Manufacturing Improvement Quotes

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.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

An effective method often deceives us into thinking that it is the only effective one, or the most effective.

It is to the real advantage of every producer, every manufacturer and every merchant to cooperate in the improvement of working conditions, because the best customer of American industry is the well-paid worker.

Standardization Is the Basis for Continuous Improvement and Quality

The idea that fast reading is good reading is a twentieth-century weed, springing out of the stony farmland cultivated by the computer manufacturers.

Well, I don’t. Not absolutely. But adopting "making money’’ as the goal of a manufacturing organization looks like a pretty good assumption. Because, for one thing, there isn’t one item on that list that’s worth a damn if the company isn’t making money.

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.

It is irrelevant to the entrepreneur, as the servant of the consumers, whether the wishes and wants of the consumers are wise or unwise, moral or immoral. He produces what the consumers want. In this sense he is amoral. He manufactures whiskey and guns just as he produces food and clothing. It is not his task to teach reason to the sovereign consumers. Should one entrepreneur, for ethical reasons of his own, refuse to manufacture whiskey, other entrepreneurs would do so as long as whiskey is wanted and bought. It is not because we have distilleries that people drink whiskey; it is because people like to drink whiskey that we have distilleries. One may deplore this. But it is not up to the entrepreneurs to improve mankind morally. And they are not to be blamed if those whose duty this is have failed to do so.

Industrial capitalism transformed nature’s raw materials into commodities, and surveillance capitalism lays its claims to the stuff of human nature for a new commodity invention. Now it is human nature that is scraped, torn, and taken for another century’s market project. It is obscene to suppose that this harm can be reduced to the obvious fact that users receive no fee for the raw material they supply. That critique is a feat of misdirection that would use a pricing mechanism to institutionalize and therefore legitimate the extraction of human behavior for manufacturing and sale. It ignores the key point that the essence of the exploitation here is the rendering of our lives as behavioral data for the sake of others’ improved control of us. The remarkable questions here concern the facts that our lives are rendered as behavioral data in the first place; that ignorance is a condition of this ubiquitous rendition; that decision rights vanish before one even knows that there is a decision to make; that there are consequences to this diminishment of rights that we can neither see nor foretell; that there is no exit, no voice, and no loyalty, only helplessness, resignation, and psychic numbing; and that encryption is the only positive action left to discuss when we sit around the dinner table and casually ponder how to hide from the forces that hide from us.

Democracy is based on Abraham Lincoln's principal than you 'can fool all the people some of the time, and some of the people all the time, but you cannot fool all the people all the time. If a government is corrupt and fails to improve people's lives, enough citizens will eventually realise this and replace the government. But government control of the media undermines Lincoln's logic, because it prevents citizens from realising the truth. Trough its monopoly over the media, the ruling oligarchy can repeatedly blame all its failures on others, and divert attention to external threats - either real or imaginary. When you live under such an oligarchy, there is always some crisis or other that takes priority over boring stuff such as healthcare and pollution. If the nation is facing external invasion or diabolical subversion, who has time to worry about overcrowded hospitals and polluted rivers? By manufacturing a never-ending stream of crises, a corrupt oligarchy can prolong its rule indefinitely.

[...] if truth be told, evolution hasn’t yielded many practical or commercial benefits. Yes, bacteria evolve drug resistance, and yes, we must take countermeasures, but beyond that there is not much to say. Evolution cannot help us predict what new vaccines to manufacture because microbes evolve unpredictably. But hasn’t evolution helped guide animal and plant breeding? Not very much. Most improvement in crop plants and animals occurred long before we knew anything about evolution, and came about by people following the genetic principle of ‘like begets like’. Even now, as its practitioners admit, the field of quantitative genetics has been of little value in helping improve varieties. Future advances will almost certainly come from transgenics, which is not based on evolution at all. [review of The Evolving World: Evolution in Everyday Life, Nature 442, 983-984 (31 August 2006)]

Across organizations in services, manufacturing, healthcare and government, eighty percent of an organization’s improvement potential lies in front-line ideas.

Most improved things can be improved.

However, one intriguing shift that suggests there are limits to automation was the recent decision by Toyota to systematically put working humans back into the manufacturing process. In quality and manufacturing on a mass scale, Toyota has been a global leader in automation technologies based on the corporate philosophy of kaizen (Japanese for “good change”) or continuous improvement. After pushing its automation processes toward lights-out manufacturing, the company realized that automated factories do not improve themselves. Once Toyota had extraordinary craftsmen that were known as Kami-sama, or “gods” who had the ability to make anything, according to Toyota president Akio Toyoda.49 The craftsmen also had the human ability to act creatively and thus improve the manufacturing process. Now, to add flexibility and creativity back into their factories, Toyota chose to restore a hundred “manual-intensive” workspaces.

Kaizen" is a Japanese term that captures the concept of continuously making many small improvements. It was considered to be one of the main reasons for the dramatic gains in productivity and quality in Japanese manufacturing and was widely copied throughout the world. Kaizen applies to individuals, too. Every day, work to refine the skills you have and to add new tools to your repertoire.

Imagine if the population were to discover, through real life experience, what it is to conduct their lives with a currency that does not lose its value, but in reality gains in value. As our economy grows and as our manufacturing capabilities increase, prices go down. The only reason that prices are not going down today—except in products where improvements are very rapid (e.g., computers)—is because of government-caused currency inflation.

This much is clear to me: insofar as I am capable of feeling such pleasures as I believe Nick felt, I am strong; insofar as I am dependent on the pleasures made available by my salary and the things I own, I am weak. I feel much more secure in those pleasures for which I am dependent on the world, as Nick was for most of his, than in those for which I am dependent on the government or on a power company or on the manufacturers of appliances. And I am far from conceding anything to those who assume that the poor or anyone else can be improved by recourse to that carnival of waste and ostentation and greed known as “our high standard of living.” As Thoreau so well knew, and so painstakingly tried to show us, what a man most needs is not a knowledge of how to get more, but a knowledge of the most he can do without, and of how to get along without it. The essential cultural discrimination is not between having and not having or haves and have-nots, but between the superfluous and the indispensable. Wisdom, it seems to me, is always poised upon the knowledge of minimums; it might be thought to be the art of minimums.

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

There is nothing in the world which an artist cannot recreate into something poetic, ennobling. And why do we read these things? They are not facts, they do not improve our business skills, our techniques in manufacturing goods, the management of a home. That is what most of you will be doing anyway. We read these because they teach us about people, we can see ourselves in them, in their problems. And by seeing ourselves in them, we clarify ourselves, we explain ourselves to ourselves, so we can live with ourselves…

…For many years now, that way of living has been scorned, and over the last 40 or 50 years it has nearly disappeared. Even so, there was nothing wrong with it. It was an economy directly founded on the land, on the power of the sun, on thrift and skill and on the people’s competence to take care of themselves. They had become dependent to some extent on manufactured goods, but as long as they stayed on their farms and made use of the great knowledge that they possessed, they could have survived foreseeable calamities that their less resourceful descendants could not survive. Now that we have come to the end of the era of cheap petroleum which fostered so great a forgetfulness, I see that we could have continued that thrifty old life fairly comfortably – could even have improved it. Now, we will have to return to it, or to a life necessarily as careful, and we will do so only uncomfortably and with much distress. Increasingly over the last maybe forty years, the thought has come to me that the old world, in which our people lived by the work of their hands, close to weather and earth, plants and animals, was the true world. And that the new world of cheap energy and ever cheaper money, honored greed and dreams of liberation from every restraint, is mostly theater. This new world seems a jumble of scenery and props never quite believable. An economy of fantasies and moods, in which it is hard to remember either the timely world of nature, or the eternal world of the prophets and poets. And I fear, I believe I know, that the doom of the older world I knew as a boy will finally afflict the new one that replaced it. The world I knew as a boy was flawed surely, but it was substantial and authentic. The households of my grandparents seemed to breathe forth a sense of the real cost and worth of things. Whatever came, came by somebody’s work.

an organization is a factory that manufactures judgments and decisions. Every factory must have ways to ensure the quality of its products in the initial design, in fabrication, and in final inspections. The corresponding stages in the production of decisions are the framing of the problem that is to be solved, the collection of relevant information leading to a decision, and reflection and review. An organization that seeks to improve its decision product should routinely look for efficiency improvements at each of these stages. The

The fourth category of invention consists of new methods of production, operation, and management, ranging from marginal but economically rewarding improvements to fundamentally new and highly automated ways of mass-scale manufacturing, information gathering, and data processing.

This impossibility of making so complete and entire a separation of all the different branches of labour employed in agriculture, is perhaps the reason why the improvement of the productive powers of labour, in this art, does not always keep pace with their improvement in manufactures.

There can be no question that the loss of TV manufacture in the United States was a disruption, but the loss had not been brought about by a disruptive technology or disruptive innovation. The key factor in disruption was the Asian approach to innovation, based primarily on process improvement and optimal design.

If a government is corrupt and fails to improve people’s lives, enough citizens will eventually realise this and replace the government. But government control of the media undermines Lincoln’s logic, because it prevents citizens from realising the truth. Through its monopoly over the media, the ruling oligarchy can repeatedly blame all its failures on others, and divert attention to external threats – either real or imaginary. When you live under such an oligarchy, there is always some crisis or other that takes priority over boring stuff such as healthcare and pollution. If the nation is facing external invasion or diabolical subversion, who has time to worry about overcrowded hospitals and polluted rivers? By manufacturing a never-ending stream of crises, a corrupt oligarchy can prolong its rule indefinitely.8

Striving for perfection, the compulsion to manufacture a perfect situation, is a habit with us. We are addicted to improving ourselves and our lives’ situations. But we cannot experience our true openness by improving ourselves. It is a bit like taking better and better care of our bodies; eating nothing but brown rice and vegetables and running marathons and so on, and doing all this in the hope that one day we will be able to fly.

For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

In every improved society, the farmer is generally nothing but a farmer; the manufacturer, nothing but a manufacturer. The labour, too, which is necessary to produce any one complete manufacture is almost always divided among a great number of hands. How many different trades are employed in each branch of the linen and woollen manufactures from the growers of the flax and the wool, to the bleachers and smoothers of the linen, or to the dyers and dressers of the cloth!

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

Whatever else it produces, an organization is a factory that manufactures judgments and decisions. Every factory must have ways to ensure the quality of its products in the initial design, in fabrication, and in final inspections. The corresponding stages in the production of decisions are the framing of the problem that is to be solved, the collection of relevant information leading to a decision, and reflection and review. An organization that seeks to improve its decision product should routinely look for efficiency improvements at each of these stages. The

When the West overpowered native populations, these actions, no matter how violent, were rationalized as manifestations of the natural order of things. “Manifest destiny” and “social Darwinism” laid the foundation for violent improvement of the world. Europeans saw themselves as superior and naturally born to rule. They believed that their domination of faraway lands brought “civilization” to the natives. In return, the rulers of the empires benefited. “The purpose of colonies was to supply the mother country with raw materials and to provide a market for her manufactured goods,

Tis with great Pleasure I observe, That Men of Letters, in this Age, have lost, in a great Measure, that Shyness and Bashfulness of Temper, which kept them at a Distance from Mankind; and, at the same Time, That Men of the World are proud of borrowing from Books their most agreeable Topics of Conversation. ’Tis to be hop’d, that this League betwixt the learned and conversible Worlds, which is so happily begun, will be still farther improv’d to their mutual Advantage; and to that End, I know nothing more advantageous than such Essays as these with which I endeavour to entertain the Public. In this View, I cannot but consider myself as a Kind of Resident or Ambassador from the Dominions of Learning to those of Conversation; and shall think it my constant Duty to promote a good Correspondence betwixt these two States, which have so great a Dependence on each other. I shall give Intelligence to the Learned of whatever passes in Company, and shall endeavour to import into Company whatever Commodities I find in my native Country proper for their Use and Entertainment. The Balance of Trade we need not be jealous of, nor will there be any Difficulty to preserve it on both Sides. The Materials of this Commerce must chiefly be furnish’d by Conversation and common Life: The manufacturing of them alone belongs to Learning. As

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

At the moment, most organizations remain stuck in the productivity quicksand of the hyperactive hive mind workflow, content to focus on tweaks meant to compensate for its worst excesses. It’s this mindset that leads to “solutions” like improving expectations around email response times or writing better subject lines. It leads us to embrace text autocomplete in Gmail, so we can write messages faster, or the search feature in Slack, so we can more quickly find what we’re looking for amid the scrum of back-and-forth chatter. These are the knowledge work equivalents of speeding up the craft method of car manufacturing by giving the workers faster shoes. It’s a small victory won in the wrong war.

It is the old practice of bear-baiting, new and improved by modern innovation. A company in Maine makes a similar device called the “Phantom Whitetail,” digitally reproducing “12 different sounds proven to arouse the curiosity of Whitetail Deer,” including the “estrus bleat” and “fawn distress.’’35 And here again every free-market justification can be found for such products. People freely buy and sell them. Government should stay out of it. The manufacturer needs to make a living. They’re a time-saver, and on and on. But we’re left with the same moral question. What sort of dominion is that? What kind of person would use such a thing, drawing in animals by the sounds of their helpless young?

This is not a healthy outlook for America. We are also facing the same combination of destabilizing events that took place in Imperial Russia before the Bolshevik Revolution, such as: 1. A crisis in government policies to improve deteriorating industry and transportation. (Yes ) 2. Difficulty in providing basic provisions to the citizenry. (Not yet) 3. A 36% decrease in gross industrial production. (Yes) 4. 50% of enterprises closing major industrial centers of manufacturing. (Almost there) 5. Sharp increase in the cost of living. (Yes) 6. Real wages fell 50% in the past 4 years. (Yes) 7. National debt rose 400%. (Yes) 8. Debt to foreign governments (like China and Saudi Arabia) exceeds 20%. (Yes) 9. Actual history becomes illegal. (Almost there)

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

What then? Are we only to buy the books that we read? The question has merely to be thus bluntly put, and it answers itself. All impassioned bookmen, except a few who devote their whole lives to reading, have rows of books on their shelves which they have never read, and which they never will read. I know that I have hundreds such. My eye rests on the works of Berkeley in three volumes, with a preface by the Right Honourable Arthur James Balfour. I cannot conceive the circumstances under which I shall ever read Berkeley; but I do not regret having bought him in a good edition, and I would buy him again if I had him not; for when I look at him some of his virtue passes into me; I am the better for him. A certain aroma of philosophy informs my soul, and I am less crude than I should otherwise be. This is not fancy, but fact. […..] "Taking Berkeley simply as an instance, I will utilise him a little further. I ought to have read Berkeley, you say; just as I ought to have read Spenser, Ben Jonson, George Eliot, Victor Hugo. Not at all. There is no ‘ought’ about it. If the mass of obtainable first-class literature were, as it was perhaps a century ago, not too large to be assimilated by a man of ordinary limited leisure _in_ his leisure and during the first half of his life, then possibly there might be an ‘ought’ about it. But the mass has grown unmanageable, even by those robust professional readers who can ‘grapple with whole libraries.’ And I am not a professional reader. I am a writer, just as I might be a hotel-keeper, a solicitor, a doctor, a grocer, or an earthenware manufacturer. I read in my scanty spare time, and I don’t read in all my spare time, either. I have other distractions. I read what I feel inclined to read, and I am conscious of no duty to finish a book that I don’t care to finish. I read in my leisure, not from a sense of duty, not to improve myself, but solely because it gives me pleasure to read. Sometimes it takes me a month to get through one book. I expect my case is quite an average case. But am I going to fetter my buying to my reading? Not exactly! I want to have lots of books on my shelves because I know they are good, because I know they would amuse me, because I like to look at them, and because one day I might have a caprice to read them. (Berkeley, even thy turn may come!) In short, I want them because I want them. And shall I be deterred from possessing them by the fear of some sequestered and singular person, some person who has read vastly but who doesn’t know the difference between a J.S. Muria cigar and an R.P. Muria, strolling in and bullying me with the dreadful query: ‘_Sir, do you read your books?_

The second decade of the 21st century has seen the rise of a counter-Enlightenment movement called populism, more accurately, authoritarian populism.24 Populism calls for the direct sovereignty of a country’s “people” (usually an ethnic group, sometimes a class), embodied in a strong leader who directly channels their authentic virtue and experience. Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

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.

A few years ago, The New York Times did a story on the working conditions of Foxconn, the massive Taiwanese electronics manufacturer. The conditions are often atrocious. Readers were rightly upset. But a fascinating response to the story came from the nephew of a Chinese worker, who wrote in the comment section: My aunt worked several years in what Americans call “sweat shops.” It was hard work. Long hours, “small” wage, “poor” working conditions. Do you know what my aunt did before she worked in one of these factories? She was a prostitute. The idea of working in a “sweat shop” compared to that old lifestyle is an improvement, in my opinion. I know that my aunt would rather be “exploited” by an evil capitalist boss for a couple of dollars than have her body be exploited by several men for pennies. That is why I am upset by many Americans’ thinking. We do not have the same opportunities as the West. Our governmental infrastructure is different. The country is different. Yes, factory is hard labor. Could it be better? Yes, but only when you compare such to American jobs.

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

The First Industrial Revolution (1700s–1800s) Beginning in the UK in the 1700s, freeing people to be inventive and productive and providing them with capital led many societies to shift to new machine-based manufacturing processes, creating the first sustained and widespread period of productivity improvement in thousands of years. These improvements began with agricultural inventions that increased productivity, which led to a population boom and a secular shift toward urbanization as the labor intensity of farming declined. As people flocked to cities, industry benefited from the steadily increasing supply of labor, creating a virtuous cycle and leading to shifts in wealth and power both within and between nations. The new urban populations needed new types of goods and services, which required the government to get bigger and spend money on things like housing, sanitation, and education, as well as on the infrastructure for the new industrial capitalist system, such as courts, regulators, and central banks. Power moved into the hands of central government bureaucrats and the capitalists who controlled the means of production. Geopolitically, these developments most helped the UK, which pioneered many of the most important innovations. The UK caught up to the Netherlands in output per capita around 1800, before overtaking them in the mid-19th century, when the British Empire approached its peak share of world output (around 20 percent).

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

Brown-Séquard ground up the testes of domesticated animals (dogs and pigs are most often cited, but no two sources seem to quite agree on which animals he favored), injected the extract into himself, and reported feeling as frisky as a forty-year-old. In fact, any improvement he sensed was entirely psychological. Mammalian testes contain almost no testosterone because it is sent out into the body as quickly as it is made, and in any case we manufacture very little of it anyway. If Brown-Séquard ingested any testosterone at all, it was no more than a trace. Even though Brown-Séquard was completely wrong about the rejuvenative effects of testosterone, he was actually right that it is potent stuff—so much so that, when synthesized, it is treated today as a controlled substance. Brown-Séquard’s enthusiasm for testosterone seriously damaged his scientific credibility, and he died soon afterward anyway, but ironically his efforts prompted others to look more closely and systematically at the chemical processes that control our lives. In 1905, a decade after Brown-Séquard’s death, the British physiologist E. H. Starling coined the term “hormone” (on advice from a classics scholar at Cambridge University; it comes from a Greek word meaning “to set in motion”), though the science didn’t really get going until the following decade. The first journal devoted to endocrinology wasn’t founded until 1917, and the umbrella term for the ductless glands of the body, the endocrine system, came even later. It was coined in 1927 by the British scientist J. B. S. Haldane.

Thoughtless is the man who buries his ideals, surrendering to the common fate. Can he seem other than impotent, wooden, ignominious? The body is literally manufactured and sustained by mind. Through pressure of instincts from past lives, strengths or weaknesses percolate gradually into human consciousness. They express as habits, which in turn ossify into a desirable or an undesirable body. Outward frailty has mental origin. As all things can be reflected in water, so the whole universe is mirrored in the lake of the cosmic mind. The dual scales of maya ( delusion ) that balance every joy with a grief! Look fear in the face and it will cease to trouble you. Attachment is blinding; it lends an imaginary halo of attractiveness to the object of desire. Be comfortable within your purse. Extravagance will buy you discomfort. The vanished lives of all men are dark with many shames. Human conduct is ever unreliable until anchored in the Divine. everything in future will improve if you are making a spiritual effort now. Imagination is the door through which disease as well as healing enters. Disbelieve in the reality of sickness even when you are ill; an unrecognized visitor will flee! Continual intellectual study results in vanity and the false satisfaction of an undigested knowledge. The ancient yogis discovered that the secret of cosmic consciousness is intimately linked with breath mastery. This is India's unique and deathless contribution to the world's treasury of knowledge. Fixity of attention depends on slow breathing; quick or uneven breaths are an inevitable accompaniment of harmful emotional states: fear, lust, anger. Imposters and hypocrites, there are indeed, but India respects all for the sake of the few who illumine the whole land with supernal blessings.

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.

A very different threat to human progress is a political movement that seeks to undermine its Enlightenment foundations. The second decade of the 21st century has seen the rise of a counter-Enlightenment movement called populism, more accurately, authoritarian populism. Populism calls for the direct sovereignty of a country’s “people” (usually an ethnic group, sometimes a class), embodied in a strong leader who directly channels their authentic virtue and experience. Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

It seems wrong to call it “business.” It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher—and none of us wavered in the belief that “stakes” didn’t mean “money.” For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me.

The most visible feature of self-oriented perfectionism is this hypercompetitive streak fused to a sense of never being good enough. Hypercompetitiveness reflects a paradox because people high in self-oriented perfectionism can recoil from competition due to fear of failure and fear of losing other people's approval. Socially-prescribed perfectionism makes for a hugely pressured life, spent at the whim of everyone else's opinions, trying desperately to be somebody else, somebody perfect. Perfectionism lurks beneath the surface of mental distress. Someone who scores high on perfectionism also scores high on anxiety. The ill-effects of self-oriented perfectionism correlate with anxiety and it predicts increases in depression over time. There are links between other-oriented perfectionism and higher vindictiveness, a grandiose desire for admiration and hostility toward others, as well as lower altruism, compliance with social norms and trust. People with high levels of socially-prescribed perfectionism typically report elevated loneliness, worry about the future, need for approval, poor-quality relationships, rumination and brooding, fears of revealing imperfections to others, self-harm, worse physical health, lower life satisfaction and chronically low self-esteem. Perfectionism makes people extremely insecure, self-conscious and vulnerable to even the smallest hassles. Perfection is man's ultimate illusion. It simply doesn't exist in the universe. If you are a perfectionist, you are guaranteed to be a loser in whatever you do. Socially-prescribed perfectionism has an astonishingly strong link with burnout. What I don't have - or how perfectionism grows in the soil of our manufactured discontent. No matter what the advertisement says, you will go on with your imperfect existence whether you make that purchase or not. And that existence is - can only ever be - enough. Make a promise to be kind to yourself, taking ownership of your imperfections, recognizing your shared humanity and understanding that no matter how hard your culture works to teach you otherwise, no one is perfect and everyone has an imperfect life. Socially-prescribed perfectionism is the emblem of consumer culture. Research shows that roaming outside, especially in new places, contributes to enhanced well-being. Other benefits of getting out there in nature include improved attention, lower stress, better mood, reduced risk of psychiatric disorders and even upticks in empathy and cooperation. Perfection is not necessary to live an active and fulfilling life.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

This operational excellence is based in part on tools and quality improvement methods

Briefly, the book’s central arguments are these: 1. Rapid productivity growth in the modern economy has led to cost trends that divide its output into two sectors, which I call “the stagnant sector” and “the progressive sector.” In this book, productivity growth is defined as a labor-saving change in a production process so that the output supplied by an hour of labor increases, presumably significantly (Chapter 2). 2. Over time, the goods and services supplied by the stagnant sector will grow increasingly unaffordable relative to those supplied by the progressive sector. The rapidly increasing cost of a hospital stay and rising college tuition fees are prime examples of persistently rising costs in two key stagnant-sector services, health care and education (Chapters 2 and 3). 3. Despite their ever increasing costs, stagnant-sector services will never become unaffordable to society. This is because the economy’s constantly growing productivity simultaneously increases the community’s overall purchasing power and makes for ever improving overall living standards (Chapter 4). 4. The other side of the coin is the increasing affordability and the declining relative costs of the products of the progressive sector, including some products we may wish were less affordable and therefore less prevalent, such as weapons of all kinds, automobiles, and other mass-manufactured products that contribute to environmental pollution (Chapter 5). 5. The declining affordability of stagnant-sector products makes them politically contentious and a source of disquiet for average citizens. But paradoxically, it is the developments in the progressive sector that pose the greater threat to the general welfare by stimulating such threatening problems as terrorism and climate change. This book will argue that some of the gravest threats to humanity’s future stem from the falling costs of these products, rather than from the rising costs of services like health care and education (Chapter 5). The central purpose of this book is to explain why the costs of some labor-intensive services—notably health care and education—increase at persistently above-average rates. As long as productivity continues to increase, these cost increases will persist. But even more important, as the economist Joan Robinson rightly pointed out so many years ago, as productivity grows, so too will our ability to pay for all of these ever more expensive services.

It is often charged that advertising can persuade people to buy inferior products. So it can – once. But the consumer perceives that the product is inferior and never buys it again. This causes grave financial loss to the manufacturer, whose profits come from repeat purchases. The best way to increase the sale of a product is to improve the product.

Like much of Edison’s work, he and his team excelled at modifying and improving existing inventions to meet market and manufacturing demands.

The 1742 essays ‘The Epicurean’, ‘The Stoic’, ‘The Platonist’, and ‘The Sceptic’, taken together, demanded to be read as, in effect, Hume's explanation of why he did not think of himself as able to continue with moral philosophy's traditional project of emotional therapy and improvement of character, and why, as moral philosopher, he concerned himself with the purely explanatory task of identifying the factors which determine moral judgement. Hume liked to portray himself an anatomist of the moral life – and as an anatomist also of politics. He made a much more serious attempt than was common at the time to rise above factionalism and to discuss politics with genuine impartiality, in the interests of understanding the deeper forces threatening the much-vaunted constitutional settlement of 1688. And in his writings on commerce, there were none of the usual pleas of books on trade for this or that piece of legislative reform, in the interests of this or that part of the mercantile or manufacturing community. The ‘chief business’ of both philosophers and politicians, Hume wrote in ‘Of Commerce’, was ‘to regard the

As he seeks to improve Under Armour materials, Blakely increasingly focuses on the earliest stages of the manufacturing process. Starting early provides more possible ways to add features. To develop a cooling fabric, for instance, the company worked with an Asian supplier to develop a yarn whose cross section maximized its surface area. It then infused the material with titanium dioxide, whose presence makes people exercising in hot, humid environments feel cooler.16 Under Armour

We never question the world because at a subconscious level we think that this world is in fact us. We have been taught to look at authority figures as extensions of us. That complicity we seem to share with the world is manufactured and surreptitiously planted in us even as children by adults who do not want their worldview challenged. Most of us have always functioned like this, assuming everything we know in any event to be true. We fail to progress because we do not question ourselves, our perceptions or the society’s perceptions.

After speaking with Pavlov, Lenin proclaimed his desire to re-educate the Russian people as an animal trainer would. In October 1919, Lenin allegedly paid a secret visit to Pavlov’s laboratory to find out how the work on conditional reflexes might help communism to control human behaviour. The ultimate aim of communism was to improve human beings and to transform human nature. Although Pavlov was critical of communism, he was patronized by the Bolshevik regime. Lenin spoke of Pavlov’s work as hugely significant for the revolution and Trotsky saw the production of a new, improved version of humankind as the great task of communism, using current humanity as raw material, or as a semi-manufactured product.

Earning a diploma, certification, or degree and developing a skillset does not independently guarantee anything. They are a beginning. Everything, anything, or absolutely nothing can potentially happen as you spend the precious time you have to be alive. The exciting news is that you are a manufacturer, and with that comes tremendous power. As the manufacturer of your career and your life, you can create the outcomes you want.

It seems wrong to call it "business." It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner. business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher — and none of us wavered in the belief that "stakes'' didn't mean "money." For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn't our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living- and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is — you’re participating more fully in the whole grand human drama. More than simply alive, you're helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me.

Good leaders seize crises to remake organizational habits. NASA administrators, for instance, tried for years to improve the agency’s safety habits, but those efforts were unsuccessful until the space shuttle Challenger exploded in 1986. In the wake of that tragedy, the organization was able to overhaul how it enforced quality standards.40 Airline pilots, too, spent years trying to convince plane manufacturers and air traffic controllers to redesign how cockpits were laid out and traffic controllers communicated. Then, a runway error on the Spanish island of Tenerife in 1977 killed 583 people and, within five years, cockpit design, runway procedures, and air traffic controller communication routines were overhauled.41

It didn’t take long to find some willing partners. We set down the specifications, and Sean talked to all the manufacturers who said they could fulfill our requests. We narrowed it down to two quality options, and then we choose the one with the best price and the best communication. Sean ordered the prototype, had it embossed with our brand logo—Zen Active—and in no time at all, we unrolled our first yoga mat on the floor in Sean’s house. That was our yoga mat. It was our product, with our specifications, with our logo, in Sean’s house, ready for sale. And all it took was one website and a lot of groundwork asking questions. Now, I’m not saying we got the product totally right on our first try. We made some mistakes, and we made adjustments to improve the product over time, but the basics of taking an idea and making it a ready-for-market product really is this simple. All you have to do is find the suppliers, do the research, make the tweaks, and find the best offer out there. Find

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

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India's Leading Dermatology Third Party Pharma Manufacturing Company Today, the world's pharmaceutical industry is growing by leaps and bounds; and India is showing the most promising signs in this industry. We undertake our quest of improving the quality of human life with enthusiasm and vigor. Our vision for the future is powered by our business drivers. It finds purpose and direction with our strategic intent. Understanding how diseases develop and the preventive measures that can be adopted to avoid them are important steps in staying healthy. Dermatology is the branch of medicine dealing with the skin, nails, hair, and its diseases. It is a specialty with both medical and surgical aspects. A dermatologist treats diseases, in the widest sense, and some cosmetic problems of the skin, scalp, hair, and nails. Our latest range of treatment and therapy solutions gives healthcare professionals the opportunity to offer individualized care to their patients. And an array of delivery options including systemic, topical, and BioPhotonic technologies - allows doctors and nurses to tailor their treatments to the lifestyle of each individual patient We also accept Third Party Manufacturing order and have major Client base in Nigeria, Kenya, Nepal, Sri Lanka, Myanmar, Sudan, Philippines, Vietnam, Cambodia. All mine Face Lotion for Moisturizing & Dry Skin Lotion, Face Lotion for Moisturizing, Allmine Lotion Moisturizes, Allmine Lotion, Body Lotion.

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Vulcanising Agents And The Manufacturing Of Synthetic Rubber The majority of rubber produced gets used in the manufacturing of the tires and many other mechanical goods that we use in our daily lives but never pay attention to. And you won’t believe how hard life would be without them. Synthetic rubber is the pure monomers made by using the process of polymerization and polycondensing. However there is another important process in rubber manufacturing called vulcanisation, without it, we were never able to make the synthetic rubber that serves the purpose. What is vulcanisation? Vulcanising refers to the curing process of rubber which requires high temperature and the addition of curatives (vulcanising agents). Using this chemical process, polymeric molecules of natural rubbers connect with other polymeric molecules and form the link bonding through atomic bridges. When it comes to rubber manufacturing, insoluble sulfur is the best vulcanizing agent. Manufacturing radial tires is only possible by adding insoluble sulfur as the vulcanising agent. Insoluble sulfur manufacturers are the one who helps the rubber industry by providing insoluble sulfur which is one of the rawest materials the rubber industry requires. Vulcanization agents help the rubber in improving its tensile strength. This is not it but it helps with other characteristics of the rubber. Rubber will absorb less water and its insulation properties increase. Rubber will become more durable and resist oxidation, wear-tear, and become long-lasting.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Smaller companies often overlook manufacturing engineering, but a good manufacturing engineer who is competent in an ETO environment should produce three of four times his salary in improvements every year.

Is it not fair to say, “The program learned from experience”? Your immediate objection is that there was a program telling the machine how to learn. But when you take a course in Euclidean geometry, is not the teacher putting a similar learning program into you? Poorly, to be sure, but is that not, in a real sense, what a course in geometry is all about? You enter the course and cannot do problems; the teacher puts into you a program and at the end of the course you can solve such problems. Think it over carefully. If you deny the machine learns from experience because you claim the program was told (by the human programmer) how to improve its performance, then is not the situation much the same with you, except you are born with a somewhat larger initial program compared to the machine when it leaves the manufacturer’s hands? Are you sure you are not merely “programmed” in life by what chance events happen to you?

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.

Surveillance capitalism unilaterally claims human experience as free raw material for translation into behavioral data. Although some of these data are applied to product or service improvement, the rest are declared as a proprietary behavioral surplus, fed into advanced manufacturing processes known as “machine intelligence,” and fabricated into prediction products that anticipate what you will do now, soon, and later.

Internationally benchmark - Quality and Regulatory systems Delwis Healthcare strives to meet the GOALS by specifically focusing on the basic fundamentals of Excellence - Innovation, Quality and Service. We believe that customer satisfaction, in terms of quality, delivery and after sales services, is our first and foremost responsibility. This objective is achieved by following Good Manufacturing Practices and Local & International Rules and Regulations applicable to our operations. Delwis Healthcare is awarded the ISO 9001:2015. With an outstanding track record for maintaining quality, we continue to operate as one of the India's top-notch Quality Control and Analytical Research Laboratories. Quality Control Delwis Healthcare focuses on Quality Control (QC) and Quality assurance (QA) as these are our strengths and the key differentiators. Strict adherence to cGMP norms as well as our efforts towards continuous improvement of our Product, Processes and the Skills of our work force enables us to improve our offerings to our customers and consumers on a regular basis. We have a modern and well-equipped Quality Control (QC) Laboratory, which ensures that our products are Pure, Safe and Effective and are released only after thorough analysis as per stringent specifications, methods and procedures developed according to international guidelines. Our QC department has all the necessary instruments for the Analysis of API, Finished Products, Packaging, and Related Materials used.

So physically shifting from batch and queue operations (explained in greater detail later in the chapter) to one-piece flow without inventory almost guarantees you will encounter many more problems. So why do it? Precisely to allow the processes to break so we can discover the weak points and improve through kaizen.

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.

Turkish Airlines Contact Number Air travel has become very popular and the preferred means of travel and what better example of this than the national airline of Turkey, Turkish Airlines. Touted as the largest carrier of passengers worldwide, it has services to 304 destinations in Europe, Americas, Asia and Africa. In service since 1933 with a handful of aircrafts, it now has a fleet of over 300 aircraft. One of the only airlines with its own seat design and manufacture unit, Turkish Seats Industries ergonomically designs seats to improve customer comfort. Turkish Airlines has a quality goal to elevate passenger experience to new heights. Right from the time you book your ticket, checking in, cabin experience – every minute detail is designed to show the passenger how valued and cared for he is.

First, a self-aware, self-improving system will be rational. It is rational to acquire resources—the more resources the system has, the more likely it is to meet its goals and to avoid vulnerabilities. If no instructions limiting its resource acquisition have been engineered into its goals and values, the system will look for means to acquire more resources. It might do a lot of things that are counterintuitive to how we think about machines, like breaking into computers and even banks, to satisfy its drives. A self-aware, self-improving system has enough intelligence to perform the R&D necessary to improve itself. As its intelligence grows, so do its R&D abilities. It may seek or manufacture robotic bodies, or exchange goods and services with humans to do so, to construct whatever infrastructure it needs. Even spaceships.

FDM (Fused Deposition Modeling) 3D printing is a type of additive manufacturing technology that works by extruding thermoplastic filament material layer by layer to build up a three-dimensional object. Here are some details defining FDM 3D printing: Process: FDM 3D printing involves melting a thermoplastic filament, usually ABS (Acrylonitrile Butadiene Styrene) or PLA (Polylactic Acid), and extruding it through a heated nozzle. The nozzle moves along a predetermined path, depositing the material layer by layer to create the desired object. Materials: FDM printers primarily use thermoplastic materials, which are available in various colors and types, each with its own properties such as strength, flexibility, and heat resistance. Common materials include ABS, PLA, PETG, TPU, and more. Layer Resolution: FDM printers have a layer resolution, which refers to the thickness of each layer of material deposited during printing. The layer resolution determines the level of detail and surface finish achievable in the printed object. Lower layer heights result in finer details but increase printing time. Build Volume: This refers to the maximum size of the object that can be printed in terms of length, width, and height. FDM printers come in various sizes, offering different build volumes to accommodate different project requirements. Support Structures: FDM printers often require support structures for overhanging or complex geometries. These supports are printed alongside the object and later removed manually or with tools after printing is complete. Heated Build Plate: Many FDM printers feature a heated build plate, which helps prevent warping and improves adhesion between the first layer of the print and the build surface. A heated build plate is particularly useful when printing materials like ABS. Dual Extrusion: Some FDM printers support dual extrusion, allowing for the simultaneous use of two different materials or colors during printing. This capability enables more complex prints with multiple colors or materials. Post-Processing: After printing, FDM-printed objects may require post-processing to improve surface finish or functionality. This can include sanding, painting, smoothing with acetone (for ABS), or other finishing techniques. FDM 3D printing is widely used in various industries, including prototyping, manufacturing, education, and hobbyist applications, due to its relatively low cost, ease of use, and versatility.

What this product needs is a brand. Without a distinctive brand identity, there is no incentive to improve your product – and no way for customers to choose well, or to reward the best manufacturer.

So can we arrive at a general principle as to why e-books have flopped in developed markets while audio and video streaming have triumphed? The technology commentator and best-selling author Edward Tenner argues that there are several reasons people are sometimes reluctant to abandon an old technology in favor of a new one. The first involves the potential vulnerabilities of the new thing. For instance, the fax machine is now a museum piece, but for a while people continued to prefer it over emailing scanned documents out of security concerns. Another potential reason involves aesthetics and nostalgia. Although dwarfed by music CDs and streaming, vinyl record sales continue to grow within the niche market of music aficionados. And despite improvements in automatic transmissions, certain car lovers prefer stick shifts. Perhaps the key to understanding format resilience is that technologies rise and fall as part of ecosystems, rarely on their own or by themselves. Those ecosystems need to evolve quickly, through open innovation, in order to appeal to new generations of users, transforming the landscape in the process. E-book platforms have remained fundamentally closed to external innovators, especially on the software side. As a result, the functionality of e-books remains limited. Moreover, research indicates that reading a physical book enables the reader to absorb information more efficiently than reading the same book on an e-reader or a tablet. “The implicit feel of where you are in a physical book turns out to be more important than we realized,” argues Abigail Sellen, a scientist and engineer at Microsoft Research Cambridge in England. “Only when you get an e-book do you start to miss it. I don’t think e-book manufacturers have thought enough about how you might visualize where you are in a book.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

market research survey in Myanmar– AMT Market Research Myanmar, a nation in Southeast Asia that is rapidly developing, presents numerous business opportunities for both domestic and foreign businesses. However, it is essential to gain a comprehensive understanding of the environment before making strategic business decisions due to the unique socio-economic landscape, consumer behavior, and market conditions. AMT Market Research serves as a reliable partner in this regard, providing Myanmar market research surveys that are comprehensive and insightful. Why market research survey in Myanmar Is Important Myanmar's economic structure is undergoing significant change due to increased foreign investment, a growing middle class, and rapid urbanization. However, there are difficulties associated with this expansion. Businesses need to know a lot about the local market because of the country's diverse population, changing regulatory landscape, and changing consumer preferences. In Myanmar, crucial insights into customer requirements, preferences, and purchasing patterns can be gleaned from a well-conducted market research survey. It helps businesses navigate challenges unique to this region, comprehend market trends, and identify potential growth opportunities. When it comes to conducting surveys for market research survey in Myanmar, AMT Market Research stands out as a leading name. AMT is the ideal partner for businesses seeking actionable insights because it has a team of highly skilled professionals and years of experience and is well-versed in the complexities of the Myanmar market. Services Provided by AMT Market Research Consumer Behavior and Insights: AMT focuses on gaining an understanding of consumer behavior by collecting information about preferences, purchasing patterns, and the factors that influence decision-making processes. Companies that want to tailor their products or services to local demand need to know this. Methods for Entering the Market: AMT provides invaluable information regarding competitors, market size, and potential obstacles for businesses wishing to enter the Myanmar market. You can come up with a solid plan for entering and thriving in the local market thanks to their research. Specific Industry Research: AMT conducts industry-specific market research surveys in Myanmar for businesses in the manufacturing, healthcare, telecom, and retail sectors, among other industries. This aids businesses in comprehending the industry-specific opportunities and threats as well as the competitive landscape. Positioning and Perception of the Brand: It's important to know how your brand is seen in Myanmar. Businesses can use the insights gained from AMT surveys to improve their market positioning by increasing brand awareness, customer loyalty, and satisfaction. Solutions for Personalized Research: AMT provides individualized research solutions based on your particular requirements. AMT tailors its research methods to provide the most pertinent and actionable data, regardless of whether you're looking for qualitative insights, quantitative data, or a combination of the two. What Attracts You to AMT Market Research? Local Knowledge: AMT Market Research is well-equipped to provide insights that really matter because they have a deep understanding of Myanmar's particular market dynamics. Complete Information: Because their surveys aim to cover every facet of the market, you'll get a comprehensive picture of the opportunities and challenges. Relevant Insights: AMT's data is more than just numbers and figures; it also contains meaningful insights that can guide business strategies and decisions. Timely and dependable reports: AMT's reputation for timely, accurate, and comprehensive reports will keep you ahead of the competition in the Myanmar market. Businesses looking to establish or expand their presence in Myanmar's emerging market must conduct a market research survey. Y

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inventory-management systems, such as retailers, tend to be the developers of new approaches to inventory management. In contrast, manufacturers of inventory-management systems and equipment tend to develop improvements to the

between users and manufacturers is that users tend to develop innovations that are functionally novel, requiring a great deal of user-need information and use-context information for their development. In contrast, manufacturers tend to develop innovations that are improvements on well-known needs and that require a rich understanding of solution information for their development. For example, firms that use inventory-management systems, such as retailers, tend to be the developers of new approaches

The industrial and manufacturing efforts of these years, however, were not destined to succeed. This condition was not due to any laxity on the part of George Sandys, resident Treasurer in Virginia, who was something of an economic on-the-spot supervisor for the Company. Virginia could not yet support these projects profitably, and interest was lacking on the part of the planters who found in tobacco a source of wealth superior to anything else that had been tried. It was the profit from tobacco that supported the improved living conditions that came throughout the Colony.

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

The kinds of change that come from rapid process improvements are essential but are only the first steps of a lean journey. The core work of the transformation is changing the culture—changing how we respond to problems, how we think about patients, how we interact with each other. This is an issue not only in healthcare organizations; we have also seen manufacturing, service companies, retailers, and government agencies all struggle with the same issues. When lean thinking goes only skin deep and management does not change, improvements cannot be sustained, and savings never quite hit the bottom line.

The Industrial Revolution was manifested in every aspect of the English economy. There were major improvements in transportation, metallurgy, and steam power. But the most significant area of innovation was the mechanization of textile production and the development of factories to produce these manufactured textiles. This dynamic process was unleashed by the institutional changes that flowed from the Glorious Revolution. This was not just about the abolition of domestic monopolies, which had been achieved by 1640, or about different taxes or access to finance. It was about a fundamental reorganization of economic institutions in favor of innovators and entrepreneurs, based on the emergence of more secure and efficient property rights. Improvements

The so-called “Goulash capitalism” episode in Hungary clearly illustrated the problem. In 1994, shortly after the privatization of agriculture and food production, the country was swept by an epidemic of lead poisoning. After searching far and wide for the cause, doctors and scientists finally tracked down the source of the problem. Manufacturers of paprika—a staple of Hungarian cuisine—had been grinding up old paint, much of it lead-based, and adding it to the spice in order to improve its colour. The practice was so widespread that Hungarian officials were forced to order all the paprika in the country removed from store shelves and destroyed. At the time, no laws were in place to prevent such a catastrophe, simply because it had not occurred to anyone that this kind of thing would happen. Under communism, in which firms had no competition, no one had any incentive to poison their customers, and so consumer protection laws were unnecessary. In making the transition to the market, policy-makers assumed that producers would compete with one another to produce the best-quality paprika. They didn’t realize that producers would compete only to produce the best-looking paprika.

That goat has been nothing but trouble. And the dratted creature isn’t even picturesque. Goats resemble nothing so much as badly dressed sheep.” “That’s quite unfair,” Beatrix said. “Goats have far more character and intelligence than sheep, who are nothing but followers. I’ve met far too many in London.” “Sheep?” Christopher asked blankly. “My sister is speaking figuratively, Captain Phelan,” Amelia said. “Well, I have met some actual sheep in London,” Beatrix said. “But yes, I was mainly referring to people. They all tell you the same gossip, which is tedious. They adhere to the current fashions and the popular opinions, no matter how silly. And one never improves in their company. One starts falling in line and baaing.” A quiet laugh came from the doorway as Cam Rohan entered the room. “Obviously Hathaways are not sheep. Because I’ve tried to herd the lot of you for years, without any success.” From what Christopher remembered of Rohan, he had worked at a London gaming club for a time, and then had made a fortune in manufacturing investments. Although his devotion to his wife and family was well-known in Stony Cross, Rohan was hardly the image of a staid and respectable patriarch. With his longish dark hair, exotic amber eyes, and the diamond stud flashing in his ear, his Romany heritage was obvious. Approaching Christopher, Rohan exchanged a bow and surveyed him with a friendly gaze. “Captain Phelan. It is good to see you. We were hoping for your safe return.” “Thank you. I hope my presence is not an imposition.” “Not in the least. With Lord Ramsay and his wife still in London, and my brother Merripen and his wife visiting Ireland, it’s been far too peaceful here of late.” Rohan paused, a glitter of amusement entering his eyes. “Fugitive goats notwithstanding.

But if you really want to improve the overall functioning of the system—whether that system is a manufacturing process, a procedure in your department, or some routine in your daily life—you need to identify the “slowest hiker.” A

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

The infamous Fray Nicolás de Ovando y Cáceres, who had sniveled around the Royal Court wanting to become a favorite of the pious Queen Isabella, was appointed Governor of the Indies, replacing Francisco de Bobadilla, the man who had been responsible for sending Columbus from Hispaniola, back to Spain in irons. Prior to his appointment Fray Nicolás de Ovando had been a Spanish soldier, coming from a noble family, and was a Knight of the Order of Alcántara. On February 13, 1502, Fray Nicolás sailed from Spain with a record breaking fleet of thirty ships. Since Columbus’ discovery of the islands in the Caribbean, the number of Spanish ships that ventured west across the Atlantic had consistently increased. For reasons of safety in numbers, the ships usually made the transit in convoys, carrying nobility, public servants and conquistadors on the larger galleons that had a crew of 180 to 200. On these ships a total of 40 to 50 passengers had their own cabins midship. These ships carried paintings, finished furniture, fabric and, of course, gold on the return trip. The smaller vessels including the popular caravels had a crew of only 30, but carried as many people as they could fit in the cargo holds. Normally they would carry about 100 lesser public servants, soldiers, and settlers, along with farm animals and equipment, seeds, plant cuttings and diverse manufactured goods. For those that went before, European goods reminded them of home and were in great demand. Normally the ships would sail south along the sandy coast of the Sahara until they reached the Canary Islands, where they would stop for potable water and provisions before heading west with the trade winds. Even on a good voyage, they could count on burying a third of these adventurous at sea. Life was harsh and six to eight weeks out of sight of land, always took its toll! In all it is estimated that 30,500 colonists made that treacherous voyage over time. Most of them had been intentionally selected to promote Spanish interests and culture in the New World. Queen Isabella wanted to introduce Christianity into the West Indies, improve the islands economically and proliferate the Spanish and Christian influences in the region.