Maintenance Engineer Quotes

Systems program building is an entropy-decreasing process, hence inherently metastable. Program maintenance is an entropy-increasing process, and even its most skillful execution only delays the subsidence of the system into unfixable obsolescence.

Motivation of this sort, once it catches hold, is a ferocious force, and in the gradeless, degreeless institution where our student would find himself, he wouldn’t stop with rote engineering information.

But what really matters is what's under the hood, and without continued attention to routine maintenance and repairs, it isn't long before the same old engine spoils the new ride.

A basic principle of data processing teaches the folly of trying to maintain independent files in synchonism.

The application of this knife, the division of the world into parts and the building of this structure, is something everybody does. All the time we are aware of millions of things around us - these changing shapes, these burning hills, the sound of the engine, the feel of the throttle, each rock and weed and fence post and piece of debris beside the road - aware of these things but not really conscious of them unless there is something unusual or unless they reflect something we are predisposed to see. We could not possibly be conscious of these things and remember all of them because our mind would be so full of useless details we would be unable to think. From all this awareness we must select, and what we select and calls consciousness is never the same as the awareness because the process of selection mutates it. We take a handful of sand from the endless landscape of awareness around us and call that handful of sand the world.

The best line of work for me would be roadside sprite. I'd live quietly by a dust-covered track that people never came across unless they took a wrong turn, and I'd offer the baffled travelers lemonade and sandwiches, maybe even fix their engines if they asked nicely (I'd have used my solitude to read extensively on matters of car maintenance). Then the travelers would go on their way, relaxed and refreshed, and they'd forget they'd ever met me. That's the ideal meeting... once upon a time, only once, unexpectedly, then never again.

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

That's all the motorcycle is, a system of concepts worked out in steel. There's no part in it, no shape in it, that is not out of someone's mind [...] I've noticed that people who have never worked with steel have trouble seeing this—that the motorcycle is primarily a mental phenomenon. They associate metal with given shapes—pipes, rods, girders, tools, parts—all of them fixed and inviolable., and think of it as primarily physical. But a person who does machining or foundry work or forger work or welding sees "steel" as having no shape at all. Steel can be any shape you want if you are skilled enough, and any shape but the one you want if you are not. Shapes, like this tappet, are what you arrive at, what you give to the steel. Steel has no more shape than this old pile of dirt on the engine here. These shapes are all of someone's mind. That's important to see. The steel? Hell, even the steel is out of someone's mind. There's no steel in nature. Anyone from the Bronze Age could have told you that. All nature has is a potential for steel. There's nothing else there.

I’m about to sharpen up the engine a little.

Emma is the engine of this home, the person who propels it forward, keeps everyone fed and clothed and healthy and happy—and yet she’s entirely alone within it, and getting lonelier with every item ticked off her checklist. This is what it comes down to: the flat-out invisible drudgery of family maintenance, the vanishing of personality as everyone else’s accrues.

The tapping of her foot seemed less like agitation and more like an expression of optimism and energy, a hunger for things. Its regularity seemed almost practical, as though this foot pedaled the engine that powered the girl’s world and she was simply keeping it going, pushing it forward, an impatient maintenance.

Keep innovation and maintenance together. A frequent practice is to spin up a new team to innovate while existing teams are bogged down in maintenance. I’ve historically done this myself, but I’ve moved toward innovating within existing teams.5 This requires very deliberate decision-making and some bravery, but in exchange you’ll get higher morale and a culture of learning, and will avoid creating a two-tiered class system of innovators and maintainers.

Program maintenance involves no cleaning, lubrication, or repair of deterioration. It consists chiefly of changes that repair design defects. Much more often than with hardware, these changes include added functions. Usually they are visible to the user. The total cost of maintaining a widely used program is typically 40 percent or more of the cost of developing it. Surprisingly, this cost is strongly affected by the number of users. More users find more bugs.

I asked a nurse for dental floss and was told that I am not allowed dental floss. Apparently dental floss can be used for several functions besides the maintenance of healthy gums. These apparently include self-harm. When instructed that I was not permitted dental floss because of “risks it raises associated with suicide” I envisioned a noose made entirely of floss. Realizing such a noose would require a dramatic amount of floss to effectively uphold any human person, I brought it to the attention of a nurse. “I don’t believe that even the most practiced engineers could fashion any functioning noose out of a single container of floss,” I say. “People use it to cut themselves,” she explained. “Oh,” I replied. I had just about come to terms with the no-floss rule until the hospital, in a flagrant display of disrespect for its patients, chose to serve us corn on the cob for lunch. “Are you aware that we are not allowed dental floss?” I yelled at the nurse bringing me the corn. I then threw the corn violently from my plate into the nearest wall.

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.

A classical understanding sees the world primarily as underlying form itself. A romantic understanding sees it primarily in terms of immediate appearance. If you were to show an engine or a mechanical drawing or electronic schematic to a romantic it is unlikely he would see much of interest in it. It has no appeal because the reality he sees is its surface. Dull, complex lists of names, lines and numbers. Nothing interesting. But if you were to show the same blueprint or schematic or give the same description to a classical person he might look at it and then become fascinated by it because he sees that within the lines and shapes and symbols is a tremendous richness of underlying form.

Quality is the response of an organism to its environment’ [he used this example because his chief questioners seemed to see things in terms of stimulus-response behavior theory]. An amoeba, placed on a plate of water with a drip of dilute sulfuric acid placed nearby, will pull away from the acid (I think). If it could speak the amoeba, without knowing anything about sulfuric acid, could say, ‘This environment has poor quality.’ If it had a nervous system it would act in a much more complex way to overcome the poor quality of the environment. It would seek analogues, that is, images and symbols from its previous experience, to define the unpleasant nature of its new environment and thus ‘understand’ it. “In our highly complex organic state we advanced organisms respond to our environment with an invention of many marvelous analogues. We invent earth and heavens, trees, stones and oceans, gods, music, arts, language, philosophy, engineering, civilization and science. We call these analogues reality. And they are reality. We mesmerize our children in the name of truth into knowing that they are reality. We throw anyone who does not accept these analogues into an insane asylum. But that which causes us to invent the analogues is Quality. Quality is the continuing stimulus which our environment puts upon us to create the world in which we live. All of it. Every last bit of it. “Now, to take that which has caused us to create the world, and include it within the world we have created, is clearly impossible. That is why Quality cannot be defined. If we do define it we are defining something less than Quality itself.” I remember this fragment more vividly than any of the others, possibly because it is the most important of all. When he wrote it he felt momentary fright and was about to strike out the words “All of it.

As humans we spend our time seeking big, meaningful experiences. So the afterlife may surprise you when your body wears out. We expand back into what we really are—which is, by Earth standards, enormous. We stand ten thousand kilometers tall in each of nine dimensions and live with others like us in a celestial commune. When we reawaken in these, our true bodies, we immediately begin to notice that our gargantuan colleagues suffer a deep sense of angst. Our job is the maintenance and upholding of the cosmos. Universal collapse is imminent, and we engineer wormholes to act as structural support. We labor relentlessly on the edge of cosmic disaster. If we don’t execute our jobs flawlessly, the universe will re-collapse. Ours is complex, intricate, and important work. After three centuries of this toil, we have the option to take a vacation. We all choose the same destination: we project ourselves into lower-dimensional creatures. We project ourselves into the tiny, delicate, three-dimensional bodies that we call humans, and we are born onto the resort we call Earth. The idea, on such vacations, is to capture small experiences. On the Earth, we care only about our immediate surroundings. We watch comedy movies. We drink alcohol and enjoy music. We form relationships, fight, break up, and start again. When we’re in a human body, we don’t care about universal collapse—instead, we care only about a meeting of the eyes, a glimpse of bare flesh, the caressing tones of a loved voice, joy, love, light, the orientation of a house plant, the shade of a paint stroke, the arrangement of hair. Those are good vacations that we take on Earth, replete with our little dramas and fusses. The mental relaxation is unspeakably precious to us. And when we’re forced to leave by the wearing out of those delicate little bodies, it is not uncommon to see us lying prostrate in the breeze of the solar winds, tools in hand, looking out into the cosmos, wet-eyed, searching for meaninglessness.

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

In al particulars, the engines were in excellent runnin1 order, no wear, tear, or abuse visible: rather n more than was consonant with a journey to an from Hrretha, and this was verified not only by th( Hrrethan Space Authority maintenance check

What is Civil Engineering? Technology could be a skilled engineering regulation that chargeable for appearance, structure, and maintenance of the substantial surroundings. An Engineer, he is practices as an applied scientist and use the technology equipments throughout testing technique of foundation, for the period of this method engineer get appear at the actual a part of transportation. Civil engineering lab testing equipments square measured and utilized by civil engineers.

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

Pratt & Whitney, the aerospace manufacturer, now can predict with 97% accuracy when an aircraft engine will need to have maintenance, conceivably helping it run its operations much more efficiently, says Anjul Bhambhri, VP of Big Data at IBM.

Tax dollars were obviously not going toward the maintenance of public buildings. One did not have to be an engineer or a building inspector to notice that the city’s schools, its firemen’s quarters—even city hall—were rotting.

The lovable bulldog is a feat of human genetic engineering so extreme that it requires special health care and maintenance

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Emma is the engine of this home, the person who propels it forward, keeps everyone fed and clothed and healthy and happy—and yet she’s entirely alone within it, and getting lonelier with every item ticked off her checklist. This is what it comes down to: the flat-out invisible drudgery of family maintenance, the vanishing of personality as everyone else’s accrues. You never asked for this, did you, Emma? You didn’t know it would be quite like this.

different than they were, and they appreciated having five shovels working rather than four. He no longer lived at home, but still spent a good portion of his rare free time with his family, especially on Sundays. His new residence was the room in the pump house that had been previously occupied by Horace Breedlove. Horace Breedlove hadn’t gone away as quietly as John Wittemore had hoped and after he was officially replaced a year later and sent back to the coal face eight hundred feet below the ground, he had more than once expressed his displeasure to Dylan when he caught him alone. That very real danger pushed Dylan into purchasing a Colt Baby Dragoon pistol two years ago. He kept the .31 caliber pistol in his jacket pocket which was usually in his office residence. He didn’t advertise that he had the five-shot revolver, but still managed to do quite a bit of practice with the gun inside the large pump house. Even with the engine shut down at night or on Sunday for maintenance, it was only quiet when Dylan wasn’t inside. The routine clanging and ringing easily disguised his gunfire. When it was time for their lunch break, Dylan and Bryn each took one of their mother’s sandwiches in hand, but rather than sit down, as they munched Dylan began giving his younger brother a tour of

Hyrum’s Law If you are maintaining a project that is used by other engineers, the most important lesson about “it works” versus “it is maintainable” is what we’ve come to call Hyrum’s Law: With a sufficient number of users of an API, it does not matter what you promise in the contract: all observable behaviors of your system will be depended on by somebody. In our experience, this axiom is a dominant factor in any discussion of changing software over time. It is conceptually akin to entropy: discussions of change and maintenance over time must be aware of Hyrum’s Law8 just as discussions of efficiency or thermodynamics must be mindful of entropy. Just because entropy never decreases doesn’t mean we shouldn’t try to be efficient. Just because Hyrum’s Law will apply when maintaining software doesn’t mean we can’t plan for it or try to better understand it. We can mitigate it, but we know that it can never be eradicated. Hyrum’s Law represents the practical knowledge that — even with the best of intentions, the best engineers, and solid practices for code review — we cannot assume perfect adherence to published contracts or best practices. As an API owner, you will gain some flexibility and freedom by being clear about interface promises, but in practice, the complexity and difficulty of a given change also depends on how useful a user finds some observable behavior of your API. If users cannot depend on such things, your API will be easy to change. Given enough time and enough users, even the most innocuous change will break something;9 your analysis of the value of that change must incorporate the difficulty in investigating, identifying, and resolving those breakages.

At Corbis, looking at the reasons why we worked on too many things at once was a revealing exercise. The CFO wanted to implement a new financial system. The SVP of Global Marketing wanted to blah, blah, blah. The VP of Media Services also wanted blah, blah, blah. The head of Sales wanted blah, blah, blah, blah. And they all wanted everything now. The resulting business priorities clashed all the way down the hierarchy and that was just the business side of the house. On the engineering side, not only did we need to implement all the business requests, we also had our own internal improvements to make and maintenance work to do. Furthermore, we still had to be available to drop everything when production issues occurred—like it or not, production comes first.

Our project had not been under way six months before we hit another problem. The workbook was about five feet thick! If we had stacked up the 100 copies serving programmers in our offices in Manhattan's Time-Life Building, they would have towered above the building itself. Furthermore, the daily change distribution averaged two inches, some 150 pages to be interfiled in the whole. Maintenance of the workbook began to take a significant time from each workday.

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Qualcomm is putting these sensor clips on all forty-eight buildings in San Diego. Suddenly the building maintenance guys “got converted to data engineers, which is exciting for them,” added Tipirneni. They made sure the data was “distilled in a way that is easy for them to understand and be actionable. In the old days, when a facilities manager looked at a building, he would say: “If there is a leak someone will call me or I will see it.” They were reactive. Now, says Tipirneni, “We trained them to look at signals and data that will point them to a leak before it happens and causes destruction. They did not know what data to look at, so our challenge was [to] make sensor data easy for them to make sense of, so we don’t overwhelm them with too much data and just say ‘You figure it out.’ Our goal was, ‘We will give you information you can use.

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By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated. This means that the production team must be cross-skilled in every task (in case someone is absent or needed for another task) and that the machinery must be made 100 percent available and accurate through a series of techniques called Total Productive Maintenance (TPM). It also means that work must be rigorously standardized (by the work team, not by some remote industrial engineering group) and that employees and machines must be taught to monitor their own work through a series of techniques commonly called poka-yoke, or mistake-proofing, which make it impossible for even one defective part to be sent ahead to the next step.7

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FUNCTIONAL SAFETY AS PER IEC 61511 SIF SIS SIL TRAINING FUNCTIONAL SAFETY COURSE OBJECTIVES: The main objective of this training program is to give engineers involved in safety instrumented systems the opportunity to learn about functional safety, current applicable safety standards (IEC 61511) and their requirements. The Participants will be able to learn to follow: • Understand the basic requirements of the functional safety standards (IEC 61511) • The meaning of SIS, SIF, SIL and other functional safety terminology • Differentiate between safety functions and control functions • The role of Hazard and Risk analysis in setting SIL targets• • Create basic designs of safety instrumented systems considering architectural constraints • Different type of failures and best practices for minimizing them • Understand the effect of redundancy, diagnostics, proof test intervals, hardware fault tolerance on the SIL • The responsibility of operation and maintenance to ensure a SIF meets its SIL • How to proof test a SIF The Benefits for the Participants: At the conclusion of the training, the participants will be able to: Participate effectively in SIL determination with Risk graph, Risk matrix, and LOPA methodology Determine whether the design of a Safety Instrumented Function meets the required SIL. Select a SIF architecture that both meets the required SIL and minimizes spurious trips. Select SIF components to meet the target SIL for that SIF Target Audience: Instrument and Control Design and maintenance engineers Process Engineers Process Plant Operation Engineers Functional safety Management Engineers For Registration Email Us On techsupport@marcepinc.com or call us on 022-30210100

The fundamental problem with program maintenance is that fixing a defect has a substantial (20–50 percent) chance of introducing another. So the whole process is two steps forward and one step back.

We have been a conservative and non-competitive organization. We engineer for high quality service, with long life, low maintenance costs, [and a] high factor of reliability as basic elements in our philosophy of design and manufacture. But our basic technology is becoming increasingly similar to that of a high volume, annual model, highly competitive, young, vigorous and growing industry.”32 In other words, there would soon be a revolution in electronics. And as he saw it, Bell Labs would need to lead it rather than join it. Kelly wanted his old team back—the team he had handpicked in the late 1930s.

how special the early years of the semiconductor industry, from the ‘60s to the ‘90s, were, especially in regard to the productive, informal relationships between all stakeholders. Company founders, managers, process, design and test engineers, supervisors, maintenance technicians and hourly operators all contributed to the success of their companies

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.

I flew home with Iran Air, which gave me six and a half hours to truly appreciate the impact of the international sanctions first hand. The scratchy seat fabric, cigarette-burned plastic washbasins and whiff of engine oil throughout the cabin reminded me of late seventies coach travel, which was probably the last time these planes had had a facelift. I tried to convince myself that Iran Air had prioritised the maintenance of engines and safety features over the interior decor but I wasn’t convinced, especially when the seatbelt refused to budge. The in-flight entertainment had certainly been spared an upgrade, consisting of one small television at the front of the plane showing repeat screenings of a gentle propaganda film featuring chador-clad women gazing at waterfalls and flowers with an appropriately tinkly soundtrack. The stewardesses’ outfits were suitably dreary too. Reflecting Iran Air’s status as the national carrier of the Islamic Republic, they were of course modest to the point of unflattering, with not a single glimpse of neck or hair visible beneath the military style cap and hijab. As we took off, I examined my fellow passengers. Nobody was praying and as soon as we were airborne, every female passenger removed her headscarf without ceremony.

the fact that oo languages provide safe and convenient polymorphism means that any source code dependency, no matter where it is, can be inverted

There is one book that I’d recommend to anyone seeking a career as a software engineer, or who wants to go boating, or just about anything else: Zen and the Art of Motorcycle Maintenance.

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

The sound that surrounds a successful regimen of one-on-ones is silence. All of the listening, questioning, and discussion that happens during a one-on-one is managerial preventative maintenance. You’ll see when interest in a project begins to wane and take action before it becomes job dissatisfaction. You’ll hear about tension between two employees and moderate a discussion before it becomes a yelling match in a meeting. Your reward for a culture of healthy one-on-ones is a distinct lack of drama.

The solution, I think, is to merge the files, to incorporate the documentation in the source program. This is at once a powerful incentive toward proper maintenance, and an insurance that the documentation will always be handy to the program user. Such programs are called self-documenting.

Every multicellular organism begins as one cell, which contains all of the intricate instructions to synthesize, organize, and regulate not only this cell but the development and maintenance of all cells that will inevitably comprise the organism. All of these instructions are encoded in the first cell's DNA. This underscores the complexity of the genome and how each cell's expression must be controlled in specific ways depending on its function. The cells hailing from each tissue in the human body (e.g., muscle, lung, heart, liver) harbor a unique epigen­etic signature, which enables the maintenance of tissue-specific func­tions through the control of gene regulation, as just discussed. "Our knowledge of the total number of unique cells, or cell types, is still growing. Previous estimates put the number of unique cell types in the human body at ~300, but new estimates from the Human Cell Atlas have shown that we may have thousands of cell types and subtypes, each harboring a unique function for a specific physiological state or response to stimuli. But even cells of the same cell type will not be identical. A cell's 'presentation' of molecules on their surface can radi­cally change depending on internal variables such as genetic mutations or altered states of their epigenome, transcriptome, and proteome, as well as external stimuli including drugs and interactions with other cells. This novel presentation is most pronounced with a neoantigen, when a cancer cell creates an entirely new molecule on the surface of a cell. Given its unique presentation, which wouldn't be found in nor­mal cells, this offers a unique target for safer cancer therapies. "The human body has about 30 trillion human cells plus another 30-40 trillion bacterial cells, for a total of about 70 trillion cells. If your body were a democracy, the human cells would often be the minority or equal party. You (as a human) would never win an election. Your loss of control would likely result in you rolling around in the soil or lying in a bathtub full of yogurt, which I do sometimes on Sundays. Regard­less of how you spend your Sundays, there are a lot of microbes in, on, and around your body. There are in fact so many microbes that they compose the bulk of the cells on Earth. This is a humbling and exciting statistic, and one which is vividly apparent for anyone who has ever had explosive diarrhea.

The following is the order of battle of the military units presently quartered at Fort Knox. Of the 3rd Armored Division, there is only the Spearhead, but there are also the 6th Armored Cavalry Regiment, the 15th Armor Group, the 160th Engineer Group and approximately half a division from all units of the United States Army currently going through the Armored Replacement Training Center and Military Human Research Unit No 1. There is also a considerable body of men associated with Continental Armored Command Board No 2, the Army Maintenance Board and various activities connected with the Armored Center. In addition there is a police force consisting of twenty officers and some four hundred enlisted men. In short, out of a total population of some sixty thousand, approximately twenty thousand are combat troops of one sort or another.

The ideal woman has always been conceptually overworked, an inorganic thing engineered to look natural. Historically, the ideal woman seeks all the things that women are trained to find fun and interesting—domesticity, physical self-improvement, male approval, the maintenance of congeniality, various forms of unpaid work.

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Something that is somewhat ignored a bit here is how to handle urgent project requests when you’re already underwater with your existing work and maintenance. The most valuable skill in this situation is learning to say no in a way that is appropriate to your company’s culture.

In 2012, we tried to put a stop to this with rules mitigating churn: infrastructure teams must do the work to move their internal users to new versions themselves or do the update in place, in backward-compatible fashion. This policy, which we’ve called the “Churn Rule,” scales better: dependent projects are no longer spending progressively greater effort just to keep up. We’ve also learned that having a dedicated group of experts execute the change scales better than asking for more maintenance effort from every user: experts spend some time learning the whole problem in depth and then apply that expertise to every subproblem. Forcing users to respond to churn means that every affected team does a worse job ramping up, solves their immediate problem, and then throws away that now-useless knowledge. Expertise scales better.

Chinese troops did not engage the US forces in ground warfare in the South but provided military assistance to the NVA and NLF in air defense, combat engineering, railroad and highway construction and maintenance, and communication network establishment in the North; and finance and logistics in the South.

On the third, we got into troubles. Baz Jesek had gotten more and more involved with equipment and maintenance—he is a good engineer, I’ll give him that—I was tactical commander, and Oser—I thought by default, but now I think design—took up the administrative slack. Could have been good, each doing what he did best, if Oser’d been working with and not against us. In the same situation, I’d have sent assassins. Oser employed guerilla accountants.

Yet, for many owners these little engines are contrivances from hell, cantankerous, difficult to start, and impossible to fix.

During the year before Shara and I got married, I managed to persuade the owners of a small island, situated in Poole Harbor, to let me winter house-sit the place in return for free lodging. It was a brilliant deal. Chopping logs, keeping an eye on the place, doing a bit of maintenance, and living like a king on a beautiful twenty-acre island off the south coast of England. Some months earlier, I had been walking along a riverbank outside of London when I had spotted a little putt-putt fishing boat with an old 15 hp engine on the back. She was covered in mold and looked on her last legs, but I noticed her name, painted carefully on the side. She was called Shara. What were the chances of that? I bought her on the spot, with what was pretty well my last £800. Shara became my pride and joy. And I was the only person who could get the temperamental engine to start! I used the boat, though, primarily, as my way of going backward and forward to the small island. I had done some properly dicey crossings in Shara during the middle of that winter. Often done late at night, after an evening out, the three-mile crossing back to the island could be treacherous in bad weather. Freezing waves would crash over the bows, threatening to swamp the boat, and the old engine would often start cutting in and out. I had no nav-lights, no waterproofs, no life jacket, and no radio. And that meant no backup plan--which is bad. Totally irresponsible. But totally fun. I held my stag weekend over there with my best buddies--Ed, Mick, Neil, Charlie, Nige (one of Shara’s uni friends who has become such a brilliant buddy), Trucker, Watty, Stan, and Hugo--and it was a wild one. Charlie ended up naked on a post in the middle of the harbor, we got rescued twice having broken down trying to water-ski behind the underpowered Shara, and we had a huge bonfire while playing touch-rugby by firelight. Perfect.

No,” Gus answered immediately. “The needs of the gears are persistent. Without constant lubrication, they will seize. They will not process fuel. Without energy to turn them, the stars will no longer burn in the void. Without the unending warmth of the machine, without the rotation of the gears, the cold and the still will take everything. You do not understand it. You will not accept it. But we fight against entropy. We fight for motion. We fight for the machine. We are bits in that glorious engine, all of us. Even you. Even your friends. There may not be a final goal for us. We do not get the luxury of an end point. There is only maintenance, and our toil is infinite. But the work is good. The gears must turn. No, Carey. There is never enough blood.” That

second tube. The fuel will continue to flow freely. FIGURE 3-9. A way to siphon fuel without getting a mouthful! (Fritz Seegers)

Few modern social infrastructures are natural, however, and in densely populated areas even beaches and forests require careful engineering and management to meet human needs. This means that all social infrastructures require investment, whether for development or upkeep, and when we fail to build and maintain it, the material foundations of our social and civic life erode.

A funny thing about code is that when left alone, it gets moldy and breaks of its own accord. This is true of product code and test code. A large part of maintenance engineering is about monitoring quality, not looking for new issues.

Once the last guest is gone, maintenance crews descend on each attraction. The crews perform inspections of ride vehicles and tracks based upon Disney’s daily, weekly, monthly, and yearly maintenance checklist. They look for wear and potential mechanical problems. The ride engineers and maintenance workers perform their tasks, and by the end of their shift, just mere hours before thousands descend on the parks again, the attractions are powered up and run through their paces again before any guests can climb aboard. All of this preventive and corrective maintenance equates to roughly one thousand daily hours of inspection time, on all attractions.

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But it’s still really clear to me that many of Rand’s ideas are prevalent in culture, especially American culture, and especially in engineering and technology: they prioritize making things over caregiving and maintenance, the new and novel over what’s sustained, ideas and artifacts that can deliver a profit over activities that need an ongoing commitment of money and other resources, and individualism over acting collectively.

Combining efficiency, vagueness, vulnerability, safety, maintenance, and resilience

There’s an efficiency argument for maintenance, a resilience consideration in safety, and vulnerabilities lurking within vagueness. And similarly, maintenance and safety contribute to efficiency, just as their deficiency can affect vagueness, vulnerability, and resilience. Yet again, the tendency to excessively emphasize hardness—and related problem-solving—can fester into softness, messiness, and, ultimately, wickedness.