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.

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.

Standardization Is the Basis for Continuous Improvement and Quality

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.

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.

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)]

Most improved things can be improved.

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

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.

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

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.

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.

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

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.

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.

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?

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.

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

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?

Dr. Eliyahu Goldratt demonstrated the power of a novel as a teaching tool through his book, The Goal: A Process of Ongoing Improvement. It’s a novel written in the 1980s about a plant manager who has 90 days to fix his cost and due date issues or his plant will be shut down. When I read this book nearly 15 years ago, I knew that this story was important, and that there was much I needed to learn, even though I never managed or worked in a manufacturing plant.

I have found rotting to be a revelation. The whole process has opened my eyes and helped me understand the simple workings of the natural world. I cannot get over the fact that I can grow an herb on my deck (with compost), feed its stalk to my worms, use their castings to grow more herbs, and use their “compost tea” to boost the growth of my houseplants, which in turn improve our home’s air quality by absorbing pollutants such as formaldehyde and benzene. Their trimmings, along with the dust bunnies that I sweep, will also get composted and benefit the environment. Rotting represents the kind of big closed-loop waste cycle upon which our manufacturing model should have been based from the beginning.

In the meantime, it is useful to end this chapter by pondering a paradox. On the one hand, as already noted, economics is replete with eulogies to freedom (particularly of the market). However, on the other hand, the type of freedom that economics textbooks talk about is compatible with the science fiction image of rows and rows of persons attached to a pleasure machine which bombards them with utility (or, to be more respectful to ordinal utility, which keeps them at the very top of their preferences ordering). Less apocalyptically, it is consistent with a society in which individuals’ ideals have been reduced to purchasing commodities in gigantic shopping complexes guided totally by cravings manufactured in elaborate marketing clinics. Perhaps the most helpful conclusion to draw from all this is that the economic textbook’s model of rational choice is the culmination of the logic unleashed on the world by the emergence and domination of market societies (see Chapter 1 again). One question is worth keeping in mind when immersed in that logic: is a happy slave (a slave of feudal masters or, today, of the advertisers) capable of being free (whatever that person’s utility level)? So, if freedom is more than just desire-fulfilment what does it mean to be free? No one has the definitive answer but here is a suggestion: individual freedom may be the capacity to act freely, not only in order to satisfy the preferences that are there already (the utility machine can do this admirably), but in order to create new and better preferences—in order to improve one’s self. We can do this only if we care about more than the indulgence of our current desires.

Plan-Do-Check-Act (PDCA) Cycle, a cornerstone of continuous improvement. The Japanese term for continuous improvement is kaizen and is the process of making incremental improvements, no matter how small, and achieving the lean goal of eliminating all waste that adds cost without adding to value.

If we cleaved ourselves in half to examine our daily mind chatter under a microscope, who amongst us would daringly display the sediment of their innermost thoughts for public consumption? A tattler’s tale reporting the silted musings resembling my tarnished soul is probably the most typical scorecard. Thomas Hardy (1840-1928), an English novelist and poet declared, “If all hearts were open and all desires known – as they would be if people showed their souls – how many gapings, sighings, clenched fists, knotted brows, broad grins, and red eyes should we see in the market place!” My unsavory report card is indistinguishable from the blemished masses. Etched into the end zone of my lifetime playing field are the horrors of gluttony, greed, failure, and humiliation. Recognition of my sinful life led directly to a rash act of despondency. Commission of a ream of sins is a reflection of my weak character. Guilt from leading a sinful life, not strong character, manufactured the overwhelming despair that caused me to seek absolution. The willingness to grade myself as less than a satisfactory human being might be my only hope of ever achieving spiritual salvation.

After scanning the headlines, the Count delved into an article on a Moscow manufacturing plant that was exceeding its quotas. He then read a sketch on various improvements in Russian village life. When he shifted his attention to a report on the grateful schoolchildren of Kazan, he couldn’t help but remark on the repetitiveness of the new journalistic style.

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.

No one person can live, move about and possess the varied improvements of the earth's materials all by himself. He is indebted to others for their accomplishments, and they in turn are indebted to him for the improvements he renders. In short, we are all so closely allied with the actions and lives of one another that there should be a mutual appreciation and a common understanding among all. The farmer may know nothing about manufacturing; the manufacturer may know nothing about farming; the artist, the explorer, the thinker, the inventor and the scientist may know nothing about any field of endeavor other than his own, yet all are inter-dependent. With such a condition existing, and with the uncertainty of life forever staring us in the face, and no one exempt from its terrible enactment, it is a marvelous wonder to me why there exist so tenaciously in the human heart all the petty and aggravating tempers, prejudices and jealousies.

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.

gaining shelfspace has become a more strategic challenge for manufacturers. Shelfspace has to be won by planning product offerings to satisfy not just consumers’ needs but also the retailers’ objectives. Because the retailer is overwhelmed with offerings that claim to have consumer appeal – that is now a given – it is in being seen to best meet the retailers’ needs that has become the battleground. Store management wants to increase category sales, improve average margins, provide a good range to shoppers and perhaps offer exclusive products, all the while looking to increase operational efficiency and reduce inventory costs by minimising the number of lines stocked and the workload involved in getting products on the shelf. Manufacturers now have to win shelfspace by working through these complex and sometimes conflicting needs.

high-performing manufacturing operations require and actively promote learning—instead of work being rigidly defined, the system of work is dynamic, with line workers performing experiments in their daily work to generate new improvements, enabled by rigorous standardization of work procedures and documentation of the results.

Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The high-volume, low-operating-cost model allowed them to offer lower prices and more choice, while maintaining acceptable service levels; their goal was to move a lot of product and make small percentage profits on high volumes, which improves efficiency and gives them the power to negotiate with manufacturers.

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.

We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value.

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Complicating the work further was the fact that Latin American buyers were known to have a taste for the world’s finest things even when they could not afford to pay the world’s highest prices. As a result, European manufacturers “sought constantly to improve one element of quality, that of finish, whilst at the same time avoiding parallel improvements in other elements, notably in fineness.

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

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

Overall, the success of SpaceX serves as an example of how re-imagining manufacturing and applying new materials and proprietary innovations can lead to significant cost reductions and novel innovations. It is important to always remain on the lookout for new ideas and improvements and to have a technically capable team in place to make them a reality.

It is the striving for target conditions via the routine of the improvement kata that characterizes what we have been calling “lean manufacturing.

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.

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.

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.

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.

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Modification of firms' innovation processes to systematically search for and further develop innovations created by lead users can provide manufacturers with a better interface to the innovation process as it actually works, and so provide better performance. A natural experiment conducted at 3M illustrates this possibility. Annual sales of lead user product ideas generated by the average lead user project at 3M were conservatively forecast by management to be more than 8 times the sales forecast for new products developed in the traditional manner-$146 million versus $18 million per year. In addition, lead user projects were found to generate ideas for new product lines, while traditional market-research methods were found to produce ideas for incremental improvements to existing

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

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

To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

costs of manufacturer-provided solutions relative to user-provided ones. For example, a user firm that builds a novel process controller to improve its plant operations must pay its own actual costs if the self-built controller fails and ruins expensive

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

In the lean approach, companies are taught that prices are set by the market and that one way to improve profit margin is to reduce costs. This thinking flies in the face of "cost plus" thinking, where we look first at our own costs and set prices based on our desired profit margin. The reality is that most companies whether manufacturers or hospitals, do not have market power to set prices as they wish.

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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

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If you don’t manufacture a quality product all you’ve got at the end is a bunch of expensive mistakes.

Despite no change in average hourly earnings in July, the rise in payrolls should be enough to generate a further rise in income,” said Paul Dales, senior US economist at Capital Economics. “This will allow consumption growth to rise in the second half of the year.” Almost all of the jobs growth came from the private services sector, with business services adding 47,000 positions. Healthcare and the leisure sector remained static, with no meaningful change from June. Construction added 22,000 jobs and manufacturing put on 28,000. The Fed revealed on Wednesday that the rate-setting Federal Open Market Committee believed that labour resources were being underutilised and there was more capacity for improvement, revising its previous views that the unemployment rate was “elevated”.

His other deals had tended to bring together companies from the same industry horizontally, or merge customers with their suppliers vertically, or bring together firms involved in different steps of manufacturing or marketing: this was known as a circular merger. But the merger that had produced C-T-R was, as Flint put it when he looked back on it later in his career, neither horizontal nor vertical nor circular. In fact, it was so uncommon as to almost justify the description sui generis—in a class by itself. Flint soon turned out to be right yet again. The C-T-R merger was a success from the outset. Flint was careful to ensure that a gospel of technical excellence and constant improvement of the new organization’s products was fundamental to its business philosophy.

Henry Ford achieved the highest throughput per worker of any car manufacturing company of his time.

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precisely for that purpose— it cannot be used to design other types of products. Users apply a toolkit in conjunction with their rich understanding of their own needs to create a preliminary design, simulate or prototype it, evaluate its functioning in their own use environment, and then iteratively improve it until they are satisfied. A variety of manufacturers have found it profitable to shift the tasks of custom product design to their customers along with appropriate toolkits for innovation. Results

Biodiesel is an inexhaustible, clean-Ignite diesel substitution to reduce dependence on foreign petroleum use, create jobs and improve the environment. Recycled cooking oil, soybean oil and animal fats made from a diverse mix of feedstock including was the first and only EPA - 1 billion gallons of annual production to reach across the Biodiesel Plants country and the first commercial scale production of advanced biofuels named. Strict technical fuel quality and engine performance specifications meeting, this amendment without existing diesel engines to be used in and all major engine manufacturers ' warranty is covered by, most often 5 percent or 20 percent biodiesel blend.

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.