Manufacturing Defects Quotes

Shame is the undercurrent that keeps you living in the belief that you are unworthy of all the bounty life has to offer. Somewhere along the way, we have internalized the belief that we are - in our deepest selves - defective and wrong. Shame is not a natural emotion. Babies aren’t born feeling shame. We manufacture it within ourselves, as punishment for not adhering to the norms of society…Just for today, see what it feels like to open those clenched fists - that clenched heart - and receive every good thing

This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time. If you are causing (or missing) quality problems now, the resulting defects will slow you down later.

The highest ranking Russian intelligence officer to defect from Russia, Stanislav Lunev, testified at a Congressional hearing held in California in January, 2000. Before his defection the former Russian spy official was with the GRU (the Foreign Military Intelligence Directorate of the General Staff of the Armed Forces of the Russian Federation). Hooded while testifying, to protect his identity, as Lunev is in the U.S. Witness Protection Program, he told Congressmen that not only did Russia manufacture the RA-115 suitcase nukes, but that some were currently planted in the United States.

Though the moral onus for promoting war has made the munitions manufacturers the scapegoats, the fact is that the paper-profits of war equally enrich every other part of the national economy, even agriculture; for war, with its unparalleled consumption of goods, and its unparalleled wastes, temporarily overcomes the chronic defect of an expanding technology-'over-production.' War, by restoring scarcity, is necessary on classic capitalist terms to ensure profit.

Ribosomes have an error rate of about one letter in 10,000, far lower than the defect rate in our own high-quality manufacturing processes. And they operate at a rate of about 10 amino acids per second, building whole proteins with chains comprising hundreds of amino acids in less than a minute.

Being proactive is being in control.

Hammer Airflow truly wireless Bluetooth earbuds comes with the latest Bluetooth v5.0 technology. Through this you can easily pair any Bluetooth enabled device within 10 Meter of radius. Get a long battery backup with a magnetic charging case(400mah). This truly wirelessBluetooth earphone is the best wireless Bluetooth for music. You can enjoy music with deep bass and answering the call by built in Microphone feature. Hammer Airflow Truly Wireless Bluetooth Earbuds (TWS) Hammer Airflow Truly Wireless Bluetooth Earbuds Features Usage: Hammer Airflow truly wireless Bluetooth earphones are designed for calling, music, gaming, sports and active lifestyle. Battery: Hammer Airflow wireless Bluetooth battery backup is up to 4 hours with music and calling on a single full charge. This wireless Bluetooth earphone is charge quickly within only 1.5 best truly wireless earbuds in India hours and 100 hours of standby time. Bluetooth 5.0: Airflow wireless Bluetooth earphone having latest technology Bluetooth v5.0. Which is maximizes the stability, performance and connectivity of Bluetooth earbuds which effectively reduces the power consumption. Stylish charging case: Hammer Airflow wireless Bluetooth earbuds comes with a stylish magnetic charging case (400mah) which makes the earbuds safe & dustproof. Monopod capability: Hammer Airflow wireless earphone buds can be used as two independent monopods. Comfort fit: Super-secure Airflow buds come with 2 ear-tips which provide perfect fit and comfort for all-day wearing with no distractions Product description TWS EARBUDS WITH ULTRA LONG BATTERY LIFE: Earbuds with charging case of 400 mah can charge your truly wireless earbuds about 7 to 8 times. Once the Bluetooth earbuds are in the charging case, they will be charged automatically and only takes about 1 hour to fully charge. You get about 4 hours of music playback time in a single charge of earbuds. TRULY WIRELESS EARBUDS WITH MIC: Truly wireless Bluetooth earbuds are best for calling. You will never have to worry about the wire linking, as Hammer Bluetooth earbuds are cable free and the Bluetooth connection has a strong signal upto 10 meters. BLUETOOTH EARBUDS WIRELESS PAIRING TECHNOLOGY: Pressing the right earbud thrice will make it the master earbud. Turn on Bluetooth on your phone, scan available Bluetooth devices, select Hammer Airflow the main earbud voice prompts your device is connected. The earbuds are connected successfully, now you can use it for music or calls. true wireless earbuds for sports INTEGRATED CONTROL BUTTON: With multi-function button you can play / pause music, next/ previous song, increase/ decrease volume, answer / reject calls and activate Siri / Google voice assistant. Additional Features: Bluetooth Headphones, Siri Google Assistant, Wireless Earphones, Long Lasting Battery, 3-4 Hours Playtime, Wireless Earbuds Headset Mic Headphones, True Wireless Design Bluetooth 5.0, Stylish Earphone, Deep Bass, Mono Calling (Single Earbud), Working Distance 10M, Standby time 60 Hours Compatible Devices: Compatible with iOS/Android Brand: Hammer Model number: AIRFLOW Battery Cell Composition: Lithium Polymer Item Weight: 40.8 g Warranty Details: Hammer Airflow comes with 6 months Replacement warranty only in case of manufacturing defects. Product Registration is mandatory at Warranty page within 10 days of your purchase to claim the warranty. Customer Care: Email: info@hammeronline.in MOB: 9991 108 081

My typically easy-going aunt is rankled by the murmurings of a Donald-Trump-led trade war. For her, the trade war is personal. "Good riddance!" she says. "I say its' good that we have this trade war." We used to export all the good things to the United States and kept all the defective stuff to sell here! And look at how we've damaged our environment, just for you Americans! Crafty people, manufacturing is a dirty job, didn't want to ruin your own country!

Getting to the root cause to eliminate problems and defects is close to the heart of lean manufacturing.  Just solving a problem to allow it to occur again is such a waste of human ingenuity.  Dr. Shingo would want us to spend a little more time up front, to investigate causes a little deeper to insure that the same problem would never happen again.

SALVAGE USED PART Looking for the best OEM (original equipment manufacturer) parts for your vehicle you are at the right place. There could be instances where your vehicle has faced significant damage, maybe regular wear and tear (which is in most cases), or might be an accident (which we wish could be avoided) there is a need for replacement parts. It is scary to know that each year in the US there occur More than six million car accidents and according to the NHTSA, about 6% of all motor vehicle accidents in the United States result in at least one death. The reasons for these accidents could be many but one of the significant being design defects. It is a well-known fact that automobiles have hundreds of parts, and any of those defective parts can cause a serious car accident. It may sound easy to visit the mechanic and get it done, but in actuality, there are various factors to be considered to claim the insurance in full.

The best-performing firms make a narrow range of products very well. The best firms’ products also use up to 50 percent fewer parts than those made by their less successful rivals. Fewer parts means a faster, simpler (and usually cheaper) manufacturing process. Fewer parts means less to go wrong; quality comes built in. And although the best companies need fewer workers to look after quality control, they also have fewer defects and generate less waste.

you? I think somebody pulled the plug on your brain drain! I’d rather run through a lion den in pork-chop underwear than talk to you! Well, you started with nothing, you’ve got that left! Most people live and learn but you just living aren’t you. You’re a just a few churns away from being butter aren’t you! I’m not a doctor, but I think you’ve got suckit-itus! I think there’s a manufacturer’s defect in your DNA! I don’t know what makes you so screwed up, but whatever it is, it’s working! Your brain must feel like brand new, since you never use it! The results of your IQ test would probably be negative! Call 911! I think somebody stole all your common sense! You look like a perfect example of a total failure! Was the ground cold when you crawled out this morning? For crying out loud! You’re acting like some kind a brainless, drunk, penguin! On the bright side, as a failure, you’re a great success! If idiots could fly, you’d be an eagle! How’d you even get here? Did somebody leave your cage open? If you had your head examined they wouldn’t find a lick of sense! I think you’ve got a bug in your programming! Don’t feel bad. A lot of people have no talent. Hi, I’m a human being! What are you again? I see you’re not letting your education get in the way of your ignorance! How long has it been since they performed your lobotomy? Are you in town for an idiot convention? You’re about as fun as licking the hand rail on an escalator! I’d slap you senseless if I could spare the two seconds it would take! Tough-titty said the kitty when the milk was all gone. The world needs examples like you so the rest of us can feel better! I don’t think you’re a fool. But what’s my opinion against thousands of others? I wish I could break whatever spell keeps magic’n you here! It looks like what you lack in intelligence you make up for in stupidity!

But when she asked herself how she got there, it was like walking into a mist. All she came up with was a handful of stories from her past, people she'd known who had shaped her. Who were responsible, to some extent, for the person she'd become. Emphasizing nurture because nature is really just yourself, whatever came in the original packaging, the basic model with whatever manufacturer defects.

If you get a defective product, you blame the manufacturer. We all have mothers, and they’re our baseline for what women are. If we don’t treat you well, you might want to reconsider your approach to our first ten years in your care.

Despite its technological potential, superconducting technology has been slow to materialize in the marketplace. One obstacle has always been the frigid temperatures needed to reach the superconducting state, requiring the use of elaborate refrigeration systems available only in research laboratories. That was one reason why the discovery of high-temperature superconductivity caused such a stir: The critical temperatures could now be reached by cooling with liquid nitrogen, which is both cheap and abundant. The more serious obstacle has become the difficulty of manufacturing strong, flexible wires out of the new materials; like other ceramics, they are brittle and tend to crack easily. It’s also hard to fabricate the wires in practical lengths; they tend to lose their superconductivity because of material defects when they get too long. Moreover, the most promising form of superconducting wire is encased in silver, which makes it 20 times more costly than copper wire, although the cost will decrease as demand rises.

The formula was simple. It was based on one that a judge named Learned Hand—his actual given name—had written in a legal opinion, probably unaware what the implications were. The food industry had run with it. Defects in food—bacterial infections, rot, mold, cross-contamination with allergens, exposure to toxic substances, and everything else that could go wrong—were discovered by manufacturers long before the general public knew. The manufacturer then had a decision to make: do we recall the food or not? Actuaries worked out death tables that predicted how many people would die or become ill because of the defect. They could determine how much money the average person who bought the product earned per year: that person’s earning capacity. Adding up the earning capacity of everyone who could potentially die or get sick because of the defect gave them an estimate of how much settlements would cost. Under the law, a consumer’s value equaled the amount of money that person could have earned in a lifetime, had he or she lived. If the calculation of damages in all the wrongful death lawsuits was greater than the cost of a recall, the manufacturer would recall the product. If the settlements would cost the company less than the recall, then they just ignored the defect. Damages > Profit = Recall

The first purchase order from the army for 900 canvas-topped Gypsies came in January 1991 and the vehicles were to be delivered before 31 March of that year. Maruti manufactured the vehicles and they were parked for inspection in the factory. Army rules required that each vehicle be inspected by their own inspectors. The inspecting team would check only seven or eight vehicles in a day. It was obviously impossible to complete inspection of 900 vehicles in the time available. The inspection agency would not accept our submission that the vehicles were mass produced, following a well-documented system for quality control, and that sample checking should be adequate. They would also generally not accept Maruti’s explanation that what were being pointed out as defects were not really defects. As was foreseen, the delivery date expired before the bulk of the vehicles had been inspected. Once that happened, inspections stopped. The purchase order had to be revalidated before the remaining vehicles could be inspected. The process of revalidation took another nine to ten months. In the meantime, the vehicles were standing in the open in the factory, braving the elements. The system was not concerned about the consequences. K. Kumar made several visits to the army headquarters and met officers at various levels, to explain the Maruti-SMC system for ensuring uniformity of quality and adherence to specifications. He pleaded for expediting the process of inspection, but in vain. Kumar and I then met Lt. Gen. M.S. Bhullar, who was director general quality assurance in the army, and pointed out that exposure to the sun and rain would damage the vehicles and neither Maruti nor the army was gaining by rigidly following tortuous government procedures. Quality, I argued, was produced, not inspected and suggested that the army work out some less cumbersome methods of inspection. But the army was not willing to accept this point of view.

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

Myth #3: Kaizen Is Slow; Innovation Is Quicker Perhaps the most dramatic example of what can happen when innovation is used and abused is Toyota, a company that calls kaizen its soul. For most of its history after World War II, Toyota exemplified quality automobile manufacturing. Consumers bought Toyotas not for the styling or prestige but for their unparalleled reliability. But by 2002, Toyota management decided it was not enough to build the highest-quality and most-profitable cars—it wanted to be the biggest car company in the world. And the company succeeded. It built factories rapidly and added enough capacity to produce three million additional automobiles in just six years. But productivity came at a high price: Suppliers could not sustain the quality for which Toyota was known, and the new factories did not have the time to build a kaizen culture. The result was over nine million recalls and some well-deserved bad publicity. Here is an internal memo written before the crisis became public: “We make so many cars in so many different places with so many people. Our greatest fear is that as we keep growing, our ability to maintain the discipline of kaizen will be lost.” —Teruo Suzuki General Manager, Human Resources In time, Toyota recognized that abandoning kaizen drove the company away from a commitment to its core principles. Since the crisis, Toyota has slowed down production, given local managers in the U.S. more responsibility for quality control, and trained new workers in the kaizen culture. Toyota has returned to focusing on quality, not quantity, as its mission, with an emphasis on correcting defects in production while they are small and easily fixed. And Toyota’s reputation for quality has been restored. The company’s story is an excellent illustration of the ways in which kaizen builds habits that can last a lifetime and helps avoid the painful consequences of steps that may, in retrospect, have been too big for the individual or the work group to swallow.