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.

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.

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 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.

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 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.

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.

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.

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

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:

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.

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.

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

key reason why we are chronically consuming far too much food energy is because of the wide accessibility of ultra-processed, industrially manufactured foods, which impair our body’s self-regulatory satiety mechanisms and directly trigger hunger and cravings. These ultra-processed industrial foods are chemically engineered to be addictive and make up nearly 70 percent of calories that people in the United States consume today.

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.

The essential fallacy,' Ghoti 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.' 'On this basis, either everything of sufficient complexity is sentient, whether it feels itself to be or not, or nothing is.

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.

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.

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,

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

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

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.

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.

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!

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.

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.

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.

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.

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.

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.

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.

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?

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.

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

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.

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...

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.

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.

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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.

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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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

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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.

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,

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.

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

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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?

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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.

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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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.

Dan Corrieri trained in engineering graphics, statistical process control, accounting manufacturing methods, finance, management, engineering economy, marketing, design processes in technology and engineering mechanics. Daniel Corrieri was a veteran of the United States Marine Corps Reserves with an honorable discharge. In addition, Daniel Corrieri has gained plenty of volunteer experience with Toys for Tots through the Marine Corps, community service for the American Cancer Society, church service and other excellent opportunities.

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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)

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.

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

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]

Because living cells are programmable like computers, they could eventually be engineered to make just about anything. Potential uses include manufacturing plastics, creating plants that can detect chemical munitions by changing color, and even designing bioweapons that target individuals on the basis of their DNA.12 Here, too, Chinese military leaders have made innovation a top priority, calling biotech the new “strategic commanding heights” of national defense.