Manufacturing Engineering Quotes

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

Reclaim your mind and get it out of the hands of the cultural engineers who want to turn you into a half-baked moron consuming all this trash that's being manufactured out of the bones of a dying world.

We are told 'no', we're unimportant, we're peripheral. 'Get a degree, get a job, get a this, get a that.' And then you're a player, you don't want to even play in that game. You want to reclaim your mind and get it out of the hands of the cultural engineers who want to turn you into a half-baked moron consuming all this trash that's being manufactured out of the bones of a dying world.” -

It’s not that I’m not social. I’m social enough. But the tools you guys create actually manufacture unnaturally extreme social needs. No one needs the level of contact you’re purveying. It improves nothing. It’s not nourishing. It’s like snack food. You know how they engineer this food? They scientifically determine precisely how much salt and fat they need to include to keep you eating. You’re not hungry, you don’t need the food, it does nothing for you, but you keep eating these empty calories. This is what you’re pushing. Same thing. Endless empty calories, but the digital-social equivalent. And you calibrate it so it’s equally addictive.

Manufacturing is more than just putting parts together. It's coming up with ideas, testing principles and perfecting the engineering, as well as final assembly.

For the first time in architectural history, we're approaching the resolution and complexity of the natural world by creating new technologies that will ultimately enable us to design a beam as if it were a branch or an HVAC and waste removal system as if it were a photosynthetic GI tract engineered to convert carbon into biofuel.

When we're able to communicate in nature's language; when we're able to transcend the view that nature is a boundless entity; even transcending the building as the kernel of the architectural project; when we invite scientific inquiry and technological innovation, fusing atoms with bits and bits with genes - only then will the art of building enable new forms of interaction between humans and their environment. Only then will we be able to design, construct and evolve as equals.

Infectious diseases happen because of external organisms, but chronic diseases are manufactured daily by human beings. When your energy body is in full vibrancy and proper balance, chronic diseases cannot exist in the body. I could introduce you to thousands of people who have gotten rid of their physical and psychological ailments just by doing certain simple yogic practices. These practices are not aimed at the disease. They are just aimed at bringing a certain harmony and vitality to the energy body.

The picture of the world that's presented to the public has only the remotest relation to reality. The truth of the matter is buried under edifice after edifice of lies upon lies. It's all been a marvellous success from the point of view in deterring the threat of democracy, achieved under conditions of freedom, which is extremely interesting.

The race of prophets is extinct. Europe is becoming set in its ways, slowly embalming itself beneath the wrappings of its borders, its factories, its law-courts and its universities. The frozen Mind cracks between the mineral staves which close upon it. The fault lies with your mouldy systems, your logic of 2 + 2 = 4. The fault lies with you, Chancellors, caught in the net of syllogisms. You manufacture engineers, magistrates, doctors, who know nothing of the true mysteries of the body or the cosmic laws of existence. False scholars blind outside this world, philosophers who pretend to reconstruct the mind. The least act of spontaneous creation is a more complex and revealing world than any metaphysics.

It is rare for certain to find two things that, without modification or alteration, can fit together with a perfection that is usually only manufactured.

[[ ]] The story goes like this: Earth is captured by a technocapital singularity as renaissance rationalization and oceanic navigation lock into commoditization take-off. Logistically accelerating techno-economic interactivity crumbles social order in auto sophisticating machine runaway. As markets learn to manufacture intelligence, politics modernizes, upgrades paranoia, and tries to get a grip. The body count climbs through a series of globewars. Emergent Planetary Commercium trashes the Holy Roman Empire, the Napoleonic Continental System, the Second and Third Reich, and the Soviet International, cranking-up world disorder through compressing phases. Deregulation and the state arms-race each other into cyberspace. By the time soft-engineering slithers out of its box into yours, human security is lurching into crisis. Cloning, lateral genodata transfer, transversal replication, and cyberotics, flood in amongst a relapse onto bacterial sex. Neo-China arrives from the future. Hypersynthetic drugs click into digital voodoo. Retro-disease. Nanospasm.

Shadowy material resides inside each one of us, but the man who is willing to face his own capacity for darkness will discover his deepest inner goodness and the presence of the divine within him. Some men never discover the divine presence within because they can't bring themselves to face their demons. Don't try to engineer this process or manufacture any angels. It will be done to you; just do not hate or fear the falling.

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.

Such an AI might also be able to produce a detailed blueprint for how to bootstrap from existing technology (such as biotechnology and protein engineering) to the constructor capabilities needed for high-throughput atomically precise manufacturing that would allow inexpensive fabrication of a much wider range of nanomechanical structures.

As a result, the process of designing a product at Apple was integrally related to how it would be engineered and manufactured. Ive described one of Apple’s Power Macs. “We wanted to get rid of anything other than what was absolutely essential,” he said. “To do so required total collaboration between the designers, the product developers, the engineers, and the manufacturing

Still another factor is compatibility with vested interests. This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years.

Have you ever thought about it? If somebody asks, “Who are you?” what do you answer? You say your name. The name is not yours, because you came into the world without a name. You came nameless; it is not your property, it has been given to you. And any name, A-B-C-D, would have been useful. It is arbitrary. It is not essential in any way. If you are called “Susan” good; if you are called “Harry” good, it makes no difference. Any name would have been as applicable to you as any other. It is just a label. A name is needed to call you by, but it has nothing to do with your being. Or you say, “I am a doctor” or you say, “I am an engineer”—or a businessman, or a painter, or this and that—but nothing says anything about you. When you say, “I am a doctor,” you say something about your profession, not about you. You say how you earn your living. You don’t say anything about life, you say something about your living. You may be earning your living as an engineer, or as a doctor, or as a businessman—it is irrelevant. It does not say anything about you. Or you say your father’s name, your mother’s name, you give your family tree—that too is irrelevant because that doesn’t define you. Your being born in a particular family is accidental; you could as well have been born in another family and you would not even have noticed the difference. These are just utilitarian tricks—and man becomes a “self.” This self is a pseudoself, a created, manufactured self, homemade. And your own real self remains deep down hidden in mist and mystery. I was reading:

The poor manufacture the engines of their own destruction, but it's the rich who sell them.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

Airplane and engine manufacturers felt they, too, should get their just profits out of this war. Why not? Everybody else was getting theirs. So $1,000,000,000—count them if you live long enough—was spent by Uncle Sam in building airplanes and airplane engines that never left the ground! Not one plane, or motor, out of the billion dollarsʼ worth ordered, ever got into a battle in France. Just the same the manufacturers made their little profit of 30, 100 or perhaps 300 per cent.

This crusading spirit of the managers and engineers, the idea of designing and manufacturing and distributing being sort of a holy war: all that folklore was cooked up by public relations and advertising men hired by managers and engineers to make big business popular in the old days, which it certainly wasn't in the beginning. Now, the engineers and managers believe with all their hearts the glorious things their forebears hired people to say about them. Yesterday's snow job becomes today's sermon.

The Analytical Engine has no pretensions to originate anything. It can do whatever we know how to order it to perform. —Ada Lovelace Scientific Memoirs, Selections from The Transactions of Foreign Academies and Learned Societies and from Foreign Journals

The intellectual ethic of a technology is rarely recognized by its inventors. They are usually so intent on solving a particular problem or untangling some thorny scientific or engineering dilemma that they don't see the broader implications of their work. The users of the technology are also usually oblivious to its ethic. They, too, are concerned with the practical benefits they gain from employing the tool. Our ancestors didn't develop or use maps in order to enhance their capacity for conceptual thinking or to bring the world's hidden structures to light. Nor did they manufacture mechanical clocks to spur the adoption of a more scientific mode of thinking. These were by-products of the technologies. But what by-products! Ultimately, it's an invention's intellectual work ethic that has the most profound effect on us.

Everyone has a time machine. Everyone is a time machine. It's just that most people's machines are broken. The strangest and hardest kind of time travel is the unaided kind. People get stuck, people get looped. People get trapped. But we are all time machines. We are all perfectly engineered time machines, technologically equipped to allow the inside user, the traveler riding inside each of us, to experience time travel, and loss, and understanding. We are universal time machines manufactured to the most exacting specifications possible. Every single one of us.

Have you ever thought about it? If somebody asks, “Who are you?” what do you answer? You say your name. The name is not yours, because you came into the world without a name. You came nameless; it is not your property, it has been given to you. And any name, A-B-C-D, would have been useful. It is arbitrary. It is not essential in any way. If you are called “Susan” good; if you are called “Harry” good, it makes no difference. Any name would have been as applicable to you as any other. It is just a label. A name is needed to call you by, but it has nothing to do with your being. Or you say, “I am a doctor” or you say, “I am an engineer”—or a businessman, or a painter, or this and that—but nothing says anything about you. When you say, “I am a doctor,” you say something about your profession, not about you. You say how you earn your living. You don’t say anything about life, you say something about your living. You may be earning your living as an engineer, or as a doctor, or as a businessman—it is irrelevant. It does not say anything about you. Or you say your father’s name, your mother’s name, you give your family tree—that too is irrelevant because that doesn’t define you. Your being born in a particular family is accidental; you could as well have been born in another family and you would not even have noticed the difference. These are just utilitarian tricks—and man becomes a “self.” This self is a pseudoself, a created, manufactured self, homemade. And your own real self remains deep down hidden in mist and

We wanted to get rid of anything other than what was absolutely essential,” he said. “To do so required total collaboration between the designers, the product developers, the engineers, and the manufacturing team. We kept going back to the beginning, again and again. Do we need that part? Can we get it to perform the function of the other four parts?

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

No, I want you to stay,” I say. “I’ve too many secrets from too many people. I won’t have any more between the three of us.” “Learn to count, shithead,” Sevro says, coming around a rusted engine block. The cheap metal door to the outside slams behind him. Smells like autumn even in Agea’s oil-stained manufacturing district. He hops onto the rusted chassis of an old fighter and sits with his legs dangling. “Hey, look, it’s all pricks for once. Let’s tell sexist jokes.” Chuckling,

My china boy seemed to embody the way no story reaches us without having its heels chipped off or its face scratched away. And how lacunae and gaps are the constant companions of survival, its hidden engine, fueling its acceleration. How only trauma makes individuals — singly and unambiguously us — from the mass product. And yes, finally, the way in which I am the little boy, the product of mass manufacturing and also of the collective catastrophe of the last century, the survivor and unwitting beneficiary, here by some miracle.

It is unlike the industrial era, when corporations depended on people with a wide range of skills: managers and marketers, engineers and technicians, warehouse workers and salespeople. These jobs were often unionized, at least in the manufacturing and energy sectors, so that upper management was compelled at least to consider diverse views on how the business should operate. In contrast, tech firms are rarely unionized, and none of the largest internet-based firms are.7 Crucially, the tech giants employ relatively few people in proportion to their revenues.

It was as though the whole world was thrown back six or seven hundred years without having the organizations those ancient peoples had." He paused, breathing heavily. "Of course, there were many survivors who understood small skills. Some of them would repair small engines, but they couldn't manufacture them. They couldn't refine fuels. Fortunately a good many doctors who had practiced in small towns and in the country survived. They had their medical books, but they could no longer get the drugs they needed. Anyway, medicine survived after a fashion. Then gradually little patterns of order began to appear and another Bureaucracy came into being.

True, the Web produces acute concentration. A large number of users visit just a few sites, such as Google, which, at the time of this writing, has total market dominance. At no time in history has a company grown so dominant so quickly—Google can service people from Nicaragua to southwestern Mongolia to the American West Coast, without having to worry about phone operators, shipping, delivery, and manufacturing. This is the ultimate winner-take-all case study. People forget, though, that before Google, Alta Vista dominated the search-engine market. I am prepared to revise the Google metaphor by replacing it with a new name for future editions of this book.

When President Obama asked to meet with Steve Jobs, the late Apple boss, his first question was ‘how much would it cost to make the iPhone in the United States, instead of overseas?’ Jobs was characteristically blunt, asserting that ‘those jobs are never coming back’. In point of fact, it’s been estimated that making iPhones exclusively in the US would add around $65 to the cost of each phone – not an unaffordable cost, or an unthinkable drop in margin for Apple, if it meant bringing jobs back home.  But American workers aren’t going to be making iPhones anytime soon, because of the need for speed, and scale, in getting the product on to shelves around the world. When Apple assessed the global demand for the iPhone it estimated that it would need almost 9,000 engineers overseeing the production process to meet demand. Their analysts reported that it would take nine months to recruit that many engineers in the US – in China, it took 15 days. It’s these kind of tales that cause US conservative media outlets to graphically describe Asia as ‘eating the lunch’ off the tables of patriotic, if sleep-walking, American citizens. If Apple had chosen to go to India, instead of China, the costs may have been slightly higher, but the supply of suitably qualified engineers would have been just as plentiful. While China may be the world’s biggest manufacturing plant, India is set to lead the way in the industry that poses the biggest threat to western middle-class parents seeking to put their sons or daughters through college: knowledge.

A number of Ford engineers arrived at Derby, and spent some months examining and familiarizing themselves with the drawings and manufacturing methods. One day their Chief Engineer appeared in Lovesey’s office, which I was then sharing, and said, ‘You know, we can’t make the Merlin to these drawings’. I replied loftily, ‘I suppose that is because the drawing tolerances are too difficult for you, and you can’t achieve the accuracy’. ‘On the contrary’, he replied, ‘the tolerances are far too wide for us. We make motor cars far more accurately than this. Every part on our car engines has to be interchangeable with the same part on any other engine, and hence all parts have to be made with extreme accuracy, far closer than you use. That is the only way we can achieve mass production’.

What was happily proved by this early revolution is something that we perhaps need to be reminded of again today: that neither exact science nor engineering is proof against the irrationality of those that operate the system. Above all, that the strongest and most efficient of megamachines can be overthrown, that human errors are not immortal. The collapse of the Pyramid Age proved that the megamachine exists on a basis of human beliefs, which may crumble, of human decisions, which may prove fallible, and human consent, which, when the magic becomes discredited, may be withheld. The human parts that composed the megamachine were by nature mechanically imperfect: never wholly reliable. Until real machines of wood and metal could be manufactured in sufficient quantity to take the place of most of the human components, the megamachine would remain vulnerable.

Since 1963, LEGO bricks have been manufactured from acrylonitrile-butadiene-styrene copolymer - ABS copolymer for short - a plastic with a matte finish. It is very hard and robust - import criteria for a children's toy. Laboratories in Switzerland and Denmark regularly test the quality of the ABS. The plastic is distributed to factories as granules rather than in liquid form. These grains of plastic are heated up to 232ºC and converted into a molten mass. Injection moulding machines weighing up to 150 tonnes squeeze the viscous plastic mass into the desired injection moulds - of which there are 2,400 varieties. After seven seconds, the brick produced in this way has cooled down enough to be removed from the mould. The injection moulding method is so precise that out of every million elements produced, only about 18 units have to be rejected. Unsold bricks are converted back into granulates and recycled.

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

Carl Franzoni perhaps summed it up best when he declared rather bluntly that, “the Byrds’ records were manufactured.” The first album in particular was an entirely engineered affair created by taking a collection of songs by outside songwriters and having them performed by a group of nameless studio musicians (for the record, the actual musicians were Glen Campbell on guitar, Hal Blaine on drums, Larry Knechtel on bass, Leon Russell on electric piano, and Jerry Cole on rhythm guitar), after which the band’s trademark vocal harmonies, entirely a studio creation, were added to the mix. As would be expected, the Byrds’ live performances, according to Barney Hoskyns’ Waiting for the Sun, “weren’t terribly good.” But that didn’t matter much; the band got a lot of assistance from the media, with Time being among the first to champion the new band. And they also got a tremendous assist from Vito and the Freaks and from the Young Turks, as previously discussed.

Muscle and pluck forever! What invigorates life, invigorates death, And the dead advance as much as the living advance, And the future is no more uncertain than the present, And the roughness of the earth and of man encloses as much as the delicatesse of the earth and of man, And nothing endures but personal qualities. What do you think endures? Do you think the great city endures? Or a teeming manufacturing state? or a prepared constitution? or the best-built steamships? Or hotels of granite and iron? or any chef-d’oeuvres of engineering, forts, armaments? Away! These are not to be cherish’d for themselves; They fill their hour, the dancers dance, the musicians play for them; The show passes, all does well enough of course, All does very well till one flash of defiance. The great city is that which has the greatest man or woman; If it be a few ragged huts, it is still the greatest city in the whole world." -from "Song of the Broad-Axe

Rivera’s admiration for Stalin was equaled only by his admiration for Henry Ford. By the 1920s and ‘30s, nearly every industrial country in Europe and Latin America, as well as the Soviet Union, had adopted Ford’s engineering and manufacturing methods: his highly efficient assembly line to increase production and reduce the cost of automobiles, so that the working class could at least afford to own a car; his total control over all the manufacturing and production processes by concentrating them all in one place, from the gathering of raw materials to orchestrating the final assembly; and his integration, training, and absolute control of the workforce. Kahn, the architect of Ford’s factories, subsequently constructed hundreds of factories on the model of the Rouge complex in Dearborn, Michigan, which was the epicenter of Ford’s industrial acumen as well as a world-wide symbol of future technology. Such achievements led Rivera to regard Detroit’s industry as the means of transforming the proletariat to take the reins of economic production.

The connection between the design of a product, its essence, and its manufacturing was illustrated for Jobs and Ive when they were traveling in France and went into a kitchen supply store. Ive picked up a knife he admired, but then put it down in disappointment. Jobs did the same. “We both noticed a tiny bit of glue between the handle and the blade,” Ive recalled. They talked about how the knife’s good design had been ruined by the way it was manufactured. “We don’t like to think of our knives as being glued together,” Ive said. “Steve and I care about things like that, which ruin the purity and detract from the essence of something like a utensil, and we think alike about how products should be made to look pure and seamless.” At most other companies, engineering tends to drive design. The engineers set forth their specifications and requirements, and the designers then come up with cases and shells that will accommodate them. For Jobs, the process tended to work the other way. In the early days of Apple, Jobs had approved the design of the case of the original Macintosh, and the engineers had to make their boards and components fit.

For electric vehicles, the power plant generators alimenting the electrical grind will then produce the GHGs, not the car engine itself. Concerns for GHG emissions would then shift to the source of electric power generation and away from car manufacturers. Currently, there is a wide difference in GHGs emissions in various electrical grids, depending on the source of energy fueling the generators. The low emissions from Swedish and French grids are explained by a combination of nuclear and hydroelectric generation, while the high emissions of the Polish and US grids stem from the use of coal as a fuel in some generators. However, the emissions from the Californian grid are nearly half those of the IS average! The regional differences in emissions in the US grid are also explained by the differences in fuels used for electricity generation: California has a high proportion of hydroelectricity and nuclear plants, while in Michigan generation plants the dominant production fuels are coal and crude oil. Anybody concerned with GHG emissions should certainly switch to electric cars in Sweden, France, and California, but should use gasoline when driving in Michigan or Poland!

This book, like probably every other typed document you have ever read, was typed with a QWERTY keyboard, named for the left-most six letters in its upper row. Unbelievable as it may now sound, that keyboard layout was designed in 1873 as a feat of anti-engineering. It employs a whole series of perverse tricks designed to force typists to type as slowly as possible, such as scattering the commonest letters over all keyboard rows and concentrating them on the left side (where right-handed people have to use their weaker hand). The reason behind all of those seemingly counterproductive features is that the typewriters of 1873 jammed if adjacent keys were struck in quick succession, so that manufacturers had to slow down typists. When improvements in typewriters eliminated the problem of jamming, trials in 1932 with an efficiently laid-out keyboard showed that it would let us double our typing speed and reduce our typing effort by 95 percent. But QWERTY keyboards were solidly entrenched by then. The vested interests of hundreds of millions of QWERTY typists, typing teachers, typewriter and computer salespeople, and manufacturers have crushed all moves toward keyboard efficiency for over 60 years. While the story of the QWERTY

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

How quickly the years fall away and the passage of time ceases meaning. We have each a purpose: we are bred to it, engineered for it, or we are drawn to it out of some fathomless innate longing that we cannot explain. Some unlucky few must discover—or create—it on their own, but those are rarer in these days, when by the grace of the forebears we are manufactured to our place in the order of the world. We have our destinies. We race for them, fight for them, fulfill them. Or we fail them. Listen, Perceval. Do you hear your long immortal life stretched out before you, before the stars? I have so much to teach you, my dear. The young do not believe in endings. They do not believe in death. They do not believe in time. Everything takes forever to happen, and twenty years is a long time. Under those circumstances, the apocalypse can seem sexy. Death is a fetish, a taste of the edge. It is not real. And so the days are long, and though time holds us green and dying, we cannot yet feel the drag of our chains hauling us forward to the end. But the old, Perceval. The old have forgiven time. Whatever time you may have is too little. If you live a thousand years—as I nearly have, and you surely will—it does not matter. Unless you have given up, laid down your tools, and folded idle hands to wait, beloved, you will still be in the middle of something when you die. The world is a wheel, and we are all broken on it. And that is fine and just. For there is never any hurry, until there is no time.

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.

Let’s begin with this notion that society, not entrepreneurs, is primarily responsible for the success of an enterprise. What is the evidence for that? Actually there is very little. Consider the great inventions and innovations of the nineteenth century that made possible the Industrial Revolution and the rising standard of living that propelled America into the front ranks of the world by the mid-twentieth century. Who built the telegraph, and the great shipping lines, and the railroads, and the airplanes? Who produced the tractors and the machinery that made America the manufacturing capital of the world? Who built and then made available home appliances like the vacuum cleaner, the automatic dishwasher, and the microwave oven? More recent, who built the personal computer, the iPhone, and the software and search engines that power the electronic revolution? Entrepreneurs, that’s who. Government played a role, but that role was extremely modest. In the nineteenth century, the government did little more than grant licenses to companies to operate on the high seas or to go ahead and build railroads. As is often the case when there are government favors to be had, such licenses and contracts were attended with the usual lobbying, cajoling, and corruption. In the twentieth century, the government refused to help the Wright brothers because it had its own cockamamie idea about how airplanes should be built; the Wright brothers, on their own, actually went ahead and built one that could fly, and the government was so angry that for a long time it simply ignored this stunning new invention.

In scale and audacity, the dam was astonishing; engineers were going to anchor a mile-long wall of concrete in bedrock at the bottom of a steep canyon in the Columbia. They would excavate 45 million cubic yards of dirt and rock, and pour 24 million tons of concrete. Among the few dams in the Northwest not built by the Corps of Engineers, the Grand Coulee was the work of the Bureau of Reclamation. When completed, it was a mile across at the top, forty-six stories high, and heralded as the biggest thing ever built by man. The dam backed up the river for 151 miles, creating a lake with 600 miles of shoreline. At the dam’s dedication in 1941, Roosevelt said Grand Coulee would open the world to people who had been beat up by the elements, abused by the rich and plagued by poor luck. But a few months after it opened, Grand Coulee became the instrument of war. Suddenly, the country needed to build sixty thousand planes a year, made of aluminum, smelted by power from Columbia River water, and it needed to build ships—big ones—from the same power source. Near the end of the war, America needed to build an atomic bomb, whose plutonium was manufactured on the banks of the Columbia. Power from the Grand Coulee was used to break uranium into radioactive subelements to produce that plutonium. By war’s end, only a handful of farms were drawing water from the Columbia’s greatest dam. True, toasters in desert homes were warming bread with Grand Coulee juice, and Washington had the cheapest electrical rates of any state in the country, but most of that power for the people was being used by Reynolds Aluminum in Longview and Alcoa in Vancouver and Kaiser Aluminum in Spokane and Tacoma.

Bell resisted selling Texas Instruments a license. “This business is not for you,” the firm was told. “We don’t think you can do it.”38 In the spring of 1952, Haggerty was finally able to convince Bell Labs to let Texas Instruments buy a license to manufacture transistors. He also hired away Gordon Teal, a chemical researcher who worked on one of Bell Labs’ long corridors near the semiconductor team. Teal was an expert at manipulating germanium, but by the time he joined Texas Instruments he had shifted his interest to silicon, a more plentiful element that could perform better at high temperatures. By May 1954 he was able to fabricate a silicon transistor that used the n-p-n junction architecture developed by Shockley. Speaking at a conference that month, near the end of reading a thirty-one-page paper that almost put listeners to sleep, Teal shocked the audience by declaring, “Contrary to what my colleagues have told you about the bleak prospects for silicon transistors, I happen to have a few of them here in my pocket.” He proceeded to dunk a germanium transistor connected to a record player into a beaker of hot oil, causing it to die, and then did the same with one of his silicon transistors, during which Artie Shaw’s “Summit Ridge Drive” continued to blare undiminished. “Before the session ended,” Teal later said, “the astounded audience was scrambling for copies of the talk, which we just happened to bring along.”39 Innovation happens in stages. In the case of the transistor, first there was the invention, led by Shockley, Bardeen, and Brattain. Next came the production, led by engineers such as Teal. Finally, and equally important, there were the entrepreneurs who figured out how to conjure up new markets. Teal’s plucky boss Pat Haggerty was a colorful case study of this third step in the innovation process.

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Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

Each had imagined a perfect new product, whole, already manufactured and sitting before him, and then spent years prodding executives, engineers, and factories to create it with as few compromises as possible.

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I’ve been discussing elite attitudes toward democracy. I sketched a line from the first democratic revolution, with its fear and contempt for the rascal multitude who were asking for ridiculous things like universal education, health care, and democratization of law, wanting to be ruled by countrymen like themselves who know the people’s sores, not by knights and gentlemen who just oppress them. From there to the second major democratic revolution establishing the US Constitution, which was, as discussed last time, a Framers’ Coup, the title of the main scholarly work, a coup by elites that the author describes as a conservative counterrevolution against excessive democracy. On to the twentieth century and such leading progressive theorists of democracy as Walter Lippmann, Edward Bernays, Harold Lasswell, and Reinhold Niebuhr, and their conception that the public has to be put in its place. They’re spectators, not participants. The responsible men, the elite, have to be protected from the trampling and the roar of the bewildered herd, who have to be kept in line with necessary illusions, emotionally potent oversimplifications, and, in general, engineering of consent, which has become a gigantic industry devoted to some aspects of the task, while responsible intellectuals take care of others. The men of best quality through the ages have to be self-indoctrinated, as Orwell discussed. They must internalize the understanding that there are certain things it just wouldn’t do to say. It must be so fully internalized that it becomes as routine as taking a breath. What else could anyone possibly believe? As long as all of this is in place, the system functions properly, with no crises. This picture, I think, captures crucial features of thought control in the more free societies, but it is misleading in essential ways. Most importantly, it largely omitted the constant popular struggles to extend the range of democracy, with many successes. Even in the last generation, there have been quite substantial successes. Such successes typically lead to a reaction. Those with power and privilege don’t relinquish it easily. The neoliberal period that we’re now enduring, long in planning, is such a reaction.

Since democratic leaders can’t wait for the people to arrive at even general understanding and have to engineer consent to socially constructive goals and values, some obvious questions arise. Who makes the decisions about these goals and values? What factors enter into the decisions of “democratic leaders”? How is their “responsibility” and dedication to the public interest established?

Product development involves an incredible mix of disciplines, from designers to engineers and programmers, manufacturing, packaging, sales, marketing, and service.

This is something I have frequently encountered in my research: an engineer or IT expert working for a car manufacturer enjoys a senior professional position, a good income and a high level of security. But alongside the plant where he works there are now other research and development service companies, where engineers and IT experts work for the same car manufacturer, but on a subcontract basis. They also earn well, but not quite as well as their colleagues employed directly by the main firm, nor do they enjoy the same participation rights. For many highly qualified staff, activity of this kind is quite attractive, up to a certain point. As long as they are young and flexible, they value working for a good salary in different places for a different firm each time. Even a master craftsman, employed by an agency, opined in an interview: ‘When you’re young, you think: never mind, I have two good hands.’ But this generally changes over the years. Then the need for greater security makes itself felt even among engineers, especially if they want to start a family.

Building a product is like making a song. The band is composed of marketing, sales, engineering, support, manufacturing, PR, legal. And the product manager is the producer—making sure everyone knows the melody, that nobody is out of tune and everyone is doing their part. They’re the only person who can see and hear how all the pieces are coming together, so they can tell when there’s too much bassoon or when a drum solo’s going on too long, when features get out of whack or people get so caught up in their own project that they forget the big picture.

Q: What can ordinary people with busy lives and not a lot of political access do to address this stuff? You can try to address it in your own life. You can try to set up your life so you have to drive as little as possible. In so doing, you vote with your feet and your wallet. When more people bike, walk and use public transit, there is greater pressure on elected officials and government agencies to improve these modes of transportation. It thus increases the profitability of public transit and makes cities more desirable places to live. It also helps reduce your carbon footprint and reduces the amount of money going to automobile manufacturers, oil companies and highway agencies. In a globally connected capitalist world, cities and countries are competing for highly skilled labor—programmers, engineers, scientists, etc. To some degree, these people can live anywhere they want. So San Francisco or my current city in Minnesota aren’t just competing with other U.S. cities but are competing with cities in Europe for the best and brightest talent. Polls and statistics show that more and more skilled people want to live in cities that are walkable, bikeable and have good public transit. Also our population is aging and realizing that they don’t want to be trapped in automobile-oriented retirement communities in Florida or the southwest USA. They also want improved walkability and transit. Finally, there’s been an explosion of obesity in the USA with resulting increases in healthcare costs. Many factors contribute to this but increased amounts of driving and a lack of daily exercise are major factors. City, state and business leaders in the US are increasingly aware of all this. It is part of Gil Peñalosa’s “8-80” message (the former parks commissioner of Bogotá, Colombia) and many other leaders. (2015 interview with Microcosm Publishing)

But for all the colour of his character, his reputation was earned and maintained through his genius. There is a lovely story published in a 1965 issue of Life magazine that suggests just how highly respected he was. Henry Ford's fledgling car manufacturing company was once having trouble with one of the generators that powered the production line. They called Steinmetz in to consult on the problem and he solved it by lying down in the room where the generator was housed. For two days and nights he listened to its operation, scribbling calculations on a notepad. Eventually he got up, climbed up on the giant machine, and marked a point on the side with a chalk cross. He descended and told the engineers to replace sixteen of the generator's wire coils, the ones behind his chalk mark. They did what they were told, turned the generator back on, and discovered to their utter astonishment that it now worked perfectly. That story alone would be alone would be enough, but it gets better. From their headquarters in Schenectady, New York, General Electric sent forth a $10,000 dollar invoice for Steinmetz's services. Ford queried the astronomical sum, asking for a breakdown of the costs. Steinmetz replied personally. His itemized bill said, "Making chalk mark on generator: $1.00. Knowing where to make mark: $9,999.00" Apparently the bill was paid without further delay.

His expertise took in anything manufactured in the old gross way from inorganic materials. He was totally lost with modern bacterial electronics, where computers were grown, not made. His work was greatly valued by a few historians of science, and virtually unknown to everyone else

Originating in a system of mass production which generates vast quantities of products which need to be sold, it is the marketeers’ ambition to make us feel dissatisfied with what we already possess, to make us feel that we’d be happier, or more attractive, if we went out to purchase one or more of their products. It is, of course, a message that we can with some difficulty always choose to ignore. But even if we do so, we should still be careful to watch our step. For it is one thing to reject the sirencall of a particular manufacturer, but another to avoid the corrosive blandishments of an entire culture hell-bent on retailing everything under the sun. That culture insidiously feeds our discontent, our restlessness and dissatisfaction. However many products we choose to buy, more never proves enough. However much we accumulate, there is always another higher level of dissatisfaction. The feeling of peaceful acceptance that our ancestors largely took for granted is now continuously undermined by a culture committed to mass marketing, mass consumption and mass media. It will almost certainly be further undermined by the advancing technologies, specifically robots, engineered organisms and nanobots, which could (supposedly) create a utopian future of abundance where just about anything could be made cheaply, almost any disease cured and physical problem solved.

By the time he was in high school, his family had moved to Miami. Bezos was a straight-A student, somewhat nerdy, and still completely obsessed with space exploration. He was chosen as the valedictorian of his class, and his speech was about space: how to colonize planets, build space hotels, and save our fragile planet by finding other places to do manufacturing. “Space, the final frontier, meet me there!” he concluded. He went to Princeton with the goal of studying physics. It sounded like a smart plan until he smashed into a course on quantum mechanics. One day he and his roommate were trying to solve a particularly difficult partial differential equation, and they went to the room of another person in the class for help. He stared at it for a moment, then gave them the answer. Bezos was amazed that the student had done the calculation—which took three pages of detailed algebra to explain—in his head. “That was the very moment when I realized I was never going to be a great theoretical physicist,” Bezos says. “I saw the writing on the wall, and I changed my major very quickly to electrical engineering and computer science.” It was a difficult realization. His heart had been set on becoming a physicist, but finally he had confronted his own limits.

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The reason that Omega was reluctant to embrace the electronic watch is as understandable as it was wrong. Mechanical engineering was the core capability of the Swiss watchmaking industry. Swiss watchmakers successfully sold high-end timepieces to a largely upmarket customer, usually through jewelry stores. Margins were high and volumes comparatively low. Brand was important. In contrast, electronic watches were a high-volume, low-margin product sold through a variety of retail outlets, including drugstores, often under little-known brand names. The core capabilities for the new product were about electronics and manufacturing, not precision engineering. Faced with a low-end product, senior managers balked and missed the opportunity that ultimately destroyed them. Could they have embraced both exploring and exploiting? Of course! This is what ultimately happened. But to do this would have required them to be ambidextrous and to run an organization with different alignments. In terms of the congruence model, it would have meant a different strategy, different key success factors, different people and skills, and a different organizational structure and culture—a radical shift that was seen as too much effort for what was expected to be a low-margin product. To

Everyone has a time machine. Everyone is a time machine. It’s just that most people’s machines are broken. The strangest and hardest kind of time travel is the unaided kind. People get stuck, people get looped. People get trapped. But we are all time machines. We are all perfectly engineered time machines, technologically equipped to allow the inside user, the traveler riding inside each of us, to experience time travel, and loss, and understanding. We are universal time machines manufactured to the most exacting specifications possible. Every single one of us.

It worked. Chicago’s manufacturers flocked to Chicago Edison, which Insull soon renamed the Commonwealth Edison Company. In 1908, a reporter for Electrical World and Engineer noted that “although isolated plants are still numerous in Chicago, they were never so hard pressed by central station service as now…. The Commonwealth Edison Company has among its customers establishments formerly run by some of the largest isolated plants in the city.” A year later, the Electrical Review and Western Electrician wrote that Insull’s customers “now included a large number of great manufacturing and industrial plants.” As more manufacturers joined the system, Insull continued to push down prices. Per-capita sales of electricity skyrocketed in Chicago, rising from about 10 kilowatt-hours in 1899 to nearly 450 kilowatt-hours by 1915.

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Although Stephenson began to manufacture steam locomotives in steady numbers after Blucher and My Lord had demonstrated their utility, railway infrastructure continued to limit development. Early-nineteenth-century cast iron was far more impure and brittle than cast iron is today and often broke under the weight of heavy steam engines. Consequently, rail sections had to be short, about three feet, which in turn introduced numerous unstable joints. Allowing for a horse path between rails—as late as 1828, Stephenson’s first major British railway still hauled 43 percent of its tonnage with horses—meant that rails had to be supported on stone blocks rather than connected with crossties, making it difficult to keep them aligned.35 Cast-iron rails, despite their limitations, met a characteristic requirement of new technology: lower cost. Haulage by rail cost less than by packhorse or horse cart.

Fort is amongst the most rare category of writers who are "political" because they make us aware of what is happening to us in the deepest sense. He points to a rediscovery of the waY THat fantasy -processes dtermine the perception of time, change, and indeed the creation and growth of fact and product in themselves. Thus he demonstrates the workings of that operational cargo cult which is modern techno-capitalism, and whose fuel is engineered mystique. The belief that the new experiments in the new laboratories will be an improvement on the old experiments in the old laboratories is a millenial promise worthy of any island cult of New Guinea, worshipping, as many there do, the skeletal rusting parts of the corpse of the American military machine of over fifty years ago. In this sense, Fort cautions us about scientific promises and expectations. No matter how hard the islanders try visualising the world that manufactured their "magical" bits of B-29 wings, they cannot visualise technological time and it's cost/resources spectrum. For them, any day scores of B-29s will land on the long-overgrown strip with tins of hamburgers for free. But the apple pie America that made the B-29 is gone with Glen Miller's orchestra , the Marshall Plan, and General McArthur's return to Bataan, while the far fewer (and much more expensive) B-52s of our own day are only seen as sky-trails in the high Pacific blue. In any case, landing on a grass strip in a B-52 would be suicide for the crew, and certain death also for many fundamentalist believers. If such a thing did happen, it would seem to be a wounded bird in great trouble, and if the watchers below were saying their prayers as it approached, so too would be the captain and his crew. As for the hamburgers, well, there might be some scorched USAF lunch-tins available after the crash, and when they were found, whole cycles of belief could be rejuvenated: McDonald's USAF compo-packs might become a techno-industrial packaged sacrament, indicating that whilst times might be hard, at least the gods were trying. Little do the natives know that some members of the crews of the godlike silver vehicles wonder what transformation mysteries the natives are guarding in their turn. The crews have some knowledge that is thousands of years ahead of the natives, yet the primitives probably have some knowledge that the crews have lost thousands of years ago, and they might wonder why these gods need any radio apparatus to communicate over great distances. Both animals, in their dreaming, are searching for one another

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

Patients tend to assume that their generic drugs are identical to brand-name drugs, in part because they imagine a simple and amicable process: as a patent expires, the brand-name company turns over its recipe, and a generic company makes the same drug, but at a fraction of the cost, since it no longer has to invest in research or marketing. But in fact, generic drug companies fight a legal, scientific, and regulatory battle, often in the dark, from the moment they set out to develop a generic. Mostly, their drugs come to market not with help from brand-name drug companies, but in spite of their efforts to stop them. Brand companies often resort to “shenanigans” and “gaming tactics” to delay generic competition, as the exasperated FDA commissioner Scott Gottlieb put it. They will erect a fortress of patents around their drugs, sometimes patenting each manufacturing step—even the time-release mechanism, if there is one. They may make small alterations to their drugs and declare them new, to add years to their patents, a move known as “evergreening.” Rather than sell samples of their drugs, which generic makers need in order to study and reverse-engineer them, brand-name companies will withhold samples, which in 2018 led the FDA to begin publicly shaming the companies accused of such practices by posting their names on its website.

INTEL CORPORATE OBJECTIVE Establish the 8086 as the highest performance 16-bit microprocessor family, as measured by: KEY RESULTS (Q2 1980) Develop and publish five benchmarks showing superior 8086 family performance (Applications). Repackage the entire 8086 family of products (Marketing). Get the 8MHz part into production (Engineering, Manufacturing). Sample the arithmetic coprocessor no later than June 15 (Engineering).

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Being proactive is being in control.

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The most simplistic definition (formula) of Value Added for a manufacturing company is Sales Price – Materials Costs = Value Added.  In industrial engineering the term “Value Added” is defined as something that changes the form, the fit or the function of a product.

we also began an initiative called Velocity Product Development (VPD) that reimagined virtually every part of our development process with the goal of increasing sales. Working with our engineers and marketers, we analyzed the flow of projects through our system, identifying and fixing blockages with an eye toward improving speed. We took apart our development process step by step, improving everything about it—bringing marketing and engineering together from the very beginning, improving how usable our product designs were and how easy they were for our plants to manufacture, implementing rapid prototyping of our designs, and enhancing how we launched new products. We reduced the number of sign-offs new design changes required as they moved through the system, improved software development and testing, and enhanced our use of electronic design tools.

Software Engineer “I’m a software engineer with four years of experience delivering notable results. I’ve created new software and embedded systems via C++ and C# in manufacturing airplane electronics. My current job requires a lot of collaboration with other technical teams as we conduct data analysis that I pull from global databases. I have also trained new team members and engineers on our data retrieval process. My supervisor has stated that I have excellent technical writing skills based on the comprehensive reports and training manuals I’ve produced that have wide circulation among vendors. These skills and experience will allow me to quickly contribute to your organization and be a highly productive part of your team.

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.

Another notable achievement of Bernays’s liberal record was in the early 1950s when he was employed by the United Fruit Company, which virtually owned Guatemala, in fact much of Central America. In the early ’50s they were threatened by a new reformist democracy in Guatemala, which overthrew the dictatorship and intended to take unused lands owned by the fruit company and distribute them to poor peasants, along with other reforms. Bernays was hired to do something about that. He developed a very successful propaganda campaign to engineer consent among the American public for a military coup, the 1953 military coup, which ended these heresies and protected the power of the Fruit Company under the new military dictatorship

Bernays explained his principles in 1947, in the Annals of the American Academy of Political and Social Science. He informed the world of science that leaders, with the aid of technicians in the field who have specialized in utilizing the channels of communication, have been able to accomplish purposefully and scientifically what we have termed ‘the engineering of consent.’ This phrase quite simply means the use of an engineering approach—that is, action based on thorough knowledge of the situation and on the application of scientific principles and tried practices to the task of getting people to support ideas and programs…. The engineering of consent is the very essence of the democratic process, the freedom to persuade and suggest…. A leader frequently cannot wait for the people to arrive at even general understanding … democratic leaders must play their part in … engineering consent to socially constructive goals and values…. The responsible leader, to accomplish social objectives, must therefore be constantly aware of the possibilities of subversion. He must apply his energies to mastering the operational know-how of consent engineering, and to out-maneuvering his opponents in the public interest (Bernays, 1947).

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

Anyone who was, say, sixty years old in Manchester, England, would have witnessed in his or her lifetime a revolution in the manufacturing of cotton and wool textiles, the growth of the factory system, the application of steam power and other astounding new mechanical devices to production, remarkable breakthroughs in metallurgy and transportation (especially railroads), and the appearance of cheap mass-produced commodities. Given the stunning advances in chemistry, physics, medicine, math, and engineering, anyone even slightly attentive to the world of science would have almost come to expect a continuing stream of new marvels (such as the internal combustion engine and electricity). The unprecedented transformations of the nineteenth century may have impoverished and marginalized many, but even the victims recognized that something revolutionary was afoot. All this sounds rather naive today, when we are far more sober about the limits and costs of technological progress and have acquired a postmodern skepticism about any totalizing discourse. Still, this new sensibility ignores both the degree to which modernist assumptions prevail in our lives and, especially, the great enthusiasm and revolutionary hubris that were part and parcel of high modernism.

Prospector Base was a cluster of five ten-meter-diameter inflatable domes, arranged in a tight pentagonal formation. Each dome touched two others on either side for mutual support against the fierce spring winds of the southern hemisphere. The void in the center of the pentagon was filled with a smaller dome, seven-and-a-half meters in diameter. The only equipment the central dome contained was the base water recycler unit. The recycler received wastewater from the galley, and from the shower and sink. Dubbed “the hall” by the EPSILON engineers, hatches connected the smaller central dome with each of the larger five domes that surrounded it. Each large dome was accessible to the others only via the hall. The larger dome closest to the landing party’s direction of travel possessed an airlock to the outside atmosphere. Known as the common room, it housed the main base computer, the communications equipment, the primary electrical supply panels, the CO2 scrubber, the oxygen generator and the backup oxygen supply tanks. The oxygen generator electrolyzed water collected from dehumidifiers located in all domes except the greenhouse and from the CO2 scrubber. It released molecular oxygen directly back into the air supply. The hydrogen it generated was directed to the carbon dioxide scrubber. By combining the Sabatier Reaction with the pyrolysis of waste product methane, the only reaction products were water—which was sent back to the oxygen generator—and graphite. The graphite was removed from a small steel reactor vessel once a week and stored in the shop where Dave and Luis intended to test the feasibility of carbon fiber manufacture. Excess heat generated by the water recycler, the oxygen generator, and the CO2 scrubber supplemented the heat output from the base heating system. The dome to the immediate left contained the crew sleeping quarters and a well-provisioned sick bay. The next dome housed the galley, food storage, and exercise equipment. The table in the galley doubled as the base conference table. The fourth large dome served as the greenhouse. It also housed the composting toilet and a shower. The final dome contained the shop, an assay bench, and a small smelter. The smelter was intended to develop proof-of-concept smelting processes for the various rare earth elements collected from the surrounding region. Subsequent Prospector missions would construct and operate a commercial smelter. A second manual airlock was attached to the shop dome to allow direct unloading of ore and loading of ingots for shipment to Earth.

Every new product—from software to widgets—goes through a cycle that begins with basic research, then applied research, then incubation, then development, then testing, then manufacturing, then deployment, then support, then continuation engineering in order to add improvements.

A new journey emerged as a new empire is being built and forged. Happiness is the art of those that are able to travel into time and travel back with the blessing to establish it in the present.. This is the engineering of the manufacturer ..

There was nothing pretty or elegant about their robot. Compared to the gleaming machines other teams had constructed, Stinky was a study in simplicity. The PVC, the balloon, the tape measure—in each case they had chosen the most straightforward solution to a problem. It was an approach that grew naturally out of watching family members fix cars, manufacture mattresses, and lay irrigation piping. To a large swath of the population, driveway mechanics, box-frame builders, and gardeners did not represent the cutting edge of engineering know-how. They were low-skilled laborers who didn’t have access to real technology. Stinky represented this low-tech approach to engineering. But that was exactly what had impressed the judges. Lisa Spence, the NASA judge, believed that there was no reason to come up with a complex solution when an elementary one would suffice. She felt that Carl Hayden’s robot was “conceptually similar” to the machines she encountered at NASA. The guys were in shock. They marched back up to the stage and looked out at the audience with dazed smiles. Lorenzo felt a rush of emotion. The judges’ Special Prize wasn’t a consolation award. These people were giving them real recognition.

. Recommendation: One avenue for ensuring that all civilian CCTV equipment is SCORPION STARE compatible by 2006 is to exploit an initiative of the US National Security Agency for our own ends. In a bill ostensibly sponsored by Hollywood and music industry associations (MPAA and RIAA: see also CDBTPA), the NSA is ostensibly attempting to legislate support for Digital Rights Management in all electronic equipment sold to the public. The implementation details are not currently accessible to us, but we believe this is a stalking-horse for requiring chip manufacturers to incorporate on-die FPGAs in the one million gate range, re-configurable in software, initially laid out as DRM circuitry but reprogrammable in support of their nascent War on Un-Americanism. If such integrated FPGAs are mandated, commercial pressures will force Far Eastern vendors to comply with regulation and we will be able to mandate incorporation of SCORPION STARE Level Two into all digital consumer electronic cameras and commercial CCTV equipment under cover of complying with our copyright protection obligations in accordance with the WIPO treaty. A suitable pretext for the rapid phased obsolescence of all Level Zero and Level One cameras can then be engineered by, for example, discrediting witness evidence from older installations in an ongoing criminal investigation. If we pursue this plan, by late 2006 any two adjacent public CCTV terminals—or private camcorders equipped with a digital video link—will be reprogrammable by any authenticated MAGINOT BLUE STARS superuser to permit the operator to turn them into a SCORPION STARE basilisk weapon. We remain convinced that this is the best defensive posture to adopt in order to minimize casualties when the Great Old Ones return from beyond the stars to eat our brains.

The Western medical model — and I don't mean the science of it, I mean the practice of it, because the science is completely at odds with the practice — makes two devastating separations. First of all we separate the mind from the body, we separate the emotions from the physiology. So we don't see how the physiology of people reflects their lifelong emotional experience. So we separate the mind from the body, which is not something that traditional medicine has done, I mean, Ayuverdic or Chinese medicine or shamanic tribal cultures and medicinal practices throughout the world have always recognized that mind and body are inseparable. They intuitively knew it. Many Western practitioners have known this and even taught it, but in practice we ignore it. And then we separate the individual from the environment. The studies are clear, for example, that when people are emotionally isolated they tend to get sick more quickly and they succumb more rapidly to their disease. Why? Because people's physiology is completely related to their psychological, social environment and when people are isolated and alone their stress levels are much higher because there's nothing there to help them moderate their stress. And physiologically it is straightforward, you know, it takes a five-year-old kid to understand it. However because in practice we separate them... when somebody shows up with an inflamed joint, all we do is we give them an anti-inflammatory or because the immune system is hyperactive and is attacking them we give them a medication to suppress their immune system or we give them a stress hormone like cortisol or one of its analogues, to suppress the inflammation. But we never ask: "What does this manifest about your life?", "What does this say about your relationships?", "How stressful is your job?", "To what extent do you lack control in your life?", "Where are you not authentic?", "How are you trying to work so hard to meet your attachment needs by suppressing yourself?" (because that is what you learn to do as a kid). Then we do all this research that has to do with cell biology, so we keep looking for the cause of cancer in the cell. Now there's a wonderful quote in the New York Times a couple of years ago they did a series on cancer and somebody said: "Looking for the cause of cancer inside the individual cell is like trying to understand a traffic jam by studying the internal combustion engine." We will never understand it, but we spend hundreds of billions of dollars a year looking for the cause of cancer inside the cell, not recognizing that the cell exists in interaction with the environment and that the genes are modulated by the environment, they are turned on and off by the environment. So the impact of not understanding the unity of emotions and physiology on one hand and in the other hand the relationship between the individual and the environment.. in other words.. having a strictly biological model as opposed to what has been called a bio-psycho-social, that recognizes that the biology is important, but it also reflects our psychological and social relationships. And therefore trying to understand the biology in isolation from the psychological and social environment is futile. The result is that we are treating people purely through pharmaceuticals or physical interventions, greatly to the profit of companies that manufacture pharmaceuticals and which fund the research, but it leaves us very much in the dark about a) the causes and b) the treatment, the holistic treatment of most conditions. So that for all our amazing interventions and technological marvels, we are still far short of doing what we could do, were we more mindful of that unity. So the consequences are devastating economically, they are devastating emotionally, they are devastating medically.

Beyond its effects on health and the health care industry, COVID-19 has empowered the global elite more than ever before to manufacture lies and half-truths. Uber-powerful Silicon Valley Big Tech corporations (Facebook, Google, Microsoft, and Amazon), Big Pharma, the World Health Organization (WHO), and philanthropic giant Bill Gates have indentured politicians and scientists from across the political spectrum. The result is fearmongering, political polarization, and social engineering—all wrapped in a disguise of protection. A shadowy network of military contractors and bioweapons specialists are hiding behind the façade of biomedical and vaccine research while Big Tech silences their critics.

The debate seems to come right out of the pages of Christopher Cerf and Victor Navasky’s The Experts Speak: Well-informed people know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no practical value. —Editorial, The Boston Post, 1865 Fifty years hence . . . [w]e shall escape the absurdity of growing a whole chicken in order to eat the breast or wing, by growing these parts separately under a suitable medium. —Winston Churchill, 1932 Heavier-than-air flying machines are impossible. —Lord Kelvin, pioneer in thermodynamics and electricity, 1895 [By 1965] the deluxe open-road car will probably be 20 feet long, powered by a gas turbine engine, little brother of the jet engine. —Leo Cherne, editor-publisher of The Research Institute of America, 1955 Man will never reach the moon, regardless of all future scientific advances. —Lee Deforest, inventor of the vacuum tube, 1957 Nuclear powered vacuum cleaners will probably be a reality within 10 years. —Alex Lewyt, manufacturer of vacuum cleaners, 1955 The one prediction coming out of futurology that is undoubtedly correct is that in the future today’s futurologists will look silly.

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.

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Costs for batteries dropped significantly—by over 50 percent—between 2015 and 2019 to about $180 per kilowatt-hour. This is largely the result of redesigns and manufacturing scale and reductions in weight. Still, a battery pack that will go two hundred miles or more on a charge costs around $11,000, which is expensive and not yet competitive without subsidies. It is thought that at around $100 per kilowatt-hour, the battery would be competitive with the internal combustion engine. The recent MIT study on mobility posits that the gap may not be closed until 2030.

granddaddy of them all appeared: application-specific integrated circuits (ASICs). As the name implies, ASICs are application-specific, meaning that the physical hardware must be designed and manufactured with the application in mind. CPUs, GPUs, and FPGAs can all be bought generically and, with proper engineering, be applied to a specific purpose after the purchase. The physical layout of ASICs, on the other hand, needs to be etched into the chip at the semiconductor fabrication factory.

Capitalism sells you “happiness”. It wants to convert you into “happiness machines”. It also sells you anxiety. If you don’t buy what they are selling, you will ipso facto be unhappy, they claim. Capitalism is all about the Engineering of Consent. You are seduced into submitting to capitalist hegemony, to accepting cultural capitalism. You have an entirely false consciousness manufactured for you by capitalism, to serve capitalist interests, which are always those of the elite 1% that run the capitalist world. Wake up!

ST Engineering, the only South-East Asian firm in SIPRI’s top 100 defence manufacturers, has sold over 100 Bronco (or Warthog) armoured troop carriers to the British, for use in Afghanistan.

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

At the Automatica robot and automation fair in Munich this week the organisers devoted a whole section to so-called “service robots”. Scientists at the Fraunhofer Institute for manufacturing, engineering and automation demonstrated a Care-O-bot that sweeps office floors and empties bins. Pal Robotics showed Stockbot, which walks the aisles in a shop or warehouse to check inventory at night.

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.

Her father dropped her off in front of the place where she was to live and left the engine running. Lila Mae removed the two suitcases from the back of the pickup truck. The suitcases were new, with a formidable casing of green plastic. Scratchproof, supposedly. Her father had only been able to afford them because they were, manufacturer's oats aside, scratched — gouged actually, as if an animal had taken them in its fangs to teach them about hubris.

You dismiss the idea that the death of Jesus—the “torture and death of a single individual in a backward part of the Middle East” — could possibly be the solution to the sorrows of our brutish existence. When I said that Jesus is good for the world because he is the life of the world, you just tossed this away. You said, “You cannot possibly ‘know’ this. Nor can you present any evidence for it.” Actually, I believe I can present evidence for what I know. But evidence comes to us like food, and that is why we say grace over it. And we are supposed to eat it, not push it around on the plate—and if we don’t give thanks, it never tastes right. But here is some evidence for you, in no particular order. The engineering that went into ankles. The taste of beer. That Jesus rose from the dead on the third day, just like he said. A woman’s neck. Bees fooling around in the flower bed. The ability of acorns to manufacture enormous oaks out of stuff they find in the air and dirt. Forgiveness of sin. Storms out of the North, the kind with lightning. Joyous laughter (diaphragm spasms to the atheistic materialist). The ocean at night with a full moon. Delta blues. The peacock that lives in my yard. Sunrise, in color. Baptizing babies. The pleasure of sneezing. Eye contact. Having your feet removed from the miry clay, and established forever on the rock. You may say none of this tastes right to you. But suppose you were to bow your head and say grace over all of it. Try it that way. You say that you cannot believe that Christ’s death on the Cross was salvation for the world because the idea is absurd. I have shown in various ways that absurdity has not been a disqualifier for any number of your current beliefs. You praise reason to the heights, yet will not give reasons for your strident and inflexible moral judgments, or why you have arbitrarily dubbed certain chemical processes “rational argument.” That’s absurd right now, and yet there you are, holding it. So for you to refuse to accept Christ because it is absurd is like a man at one end of the pool refusing to move to the other end because he might get wet. Given your premises, you will have to come up with a different reason for rejecting Christ as you do. But for you to make this move would reveal the two fundamental tenets of true atheism. One: There is no God. Two: I hate Him.

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

The Five Whys The "Five Whys" is another lean manufacturing tool pioneered by Toyota. When faced with a problem, the first answer will likely be superficial and fail to address the root cause. Asking "why?" five times in succession can help get to the root of the problem. For example, a software company releases a new product feature that caused its service to fail: Why did the service fail? Because a particular server failed. Why did the server fail? Because an obscure subsystem was used in the wrong way. Why was it used in the wrong way? The engineer didn't know how to use it properly. Why didn't he know? Because he was never trained. Why wasn't he trained? Because his manager doesn't believe in training because he and his team are "too busy." Without the Five Whys, most companies would stop at the first question, fix the server and move on. However, pursuing the five whys reveals the root cause which is the manager's negative attitude on training. Without fixing the training problem, issues like this would probably happen again. Note that the process of five whys typically moves the focus from a technical fault towards human error.

The science of lubrication, friction and wear is called tribology and is a branch of mechanical engineering. Tribologists are employed by lubricant companies, bearing manufacturers, vehicle brake manufacturers and just about anywhere you can expect to solve a problem of friction and wear. Tribologists agree that the best lubricant for roller chains is viscous oil, not wax, graphite, or silicone. Yet, you’ll often find a new chain lubricant on the market that promises an improvement (they never say over what) and that chains will not suffer the same side effects as when lubricated with oil. Approach these products with sceptical caution. If the manufacturer uses words like “dry”, “wax”, and/or ”clean”, it is probably not a quality chain lubricant. Its sole redeeming feature may be that it doesn’t turn black with use, itself a sign of poor lubrication. We’ll discuss discolouration of the oil in due course.

You should never be able to reverse engineer a company’s organizational chart from the design of its product. Can you figure out who reigns supreme at Apple when you open the box for your new iPhone? Yes. It’s you, the customer; not the head of software, manufacturing, retail, hardware, apps, or the Guy Who Signs the Checks. That is exactly as it should be.

Long-Term Results The practical value of the solutions obtained is one way to determine if the subjective reports of accomplishments might be temporary euphoria. The nature of these solutions covered a broad spectrum, including: A new approach to the design of a vibratory microtome A commercial building design, accepted by the client Space-probe experiments devised to measure solar properties Design of a linear electron accelerator beam-steering device An engineering improvement to a magnetic tape recorder A chair design modeled and accepted by the manufacturer A letterhead design approved by the customer A mathematical theorem regarding NOR-gate circuits Completion of a furniture-line design A new conceptual model of a photon found to be useful A design of a private dwelling approved by the client Table 9.3

One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

Since 2000, no important technology innovation in the United States has been scaled up to create millions of manufacturing, marketing, and engineering jobs here, as personal computers and related industries did. While selling online and social networking are clearly transformational movements that have created entrepreneurial opportunities, fewer than fifty thousand traditional jobs—those with full-time hours, benefits, and health insurance—have been created.

Glenn Hammond Curtiss was a bicycle enthusiast before he started building motorcycles. Although he only attended grammar school to the 8th grade, his interests motivated him to move on to greater things. In 1904, as a self-taught engineer, he began to manufacture engines for airships. During this time, Curtiss became known for having won a number of international air races and for making the first long-distance flight in the United States. On September 30, 1907, Curtiss was invited to join a non-profit pioneering research program named the “Aerial Experimental Association,” founded under the leadership of Dr. Alexander Graham Bell, to develop flying machines. The organization was established having a fixed time period, which ended in March of 1909. During this time, the members produced several different aircraft in a cooperative, rather than a competitive, spirit.

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

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The fascination with automation in part reflected the country’s mood in the immediate postwar period, including a solid ideological commitment to technological progress. Representatives of industry (along with their counterparts in science and engineering) captured this mood by championing automation as the next step in the development of new production machinery and American industrial prowess. These boosters quickly built up automation into “a new gospel of postwar economics,” lauding it as “a universal ideal” that would “revolutionize every area of industry.” 98 For example, the November 1946 issue of Fortune magazine focused on the prospects for “The Automatic Factory.” The issue included an article titled “Machines without Men” that envisioned a completely automated factory where virtually no human labor would be needed. 99 With visions of “transforming the entire manufacturing sector into a virtually labor-free enterprise,” factory owners in a range of industries began to introduce automation in the postwar period. 100 The auto industry moved with particular haste. After the massive wave of strikes in 1945–46, automakers seized on automation as a way to replace workers with machines. 101 As they converted back to civilian auto production after World War II, they took the opportunity to install new labor-saving automatic production equipment. The two largest automakers, Ford and General Motors, set the pace. General Motors introduced the first successful automated transfer line at its Buick engine plant in Flint in 1946 (shortly after a 113-day strike, the longest in the industry’s history). The next year Ford established an automation department (a Ford executive, Del S. Harder, is credited with coining the word “automation”). By October 1948 the department had approved $ 3 million in spending on 500 automated devices, with early company estimates predicting that these devices would result in a 20 percent productivity increase and the elimination of 1,000 jobs. Through the late 1940s and 1950s Ford led the way in what became known as “Detroit automation,” undertaking an expensive automation program, which it carried out in concert with the company’s plans to decentralize operations away from the city. A major component of this effort was the Ford plant in the Cleveland suburb of Brook Park, a $ 2 billion engine-making complex that attracted visitors from government, industry, and labor and became a national symbol of automation in the 1950s. 102

Best4Automation is the industry marketplace, which combines all the advantages of a modern on-line shop with the fast logistics of large manufacturers. Our well-known manufacturers and partners in automation technology such as Schmersal, Murrplastik, wenglor sensoric, Murrelektronik, Stego, Siemens, Fibox and Captron cover a wide spectrum of electronic and electromechanical components for mechanical engineering, plant construction and maintenance.

The apps on your iPhone, designed in Cupertino, California, are coded by self-exploiting independent software engineers, depend on chips that are assembled in draconian workplaces in China, and run on minerals extracted in bloody conflict in the Democratic Republic of the Congo. Modern manufacturing relies on layered, simultaneous, and different regimes of work in nature. And with every resistance to it, capitalism has moved the frontiers of work yet again.

It was possible to look at actual smartphones and tablets and laptops that had been manufactured on Old Earth. They did not work anymore, but their technical capabilities were described on little placards. And they were impressive compared to what Kath Two and other modern people carried around in their pockets. This ran contrary to most people's intuition, since in other areas the achievements of the modern world - the habitat ring, the Eye, and all the rest - were so vastly greater than what the people of Old Earth had ever accomplished. It boiled down to Amistics [the choices that different cultures made as to which technologies they would, and would not, make part of their lives]. In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software. The density with which they'd been able to pack transistors onto chips still had not been matched by any fabrication plant now in existence. Their devices could hold more data than anything you could buy today. Their ability to communicate through all sorts of wireless schemes was only now being matched - and that only in densely populated, affluent places like the Great Chain... Anyone who bothered to learn the history of the developed world in the years just before Zero understood perfectly well that Tavistock Prowse had been squarely in the middle of the normal range, as far as his social media habits and attention span had been concerned. But nevertheless, Blues called it Tav's Mistake. They didn't want to make it again. Any efforts made by modern consumer-goods manufacturers to produce the kinds of devices and apps that had disordered the brain of Tav were met with the same instinctive pushback as Victorian clergy might have directed against the inventor of a masturbation machine. To the extent the Blue's engineers could build electronics of comparable sophistication to those that Tav had used, they tended to put them into devices such as robots...

Chapter 14 The next day, the 16th of April, and Easter Sunday, the settlers issued from the Chimneys at daybreak, and proceeded to wash their linen. The engineer intended to manufacture soap as soon as he could procure the necessary materials--soda or potash, fat or oil. The important question of renewing their wardrobe

Too many of us place our hopes and dreams in the unreliable hands of luck, but the world’s most rapidly successful people take luck into their own hands (even though many are too humble to say so). Too many of us accept the plateaus our lives have offered us and succumb to passivity, to the well-meaning delusion of “If I work hard enough, something good will hopefully happen to me.” By the end of this book, I’d like to convince you that serendipity can be engineered, that luck can be manufactured, convention can be defied, and that the best paths to success—no matter how you define it—are different today from what they were yesterday.

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Yet some of these austerity measures were needed desperately, as German designers tended to over-engineer their inventions: for example, the sixty-ton Tiger I tank took 300,000 man-hours to manufacture compared to 55,000 for a Panther, 48,000 for a Sherman – and only 10,000 hours for a Russian T-34.

I looked more closely at what I considered to be the most significant information regarding the Great Pyramid, which was the accuracy with which it was built. It soon became obvious to me that the researchers on both sides of the issue were sympathetic to the craftspeople involved in building the pyramids. But the researchers were not craftspeople themselves, and they did not have the perspective gained through years of experience working with their hands and with machinery. Having that experience myself, I have some very strong opinions regarding the level of manufacturing expertise practiced by the ancient Egyptians. They were not primitive by any means, and their craftsmanship and precision would be an extreme challenge to duplicate today.

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Sets of three deoxyribonucleic acids in a specific order encode a specific amino acid, and the proteins are manufactured on those very old nanomachines, the ribosomes. The proteins are themselves used to make the nanomachines that allow the organism to generate energy and reproduce. The reproduction of cells is dependent on replication of the genes, and the replication of genes is dependent on the ability of the organism to generate energy, survive, and grow.

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Regardless of whether you think the industrial era has been good or bad, three profoundly fundamental shifts underlie this revolution. The first is that industrialists harnessed new sources of energy, primarily to produce things. Preindustrial people occasionally used wind or water to generate power, but they mostly relied on muscles—human and animal—to generate force. Industrial pioneers such as James Watt (who invented the modern steam engine) figured out how to transform energy from fossil fuels such as coal, oil, and gas into steam, electricity, and other kinds of power to run machines. The first of these machines were designed to make textiles, but within decades others were invented to make iron, mill wood, plow fields, transport things, and do just about everything else one can manufacture and sell (including beer)7. A second major component of the Industrial Revolution was a reorganization of economies and social institutions. As industrialization gathered steam, capitalism, in which individuals compete to produce goods and services for profit, became the world’s dominant economic system, spurring the development of further industrialization and social change. As workers changed their locus of activity from the farm to factories and companies, more people had to work together even as they needed to perform more specialized activities. Factories required more coordination and regulation. In

In an effort to increase sales, food manufacturers engineer processed foods that are sweet, salty, and fatty, all flavors the body naturally craves.

Why did the military–industrial–scientific complex blossom in Europe rather than India? When Britain leaped forward, why were France, Germany and the United States quick to follow, whereas China lagged behind? When the gap between industrial and non-industrial nations became an obvious economic and political factor, why did Russia, Italy and Austria succeed in closing it, whereas Persia, Egypt and the Ottoman Empire failed? After all, the technology of the first industrial wave was relatively simple. Was it so hard for Chinese or Ottomans to engineer steam engines, manufacture machine guns and lay down railroads?

A watch manufacturer in New York tried out two series of watch advertisements; one argued the superior construction, workmanship, durability, and guarantee offered with the watch; the other was headed, "A Watch to be Proud of," and dwelt upon the pleasure and pride of ownership. The latter series sold twice as many as the former. A salesman for a locomotive works informed the writer that in selling railroad engines emotional appeal was stronger than an argument based on mechanical excellence.

Warriors have always been in the sales department and nowhere else—this is key. Wizards are in research where they are misunderstood but respected. Craftsmen are journeymen programmers and engineers. Serfs are in manufacturing, customer service, and server administration.

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

You go to an auto show and see some glamorous and wildly innovative concept car on display and you think, “I’d buy that in a second.” And then five years later, the car finally comes to market and it’s been whittled down from a Ferrari to a Pinto—all the truly breakthrough features have been toned down or eliminated altogether, and what’s left looks mostly like last year’s model. The same sorry fate could have befallen the iPod as well: Ive and Jobs could have sketched out a brilliant, revolutionary music player and then two years later released a dud. What kept the spark alive? The answer is that Apple’s development cycle looks more like a coffeehouse than an assembly line. The traditional way to build a product like the iPod is to follow a linear chain of expertise. The designers come up with a basic look and feature set and then pass it on to the engineers, who figure out how to actually make it work. And then it gets passed along to the manufacturing folks, who figure out how to build it in large numbers—after which it gets sent to the marketing and sales people, who figure out how to persuade people to buy it. This model is so ubiquitous because it performs well in situations where efficiency is key, but it tends to have disastrous effects on creativity, because the original idea gets chipped away at each step in the chain. The engineering team takes a look at the original design and says, “Well, we can’t really do that—but we can do 80 percent of what you want.” And then the manufacturing team says, “Sure, we can do some of that.” In the end, the original design has been watered down beyond recognition. Apple’s approach, by contrast, is messier and more chaotic at the beginning, but it avoids this chronic problem of good ideas being hollowed out as they progress through the development chain. Apple calls it concurrent or parallel production. All the groups—design, manufacturing, engineering, sales—meet continuously through the product-development cycle, brainstorming, trading ideas and solutions, strategizing over the most pressing issues, and generally keeping the conversation open to a diverse group of perspectives. The process is noisy and involves far more open-ended and contentious meetings than traditional production cycles—and far more dialogue between people versed in different disciplines, with all the translation difficulties that creates. But the results speak for themselves.

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Historically there has been a trend amongst Italian luxury fashion houses for remaining independent, family-owned businesses. Family capitalism is a trademark of the Italian economy and the patterns in fashion are repeated in other sectors like manufacturing and engineering. By 2013,

The answer is that Apple’s development cycle looks more like a coffeehouse than an assembly line. The traditional way to build a product like the iPod is to follow a linear chain of expertise. The designers come up with a basic look and feature set and then pass it on to the engineers, who figure out how to actually make it work. And then it gets passed along to the manufacturing folks, who figure out how to build it in large numbers—after which it gets sent to the marketing and sales people, who figure out how to persuade people to buy it. This model is so ubiquitous because it performs well in situations where efficiency is key, but it tends to have disastrous effects on creativity, because the original idea gets chipped away at each step in the chain.

Apple’s approach, by contrast, is messier and more chaotic at the beginning, but it avoids this chronic problem of good ideas being hollowed out as they progress through the development chain. Apple calls it concurrent or parallel production. All the groups—design, manufacturing, engineering, sales—meet continuously through the product-development cycle, brainstorming, trading ideas and solutions, strategizing over the most pressing issues, and generally keeping the conversation open to a diverse group of perspectives. The process is noisy and involves far more open-ended and contentious meetings than traditional production cycles—and far more dialogue between people versed in different disciplines, with all the translation difficulties that creates. But the results speak for themselves.

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If there’s one thing I’ve learned from working with all these large manufacturing companies, it’s that this shift can truly drive growth. What happened to the technology sector is going to happen to the manufacturing sector—I’m sure of it. Why? Because IoT allows you to rediscover your customers. It lets you learn what they really want. In fact, I would argue that the only true competitive advantage is your relationship with and knowledge of your customers. Think about it—what’s the first thing your competitor does when you put out a new product? It buys that product on the open market and sends it to the R&D lab, which then proceeds to dismantle it, benchmark it, and reverse-engineer it in a thousand different ways. Your competitors can’t do that with the collective intelligence of your customer base. That’s something that you, and only you, can own. It’s an incredibly powerful advantage.

the greatest advantage of manufacturing in china isnt the cheap labour - countries like indonesia and vietnam offer lower wages. instead, it's the unparalleled flexibility of the supply chains and the armies of skilled industrial engineers who can make prototypes of new devices and build them at scale

The Cleveland Model, Co-operation Jackson, the shack-dwellers movement, renters’ unions, housing cooperatives, open-source digital manufacture and crowd-sourced city plans are all showing how to reverse-engineer city communities and democracies

excellence one at a time. See them in your mind’s eye: Marketing, Operations, Manufacturing, IT, Engineering, Design, and on and on in a tidy row of crisp, well-run silos.

Alternating current won the War of the Currents. Even Edison grudgingly took up manufacturing the equipment to produce it. Motors large and small, all the way down to motors for individual sewing machines, began replacing the shafts and belts that transferred power inefficiently from steam engines. Country people still read and cooked with kerosene, but electric lights went on in the cities of the world.

By 1914, the internal combustion engine had swept the field. The Stanley and other steamer companies built a total of only about 1,000 of their cars that year, compared with a total of 569,000 by conventional US automobile manufacturers.16 There were 1.7 million registered motor vehicles in the United States by 1914, up from 8,000 in 1900. Automobiles outnumbered horses in New York City for the first time in 1912, and the difference widened across the decade.

In a work-to rule action (the French call it grève du zèle), employees begin doing their jobs by meticulously observing every one of the rules and regulations and performing only the duties stated in their job descriptions. The result, fully intended in this case, is that the work grinds to a halt, or at least to a snail’s pace. The workers achieve the practical effect of a walkout while remaining on the job and following their instructions to the letter. Their action also illustrates pointedly how actual work processes depend more heavily on informal understandings and improvisations than upon formal work rules. In the long work-to-rule action against Caterpillar, the large equipment manufacturer, for example, workers reverted to following the inefficient procedures specified by the engineers, knowing they would cost the company valuable time and quality, rather than continuing the more expeditious practices they had long ago devised on the job.2 They were relying on the tested assumption that working strictly by the book is necessarily less productive than working with initiative.

the system is needed to make hybrid organizations work, and while people will strive to find something simpler, the reality is that it doesn’t exist. A strictly functional organization, which is clear conceptually, tends to remove engineering and manufacturing (or the equivalent groups in your firm) from the marketplace, leaving them with no idea of what the customers want. A highly mission-oriented organization, in turn, may have definite crisp reporting relationships and clear and unambiguous objectives at all times. However, the fragmented state of affairs that results causes inefficiency and poor overall performance.

The source of power in Papin’s engine wasn’t steam but the weight of the atmosphere acting on the vacuum the condensing steam left behind. So increasing the power of his engine required using a larger volume of steam in larger cylinders that could entrain a larger column of atmosphere. At the time, no one knew how to manufacture such large-scale machinery. Papin hoped his new engine might be a major inducement to its development.

However, interrupting technology workers is easy, because the consequences are invisible to almost everyone, even though the negative impact to productivity may be far greater than in manufacturing. For instance, an engineer assigned to multiple projects must switch between tasks, incurring all the costs of having to re-establish context, as well as cognitive rules and goals.

To the men, darkness made no difference. The Space Beagle crouched on a vast plain of jagged metal. Every porthole shed light. Great searchlights poured added illumination on rows of engines that were tearing enormous holes into the all-iron world. At the beginning, the iron was fed into a single manufacturing machine, which turned out unstable iron torpedoes at the rate of one every minute, and immediately launched them into space. By dawn of the next morning, the manufacturing machine itself began to be manufactured, and additional robot feeders poured raw iron into each new unit. Soon, a hundred, then thousands of manufacturing machines were turning out those slim, dark torpedoes. In ever greater numbers they soared into the surrounding night, scattering their radioactive substance to every side. For thirty thousand years those torpedoes would shed their destroying atoms. They were designed to remain within the gravitational field of their galaxy, but never to fall on a planet or into a sun.

Mentok Healthcare manufacturer is the best Derma chair supplier in India. It is designed by the best skilled engineers. Mentok healthcare designed the best quality of luxurious comfort with the automated controls. It provides the greater benefits with the amplifiedcare of the patients.

Engineering, which until then had been concerned either with the construction of buildings, bridges, and other structures, or for military purposes arms manufacturing and fortification building, was now expanding to include new applications: machines and engines for mining, metallurgy and agriculture, allowing quick and efficient production.

Engineering, which until then had been concerned either with the construction of buildings, bridges, and other structures, or for military purposes arms manufacturing and fortification building, was now expanding to include new applications: machines and engines for mining, metallurgy and agriculture, allowing quick and efficient production. Interestingly, until about 1840, the inventors of early technologies were actually craftsmen; only toward the latter part of the 19th century did science become involved in industry, in a partnership that still goes on today.

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

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

Take another example. An Intel development engineer who has uniquely detailed knowledge of a particular manufacturing process effectively controls how it is used. Since the process will eventually provide the foundation for the work of many product designers all over the company, the leverage the development engineer exerts is enormous. The same is true for a geologist in an oil company or an actuary in an insurance firm. All are specialists whose work is important for the work of their organization at large. The person who comprehends the critical facts or has the critical insights—the “knowledge specialist” or the “know-how manager”—has tremendous authority and influence on the work of others, and therefore very high leverage. The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them. For me, paying close attention to customer complaints constitutes a high-leverage activity. Aside from making a customer happy, the pursuit tends to produce important insights into the workings of my own operation. Such complaints may be numerous, and though all of them need to be followed up by someone, they don’t all require or wouldn’t all benefit from my personal attention. Which one out of ten or twenty complaints to dig into, analyze, and follow up is where art comes into the work of a manager. The basis of that art is an intuition that behind this complaint and not the other lurk many deeper problems.

France had recently switched to the metric system of measurement. This gave scientists a much-needed standardized system to measure and compare results, but it also required a whole new set of calculating tables. The sheer number of calculations was beyond what could be accomplished by all the mathematicians in France, so Riche established calculating 'factories' to manufacture logarithms the same way workers manufactured mercantile goods. Each factory employed between 60 and 80 human 'computers.' But they weren’t trained mathematicians; they were mostly out-of-work hairdressers who had found their skill at constructing elaborate pompadours for aristocrats much less in demand after so many former clients lost their heads at the height of the French Revolution. Riche had hit upon a rote system of compiling results based on a set of given values and formulas, and the workers just cranked out the answers in what must have been the world’s first mathematical assembly line. Babbage figured that if an army of untrained hairdressers could make the calculations, so could a computing 'engine.

Ricardo Semler wrote a most interesting book about an including business culture (1995). He describes a Brazilian company that manufactured customized pumps.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

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

With Notes on the State of Virginia, Thomas Jefferson emerged as the preeminent American authority on Black intellectual inferiority. This status would persist over the next fifty years. Jefferson did not mention the innumerable enslaved Africans who learned to be highly intelligent blacksmiths, shoemakers, bricklayers, coopers, carpenters, engineers, manufacturers, artisans, musicians, farmers, midwives, physicians, overseers, house managers, cooks, and bi- and trilingual translators—all of the workers who made his Virginia plantation and many others almost entirely self-sufficient. Jefferson had to ignore his own advertisements for skilled runaways and the many advertisements from other planters calling for the return of their valuable skilled captives, who were “remarkably smart and sensible,” and “very ingenious at any work.” One wonders whether Jefferson really believed his own words. Did Jefferson really believe Black people were smart in slavery and stupid in freedom?

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

Terry Guo of Foxconn has been aggressively installing hundreds of thousands of robots to replace an equivalent number of human workers. He says he plans to buy millions more robots in the coming years. The first wave is going into factories in China and Taiwan, but once an industry becomes largely automated, the case for locating a factory in a low-wage country becomes less compelling. There may still be logistical advantages if the local business ecosystem is strong, making it easier to get spare parts, supplies, and custom components. But over time inertia may be overcome by the advantages of reducing transit times for finished products and being closer to customers, engineers and designers, educated workers, or even regions where the rule of law is strong. This can bring manufacturing back to America, as entrepreneurs like Rod Brooks have been emphasizing. A

The following year, the Pierce-Arrow automobile manufacturer and George Westinghouse commissioned Tesla to develop an electric motor to power a car. The motor he built measured a mere 40 inches long and 30 inches across, and produced about 80 horsepower. Under the hood was the engine: a small, 12-volt storage battery and two thick wires that went from the motor to the dashboard. Tesla connected the wires to a small black box, which he had built the week before with components he bought from a local radio shop. “We now have power,” he said. This mysterious device was used to rigorously test

When users develop an innovation for themselves, they end up intimately knowing the actual quality of the solution they have developed, and knowing why and how it is appropriate to their task. As an example, an engineer building a million-dollar process machine for in-house use might feel it perfectly acceptable to install a precisely right and very cheap computer controller made and prominently labeled by Lego, a manufacturer of children’s toys. (Lego provides computer controllers for some of its children’s building kit products.) But if that same engineer saw a Lego controller in a million-dollar process machine his firm was purchasing from a specialist high-end manufacturer, he might not know enough about the design details to know that the Lego controller was precisely right for the application. In that case, the engineer and his managers might well regard the seemingly inappropriate brand name as an indirect signal of bad quality.

For Tata Motors to fulfill the requirements of its customer value proposition and profit formula for the Nano, it had to reconceive how a car is designed, manufactured, and distributed. Tata built a small team of fairly young engineers who would not, like the company’s more-experienced designers, be influenced and constrained in their thinking by the automaker’s existing profit formulas. This team dramatically minimized the number of parts in the vehicle, resulting in a significant cost saving.

President Truman called the development of the atom bomb, “the greatest achievement of organized science in history.”248 The Manhattan Project scientists, engineers and private contractors had done what few believed possible: they had built three new towns—Oak Ridge, Hanford and Los Alamos—and a behemoth industrial plant as large as that of all of America’s automobile manufacturers put together.249 They had transformed Fermi’s historic nuclear chain reaction, a reaction yielding only enough energy to light a flashlight bulb, into the most powerful weapon mankind had ever known. And they had done it in just over a thousand days.

Heavy Equipment Recovery Combat Utility Lift and Evacuation System (HERCULES) (M88A2) Mission Provide towing, winching, and hoisting to support battlefield recovery operations and evacuation of heavy tanks and other tracked combat vehicles. Entered Army Service 1997 Description and Specifications The M88A2 HERCULES is a full-tracked, armoured vehicle that uses the existing M88A1 chassis but significantly improves towing, winching, lifting, and braking characteristics. The HERCULES is the primary recovery support vehicle for the Abrams tank fleet, the heavy Assault Bridge, and heavy self-propelled artillery. Length: 338 in Height: 123 in Width: 144 in Weight: 70 tons Speed: 25 mph w/o load; 17 mph w/load Cruising Range: 200 miles Boom Capacity: 35 tons Winch Capacity: 70 tons/670 ft Draw Bar Pull: 70 tons Armament: One .50-calibre machine gun Power train: 12 cylinder, 1050 HP air-cooled diesel engine with 3-speed automatic transmission Crew: 3 Manufacturer

M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

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

When Boeing prepared to launch the design of the 727 passenger plane in the 1960s, its managers set a goal that was deliberately concrete: The 727 must seat 131 passengers,8 fly nonstop from Miami to New York City, and land on Runway 4-22 at La Guardia. (The 4-22 runway was chosen for its length—less than a mile, which was much too short for any of the existing passenger jets.) With a goal this concrete, Boeing effectively coordinated the actions of thousands of experts in various aspects of engineering or manufacturing. Imagine how much harder it would have been to build a 727 whose goal was to be “the best passenger plane in the world.

The bus continued on to its last stop before Bangor. In the mid-nineteenth century, Belfast became known for its production of large five-masted schooners. This was due to the abundance of tall pines in the proximity that were used as masts. There were fortunes made in shipbuilding and some of the larger homes, which are still in existence, are testimony to that. Unfortunately, this all ended with the advent of iron ships and the steam engine. Even the labor-intensive shoe manufacturing industry, which followed shipbuilding, faltered. Belfast still had its poultry business in 1952, and once a year held a popular Broiler Festival that brought in many people.

Over 70 per cent of the medium and heavy commercial vehicles on Indian roads are made by Telco. Telco is able to manufacture 99.8 per cent of its parts in India. A family of 1,500 ancillary suppliers furnish all kinds of components. About 50 per cent of the parts that go into the trucks are supplied by them. Over the years each supplier has been trained by Telco engineers to provide the high quality of components required. For several years such was the demand for Telco trucks that they commanded a premium price in the market but Telco held its price line. I once questioned then chairman and managing director of Telco, Mr Moolgaokar, why he did that. He replied: ‘Profits should come from productivity and not by raising prices in a favourable market. Our greatest asset is customer affection.

The spread of semiconductors was enabled as much by clever manufacturing techniques as academic physics. Universities like MIT and Stanford played a crucial role in developing knowledge about semiconductors, but the chip industry only took off because graduates of these institutions spent years tweaking production processes to make mass manufacturing possible. It was engineering and intuition, as much as scientific theorizing, that turned a Bell Labs patent into a world-changing industry

Pitch example 2 Hi (journalist name), I would like to offer the news of a joint venture for your business pages.  Two industry leaders in the world of branding and signage from the UK and US have joined forces to form (the name of the joint venture), a one-stop design, engineering, manufacturing and project management solution for businesses across the globe. Do let me know if you need more information on this.  Regards (Name) Dissecting the pitch This pitch is about a branding joint venture and it’s a real pitch that I sent to a journalist for my client, which resulted in great coverage. Let’s break it down: Straight away, you know it’s a joint venture story.  I’ve been helpful enough to tell the journalist where it would fit, i.e. their business pages.  The credibility is enforced by saying two industry leaders in the world of branding and signage.  I’ve detailed the sector. I’ve mentioned the international collaboration by saying it’s a UK and US company. I briefly explain what they’re offering by saying it’s a one-stop design, engineering, manufacturing and project management solution. It’s a bit of a mouthful but the reason there was this much detail as opposed to the more straightforward doggy daycare, is because the audiences were very different. This is for the branding press and the business press, whereas the doggy daycare was aimed at the local media, who cover a range of topics.

The essential fallacy,’ Gothi picks up, ‘is that humans and other biologically evolved, calculating engines feel themselves to be sentient, when sufficient investigation suggests this is not so. And that sentience, as imagined by the self-proclaimed sentient, is an illusion manufactured by a sufficiently complex series of neural interactions. A simulation, if you will.

Such a Creator would not deliberately engineer his product to fail, any more than a manufacturer would deliberately build failure into an automobile. The fundamentalists tell us that man’s chief purpose and reason for living is to “glorify God,” and the humanists tell us that man’s primary purpose is to “express himself fully.

I start with interrogating the way the word ‘creativity’ circulates and gets used in corporate settings. What does it mean to be ‘creative’ in any corporation? If we agree that one of the key ingredients of creativity is ‘to create’, then we can safely say that most of the American people feel alienated from the work they do and from their employers, because they can’t create in the deep sense of what creativity means. Even those who do, most of them feel alienated from the product they create, because they feel it is being utilized for profit only. One quick example that comes to mind is utilizing technological advancement for surveillance and manufacturing weapons. Over the years, I have talked to many people in different professions from pilots to engineers, from coders to programmers, from doctors to other healthcare professionals, who repeatedly confirmed that they often feel that the human and creative value of what they accomplish only seems to matter to the extent it can be monetized and used to expand businesses and increase profits for the few at the top. As such, people feel alienated even with their most creative products and moments. And, if they decide to be critical of the status quo and challenge it (being critical is another key ingredient in creativity), then they face disciplinary action or dismissal from their work. Creativity, then, as propagated by corporate interests really means being creative in maximizing profits and numbers for the few at the top, and to do so, one needs to be creative to lure as many customers as possible to buy products. So, two of the key ingredients of creativity (to create and to be critical) are often replaced with maximizing profits and marketing. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

I had to be close to the day-to-day design and engineering work but also manage the expectations of the executives but also work with sales and marketing to make sure not to repeat the mistakes of Philips but also go to Taiwan to check on manufacturing but also make sure my team was dealing with the stress but also debate with Steve and other execs daily but also occasionally attempt to sleep.

Ivar joined Durant on road shows, and interest grew as Ivar repeated his speech throughout 1923. By the fall Durant believed he finally had found enough investors, and Ivar and Lee Higginson began preparing to close a deal. They followed the same procedure as anyone seeking money. First, they created a new firm, called International Match Corporation, and incorporated it in Delaware. During the late nineteenth century, states had begun competing for corporate charters, the formative documents that corporations are required to file when they are created. Delaware had recently surpassed New Jersey as the incorporation state of choice, and increasingly companies chose to file in Delaware, even if their operations were in another state. Delaware judges took a hands-off approach to business, and would be unlikely to second-guess Ivar’s decisions. By incorporating International Match in Delaware, Lee Higginson would give Ivar and themselves maximum flexibility. Next, Durant and Ivar chose the initial shareholders and directors of International Match. The two original shareholders would be Swedish Match and a syndicate of Swedish banks; they would contribute start-up capital of 30 million dollars and receive the company’s shares, in equal amounts. As shareholders, Swedish Match and the bank syndicate would vote for the company’s board of directors, as well as other major business decisions. The shareholders would elect five directors to oversee International Match’s business: Ivar; Krister Littorin, Ivar’s engineering classmate from Stockholm; Donald Durant; Frederic Allen, Lee Higginson’s senior statesman and head of the firm’s New York office; and Percy A. Rockefeller, a nephew of John D. Rockefeller. Percy Rockefeller owned the World Match Company of Walker-ville, Ontario, and recently had met Ivar while negotiating the sale of a Canadian match manufacturing plant to Swedish Match.29 The two men had impressed each other, and Ivar saw that Rockefeller, who then served on more than sixty other boards, would be the ideal director of International Match: he was well connected, wealthy, generally familiar with the match industry, and far too busy to care about any details. Ivar had idolized the Rockefellers since he was a boy in Kalmar; now, a member of that family would serve on his board.

Fabricating and miniaturizing semiconductors has been the greatest engineering challenge of our time. Today, no firm fabricates chips with more precision than the Taiwan Semiconductor Manufacturing Company, better known as TSMC.

Romero was a senior design engineer at Belladonna, a leading adult toy manufacturer, which was a fancy way of saying he made vibrators and dildos for a living.

American hubris had backfired. The irony of the limitations the U.S. had imposed on Japanese manufacturing was plain: while postwar American industry focused strongly on defense, wooing its best engineers into military work, Japan’s top scientific minds quietly went about growing their country’s consumer electronics industry into a force of tidal wave proportions. The U.S. had won the battle over military might, but ultimately lost the economic war for world dominance of the electronics market.

But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south. The

But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south.