consideration of the cost of maintenance. Usability? Not considered. The state of California requires by law that universities purchase things on a price basis; there are no legal requirements regarding understandability or usability of the product. That is one reason we get unusable copying machines and telephone systems.

turning a knob here, a valve there, taking off a filter and cleaning it, matching waveforms on an oscilloscope, checking materials-input flow … Flow! That was it! Their concern was the flow of energy through the human experience. The idea of a machine wiped away completely and there was the physical earth with the human energy rings encircling it, dreamlike in its quality … (Your last percept indicates good progress.) But if they created the process in the first place, they should have been aware that it would need … maintenance, modification. (We did not create time-space as you know it, nor the physical earth, nor the human process, nor the energy flow itself. That is not our department, as you put it. Our concern is the output and the … quality of such. To this end, we adjust the internal flow as needed.)

One of the biggest benefits I have found in this process, which I didn’t recognize on the front end, is by doing the spousal interview you will discover if your hire is married to crazy. Have you ever hired a great person whose crazy spouse completely took away their ability to win because they were doing maintenance on crazy? I was interviewing a very sharp young man for our broadcast department and explained to him that our final interview would be an informal dinner with his spouse. A few hours later I got a screaming and cussing phone call from his wife. She blew a gasket at the very thought that she had to be involved in her husband’s hiring. After she yelled and cussed for a minute or two she finally asked me, laced with profanity that I’ll leave out, “Why do you do this spouse interview anyway!” To which I responded, “To find people like you.” That poor guy gets his backbone ripped out every morning and maybe she gives it back to him at night if she hears a noise outside. Either he is a complete jellyfish, their marriage will end up in counseling, or they will get divorced. None of those options sounds like a productive team member. So the spousal interview might help you discover if the person is married to crazy; if they are, stay away.

Il etait plutot fin, donc, le sable, delie, ne s'agglomerait pas, c'etait de la pierre, en fait, de la pierre pilee, rien a voir ou presque avec la poussiere, c'est ce que je veux dire. Mais plus maintenant. C'est que ca vole, quand meme, le sable. Et il volait, la, sous les pieds des enfants, et partout ca retombait, et pour la premiere fois j'ai vu la plage comme une grande plage de poussiere. Je dis grande parce que j n'avais jamais vu autant de poussiere, meme chez moi, apres le depart de Constance. Et j'ai forcement pense a Laura, mais ce n'est pas ca, je n'ai pas eu a y penser, bien sur, j'y pensais, je ne faisais que ca, mais j'y pensais avec recul, enfin j'essayais, parce que le moins qu'on puisse dire c'est que j'avais besoin de distance, sauf que je n'arrivais pas a' en prendre, de la distance, je souffrais, c'est egalement le moins qu'on puisse dire, et le seul resultat de mes efforts c'etait ca: penser que je m'etais trompe, que Laura en fin de compte n'avait jamais convenu, depuis le debut, ni pour le menage, ni comme femme, donc, comme femme susceptible d'apporter un peu d'order, dans ma vie, et alors j'en trouvais la verfication maintenant, sur le sable, ce sable que je n'avais jamais aime, au fond, pas plus que la poussiere, ou Laura me laissait, jusqu'a la mordre. Et j'ai vu que le gens s'y couchaient, dans ce sable, que n'etait plus que poussiere, maintenant, et je me suis dit je suis comme eux, a cette difference pres qu'ils sont beaucoup plus forts, eux. Parce qu'ils s'entrainen, en fait. A y retourner, donc. A la poussiere, oui. Je pensais ca aussi parce que je me sentais mort, bien sur, mais tout de meme. Et je le pensais encore parce que j n'etais pas pret, moi. Je me sentais mort depuis deux minutes, seulement. Mort, mais supris.

Salaried employees took over production during a strike of hourly employees. The manager of a department reported that he found machines out of order, some sadly so, some badly in need of maintenence, one a candidate for outright replacement. Production doubled up when he tuned up the machines. Were it not for the strike, he should never have known about the sad state of the machines, and production would have continued at half the capability of the process. "Well, Hal," I said, "you know whose fault it was, don't you?" Yes, he knows. It won't happen again. From now on, there will be a system by which employees may report trouble with machines or with materials and by which these reports will receive attention.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

FOXO3 belongs to a family of “transcription factors,” which regulate how other genes are expressed—meaning whether they are activated or “silenced.” I think of it as rather like the cellular maintenance department. Its responsibilities are vast, encompassing a variety of cellular repair tasks, regulating metabolism, caring for stem cells, and various other kinds of housekeeping, including helping with disposal of cellular waste or junk. But it doesn’t do the heavy lifting itself, like the mopping, the scrubbing, the minor drywall repairs, and so on. Rather, it delegates the work to other, more specialized genes—its subcontractors, if you will.

She saw all this in bits and pieces, as she arrived at a planet to pick up passengers or departed it after dropping them off; she saw them as a god might, ageless and detached from the flow of time. She hadn’t realized when she took this job how it would make her into something other, something distinct from humanity yet still technically human, but it had. The Maintenance Deck of the ship had become a series of time capsules, with each new crew member bringing relics of their particular age. The Redundancy was a museum.

More than just vehicles on a map, CompassCom empowers GIS centric fleet tracking and management that supports data-driven decisions, bringing efficiencies and accuracy across all departments of your operation.Enhanced command and control with real-time asset tracking and after-action analytics leveraging the power of ArcGIS. The knowledge base of records supports continuous improvement using location intelligence to empower results you can trust. An effective fleet tracking solution can help improve fleet operations in a number of ways. For example, it can reduce engine idling time and harsh cornering, make smart routing decisions for drivers, improve customer satisfaction with accurate ETAs, and track vehicle maintenance costs.

Scheduling The CMMS provides another benefit to the planning department with regard to manipulating scheduling information. An advance schedule should normally be a simple allocation of work and a daily schedule should involve the supervisors’ personal knowledge of crew individuals for best work assignments. Nevertheless, a CMMS might facilitate some of these efforts. In addition, the CMMS allows easy “what if” reviews of different alternatives. The CMMS also allows easy “publication” of the schedule to anyone interested. This promotes better craft coordination as well as coordination with the operations group for equipment clearances. Some commercial CMMS systems are weak in that they do not understand the wide variance of individual job time estimates (±100%) and think “a 5-hour job should last 5 hours.” Therefore, they guide the scheduler to drag and drop individual names and individual jobs throughout the entire next week to specific hour or even day time slots. Of course, the real-life incidence of wide job time variance plus the real-life intrusion of new, urgent operator requests make such overly detailed advance schedules of little value. In fact, many plants that use them find themselves in long daily meetings just to rearrange the schedule continuously.

The IT department has asked me to stop slapping my computer when it gives me trouble, but for inanimate objects, I’ve always found percussive maintenance to be the most persuasive. I can't exactly Bcc furniture into submission.

The increases in productivity brought about by Ford’s innovation were startling and revolutionized not just the automobile industry but virtually every industry serving a mass market. Introduction of “Fordist” mass production techniques became something of a fad outside America: German industry went through a period of “rationalization” in the mid-1920s as manufacturers sought to import the most “advanced” American organizational techniques.12 It was the Soviet Union’s misfortune that Lenin and Stalin came of age in this period, because these Bolshevik leaders associated industrial modernity with large-scale mass production tout court. Their view that bigger necessarily meant better ultimately left the Soviet Union, at the end of the communist period, with a horrendously overconcentrated and inefficient industrial infrastructure—a Fordism on steroids in a period when the Fordist model had ceased to be relevant. The new form of mass production associated with Henry Ford also had its own ideologist: Frederick W. Taylor, whose book The Principles of Scientific Management came to be regarded as the bible for the new industrial age.13 Taylor, an industrial engineer, was one of the first proponents of time-and-motion studies that sought to maximize labor efficiency on the factory floor. He tried to codify the “laws” of mass production by recommending a very high degree of specialization that deliberately avoided the need for individual assembly line workers to demonstrate initiative, judgment, or even skill. Maintenance of the assembly line and its fine-tuning was given to a separate maintenance department, and the controlling intelligence behind the design of the line itself was the province of white-collar engineering and planning departments. Worker efficiency was based on a strict carrot-and-stick approach: productive workers were paid a higher piece rate than less productive ones. In typical American fashion, Taylor hid

SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

We have a very vast array of hands on computer technical support experience spanning twenty years as licensed Microsoft, Cisco and Novell computer network engineers. Computer Repair, Computer Service, Computer Support, Computer Consultant, Tech Support, IT Service, IT Support, PC Repair, Network Repair, Laptop Repair, Data Recovery, Disaster Recovery, Data Transfer, IT Repair, IT Consultant, PC Service, PC Support, PC Consultant, Network Service, Network Support, Network Consultant, Laptop Service, Laptop Support, IT Management, Computer Virus Removal, Computer Spyware Removal, Computer Services, Network and Wireless Installation, Server and Workstation Installation, Repair, Programming, IT Recruitment and Placement, Website Design, Website Promotion, Database Design, E-Commerce, Network Design, Network Audits, Internet Research and Sourcing, Computer Science Expert Witness, Computer Science Forensics, Disaster Recovery and Planning, Computer Consulting, Project Management, IT Department Outsourcing and Management, Maintenance Contracts, IT Audits, Free Onsite Needs Assessment, Search Engine Marketing, Search Engine Optimization, Computer Server Repair, Computer Network Repair.

I had always heard that modern day police departments were rooted in slave patrols, yet I was still surprised by the clear connection in my research. Many, many police officers set out, each day, to do their job of protecting the people they serve and would never think of shooting, let alone killing, an unarmed person simply because the sight of black or brown skin made them fear for their lives. But it's hard to divorce the way in which slave patrols in the south targeted black people before slavery was abolished from the way in which police departments, their reorganized reincarnations, did afterward. To these forces, black people were always the enemy- a community to be tamed, whose mere existence presents a threat to the maintenance of the status quo. And those ideals have clearly persisted through generations of law enforcement who failed to see black people as free, equal, and worthy of living their lives unbothered.

A Journey Through Perfection: Experiencing India’s Best Highway Infrastructure Traveling across India is an adventure filled with surprises, but nothing enhances the experience like a smooth, well-constructed highway. On my recent journey, I had the pleasure of driving through a highway that truly represents the pinnacle of modern road infrastructure in India. From flawless roads to scenic surroundings, this stretch stands as a testament to how far the country has come in revolutionizing its highway networks. #modernroad Seamless Driving Experience Like Never Before As I entered the highway, the first thing that caught my attention was the sheer quality of the road. The well-paved surface, neatly marked lanes, and efficient traffic management made my drive effortless. Unlike many highways where potholes and congestion make the journey exhausting, this route offered a smooth and uninterrupted ride. Wider lanes and minimal traffic congestion ensured that vehicles moved swiftly without unnecessary delays. Smart toll systems reduced wait times, making the overall journey more efficient. Clearly visible signboards and proper lighting made night driving safer and more convenient. The highway is a perfect example of how modern engineering can transform road travel into a luxurious experience. #modernroadmakers Scenic Beauty Along the Way A great highway isn’t just about infrastructure; it’s also about the experience it offers. As I drove along, I was captivated by the breathtaking landscapes surrounding the road. Green fields, small villages, and a peaceful countryside atmosphere made my trip even more enjoyable. Rest stops at strategic locations provided much-needed breaks with clean washrooms and food outlets. Lush greenery along the edges of the highway helped in reducing pollution and enhancing the visual appeal. Safe pedestrian crossings and underpasses ensured that local communities weren’t affected by high-speed vehicles. This perfect blend of nature and technology sets a new benchmark for Indian highways. #indiabesthighway Unmatched Safety and Maintenance A highway is only as good as its maintenance, and this one excels in that department. The regular upkeep and advanced monitoring systems ensure that the road remains in top condition throughout the year. Some key features that make this highway stand out include: ✔ Emergency Response Systems: Quick-response helplines and patrol vehicles are available for assistance. ✔ Well-Planned Drainage Systems: Prevents waterlogging during monsoons, making driving safer. ✔ Speed Monitoring & Surveillance: Reduces the risk of accidents and promotes disciplined driving. These aspects make it not only a comfortable but also a safe travel route for all kinds of passengers. Impact on Connectivity and Economy This highway isn’t just about convenience; it plays a crucial role in boosting regional connectivity and economic growth.

The United Front Department (UFD) is a key section in the Workers’ Party, responsible for inter-Korean espionage, policy-making and diplomacy. Since 1953, Korea has been divided by an armistice line known as the Korean Demilitarised Zone (DMZ), held in place by military force on each side. The division of the Korean peninsula is not based on a difference in language, religion or ethnicity, but on a difference in political ideology. The North Korean version of Socialism, founded as it is on the maintenance of absolute institutional unity, regards pluralism and individual determination as its greatest enemy. The Workers’ Party has therefore been active and diligent in psychological warfare operations aimed at Koreans in both the North and the South for over half a century.

As Moore put it, “The Bible says, where your treasure is, that’s where your heart is also.” She maintained that the school district budgeted more for medical supplies like athletic tape for athletic programs at Permian than it did for teaching materials for the English department, which covered everything except for required textbooks. Aware of how silly that sounded, she challenged the visitor to look it up. She was right. The cost for boys’ medical supplies at Permian was $6,750. The cost for teaching materials for the English department was $5,040, which Moore said included supplies, maintenance of the copying machine, and any extra books besides the required texts that she thought it might be important for her students to read. The cost of getting rushed film prints of the Permian football games to the coaches, $6,400, was higher as well, not to mention the $20,000 it cost to charter the jet for the Marshall game. (During the 1988 season, roughly $70,000 was spent for chartered jets.)

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