Manufacturing Leadership Quotes

If you don’t know the men at your back by name, don’t be surprised if they won’t follow you into battle. On the other hand, don’t be surprised if they will, either, because there are countless other factors you must take into account. Leadership is a slippery commodity, not easily manufactured or understood.

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

This is not education my friend. It is a process of manufacturing computation devices that look like Homo sapiens, and thereby falsely labeled as Education.

It's excellence in leadership when everyone wants to manufacture a black shoe and you manufacture a designer black shoe with gold medal on top. Do something new; do something better!

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

You remain a follower for life when you pay for what people do while nobody pays you for what you do. Do something impressive and become a leader!

Corporate elites said they needed free-trade agreements, so they got them. Manufacturers said they needed tax breaks and public-money incentives in order to keep their plants operating in the United States, so they got them. Banks and financiers needed looser regulations, so they got them. Employers said they needed weaker unions—or no unions at all—so they got them. Private equity firms said they needed carried interest and secrecy, so they got them. Everybody, including Lancastrians themselves, said they needed lower taxes, so they got them. What did Lancaster and a hundred other towns like it get? Job losses, slashed wages, poor civic leadership, social dysfunction, drugs. Having helped wreck small towns, some conservatives were now telling the people in them to pack up and leave. The reality of “Real America” had become a “negative asset.” The “vicious, selfish culture” didn’t come from small towns, or even from Hollywood or “the media.” It came from a thirty-five-year program of exploitation and value destruction in the service of “returns.” America had fetishized cash until it became synonymous with virtue.

When you talk about combat leadership under fire on the beach at Normandy,” Ellery concluded, “I don’t see how the credit can go to anyone other than the company-grade officers and senior NCOs who led the way. It is good to be reminded that there are such men, that there always have been and always will be. We sometimes forget, I think, that you can manufacture weapons, and you can purchase ammunition, but you can’t buy valor and you can’t pull heroes off an assembly line.”18 •   •

Behind this manufactured political dereliction, time knocked at our doorstep on several occasions to decide whether to enter the progressive world or to remain confined in a medievalist belief which serves only the feudal class and their monstrous egos.

Even Europe joined in. With the most modest friendliness, explaining that they wished not to intrude on American domestic politics but only to express personal admiration for that great Western advocate of peace and prosperity, Berzelius Windrip, there came representatives of certain foreign powers, lecturing throughout the land: General Balbo, so popular here because of his leadership of the flight from Italy to Chicago in 1933; a scholar who, though he now lived in Germany and was an inspiration to all patriotic leaders of German Recovery, yet had graduated from Harvard University and had been the most popular piano-player in his class—namely, Dr. Ernst (Putzi) Hanfstängl; and Great Britain's lion of diplomacy, the Gladstone of the 1930's, the handsome and gracious Lord Lossiemouth who, as Prime Minister, had been known as the Rt. Hon. Ramsay MacDonald, P.C. All three of them were expensively entertained by the wives of manufacturers, and they persuaded many millionaires who, in the refinement of wealth, had considered Buzz vulgar, that actually he was the world's one hope of efficient international commerce.

Lippmann was a major figure in many domains, including political theory. The main collection of his political essays is called “political philosophy for liberal democracy.” In these essays he explains that the “public must be put in its place” so that “the intelligent minorities” may live free of “the trampling and roar of the bewildered herd,” the public. Members of the bewildered herd are supposed to be “spectators of action,” not “participants.” They do have a function, however. Their function is to show up periodically to push a button to vote for a selected member of the leadership class. Then they are to go away and leave us alone. That’s progressive democratic theory. I

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.

The word character comes from the Ancient Greek, 'kharakter,' meaning they mark that is left on a coin during its manufacture. Character is also the mark left on you by life, and the mark we leave on life. It's the impact you make when you're here, the trace you leave once you've gone. Character rises out of our values, our purpose, the standards we set ourselves, our sacrifice and commitment, and the decisions we make under pressure, but it is primarily defined by the contribution we make, the responsibility we take, the leadership we show. [...] John Wooden said, 'Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.' Character is forged by the way we respond to the challenges of life and business, by the way we lead our life and teams. If we value life, life values us. If we devalue it, we dishonour ourselves and our one chance at living. THIS is our time. Leadership is surely the example we set. The way we lead our own life is what makes us a leader.

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

growing, like a storm on the horizon, gathering, the echo of thunder distant but present. For whatever reason, it doesn’t affect me. I am certain that there is something out there, waiting for us. We press on, into the darkness, barreling at maximum speed, the three nuclear warheads on our ship armed and ready. I feel like Ahab hunting the white whale. I am a man possessed. When I launched into space aboard the Pax, my life was empty. I didn’t know Emma. My brother was a stranger to me. I had no family, no friends. Only Oscar. Now I have something to lose. Something to live for. Something to fight for. My time in space has changed me. When I left Earth the first time, I was still the rebel scientist the world had cast out. I felt like an outsider, a renegade. Now I have become a leader. I’ve learned to read people, to try to understand them. That was my mistake before. I trudged ahead with my vision of the world, believing the world would follow me. But the truth is, true leadership requires understanding those you lead, making the best choices for them, and most of all, convincing them when they don’t realize what’s best for them. Leadership is about moments like this, when the people you’re charged with protecting have doubts, when the odds are against you. Every morning, the crew gathers on the bridge. Oscar and Emma strap in on each side of me and we sit around the table and everyone gives their departmental updates. The ship is operating at peak efficiency. So is the crew. Except for the elephant in the room. “As you know,” I begin, “we are still on course for Ceres. We have not ordered the other ships in the Spartan fleet to alter course. The fact that the survey drones have found nothing, changes nothing. Our enemy is advanced. Sufficiently advanced to alter our drones and hide itself. With that said, we should discuss the possibility that there is, in fact, nothing out there on Ceres. We need to prepare for that eventuality.” Heinrich surveys the rest of the crew before speaking. “It could be a trap.” He’s always to the point. I like that about him. “Yes,” I reply, “it could be. The entity, or harvester, or whatever is out there, could be manufacturing the solar cells elsewhere—deeper in the solar system, or from another asteroid in the belt. It could be sending the solar cells to Ceres and then toward the sun, making them look as though they were manufactured on Ceres. There could be a massive bomb or attack drones waiting for us at Ceres.” “We could split our fleet,

TSMC had only a single value proposition—effective manufacturing—its leadership focused relentlessly on fabricating ever-more-advanced semiconductors

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

Dan Corrieri combines his engineering degree from Wichita State University with his role as Sales Engineer and Chairman of the Society of Manufacturing Engineers. His Marine Corps experience enhances his leadership. Outside work, he enjoys rugby, boating, and collecting baseball memorabilia, while dreaming of visiting Italy, Ireland, and Australia/New Zealand.

The problem isn’t in what business schools teach; it’s what they don’t—adaptability, creativity, and critical thinking. In focusing solely on grades, business schools manufacture employees, not entrepreneurs

Tenebrous had told him from the start that the Republic, with help from the Sith, would continue to descend into corruption and disorder, and that a time would come when it would have to rely on the strengths of an enlightened leader, capable of saving the lesser masses from being ruled by their unruly passions, jealousies, and desires. In the face of a common enemy, real or manufactured, they would set aside all their differences and embrace the leadership of anyone who promised a brighter future. Could this Palpatine, with Plagueis’s help, be the one to bring about such a

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

It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

Water Pumps Manufacturers | CRI CRI is known for its leadership in the water pumping industry. Five decades of extensive experience that stemmed out from inimitable workmanship and profound endurance has now put the name alongside Trust, Potential and best Performer. CRI Water pumps are exemplary of quality and performance.

To know the purpose of a product, you must pay attention to what the manufacturer said about it. What God said about you is that you must have dominion over all other creation. Just pay attention and take the lead!

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

This is a very French trait. Today, if a big manufacturing company is in trouble, it will parachute in a graduate of one of France’s grandes écoles, someone who has studied business theory and maths for ten years but never actually been inside a factory. The important thing to the French is not experience, it is leadership – or, more exactly, French-style leadership, which mainly involves ignoring advice from anyone with lots of experience but no French grande école on their CV.

Nurses could wear a sensor that detects heart rate and helps them fight off fatigue on long shifts, Bartow said, or manufacturing companies could strap GPS-enabled smart watches on workers to hassle them if their breaks are too long. It's easy to see how this could quickly become annoying. Sixty-six percent of Millennials and 58 percent of all workers said they would be willing to use wearable technology if it allowed them to do their job better, according to a survey last year by Cornerstone OnDemand. That leaves plenty of people uneasy about it. That resistance could hurt productivity, says Ethan Bernstein, an assistant professor of leadership at Harvard Business School. He has studied the "transparency paradox," which says that production in the workplace can slow down if employees know the bosses are watching. "It will be much harder to see if these are actually improving productivity or if, because people change when they're watched, they produce a different outcome," he said.

A mechanistic rather than a living organism metaphor A high-performing team is a concept that grew out of 20th-century mechanistic linear thinking. High performance was a term used for manufacturing machinery, or cars that could accelerate fast from standstill to 60 mph. It was about achieving greater productivity and efficiency out of a fixed system, so that it creates more, faster and cheaper. High performance is unconcerned about whether what is produced is of beneficial value. It is focused on efficiency rather than creating benefit for all stakeholders. Sub-optimization Some teams I have worked with over the years have been motivated to be the ‘best team on the block’, the standout region in their company.

element in men…in some men…that requires a battle. Combat is how they define themselves, and when such men rise to leadership they can indulge their passion. If they didn’t have this war, they would manufacture another one.

Steve Klubertanz, serving as Production Supervisor at Stoneridge Wholesale in Coloma, WI, is praised for his impactful leadership. Overseeing material flow, staffing, and safety, he ensures operational efficiency through routine machinery maintenance. Steve’s proficiency in training and policy implementation makes him indispensable in manufacturing.

Our suffering, miseries, troubles, problems, poverty, unemployment is been manufactured, created and engineered by our elected leaders or politicians . Our suffering is not natural, but it is man made by our leaders. They act like they are helping meanwhile they the ones who are hurting, sabotaging, failing , destroying and killing us. They are breaking the system , working with criminals, our enemies and oppressors to keep us poor, disadvantaged, weak, vulnerably, struggling, unemployed, uneducated, suffering and dying. They say they are one of us, but in the shadows, they are the ones fighting, oppressing and destroying us. They are fighting everyone and everything that is trying to better our lives.

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

We want organizations to be adaptive, flexible, self-renewing, resilient, learning, intelligent—attributes found only in living systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as machines. —Margaret J. Wheatley, author of Finding Our Way: Leadership for an Uncertain Time

the narratives that become hegemonic are those that reflect the world as seen from the vantage point of the rulers rather than the ruled typically” (2016). We’ll come back to this. Again from Stuart Hall: “First, hegemony is a very particular historically specific and temporary moment in the life of a society. It’s rare for this degree of unity to be achieved, enabling a society to set itself a quite new historical agenda under the leadership of a specific formation or constellation of social forces [with a critical part here]. Such periods of settlement are unlikely to persist forever.” There’s nothing automatic about them. They have to be actively constructed and positively maintained. Otherwise, such hegemonies risk falling apart. We can see this when we see schisms even within the ruling class,

Lippmann was a major figure in many domains, including political theory. The main collection of his political essays is called “political philosophy for liberal democracy.” In these essays he explains that the “public must be put in its place” so that “the intelligent minorities” may live free of “the trampling and roar of the bewildered herd,” the public. Members of the bewildered herd are supposed to be “spectators of action,” not “participants.” They do have a function, however. Their function is to show up periodically to push a button to vote for a selected member of the leadership class. Then they are to go away and leave us alone. That’s progressive democratic theory.

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

We cannot lead if we cannot learn. And yet, our capacity to take in and process new information—to generate new insights and true growth—shuts down in response to the fear of letting people down. Laughter opens us up again.” In Pursuit of Purpose It was the Spring of 2015, and Daryn Dodson, a board member of the ice cream manufacturer Ben and Jerry’s, was working with the company’s leadership to prepare for the UN Climate Summit in Paris later that year.

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

The fundamental idea behind the AI factory is to industrialize the company’s approach to data, analytics, and artificial intelligence. Moderna’s AI factory does for analytics what industrialization did for manufacturing more than a hundred years ago.

the narratives that become hegemonic are those that reflect the world as seen from the vantage point of the rulers rather than the ruled typically” (2016). We’ll come back to this. Again from Stuart Hall: “First, hegemony is a very particular historically specific and temporary moment in the life of a society. It’s rare for this degree of unity to be achieved, enabling a society to set itself a quite new historical agenda under the leadership of a specific formation or constellation of social forces [with a critical part here]. Such periods of settlement are unlikely to persist forever.

Stavig Industries, LLC’s General Manager and SVP, Dan Roth of Myers Container is committed to championing strategic sales planning. A born leader, he delivers cross-functional thought leadership, contributing to manufacturing, project management, governance, and compliance.

Instead, she is a master of strategic oversight. She selects excellent people and delegates power and authority to them. This is not to say that she pays no attention to the business. She reviews summaries and results and expertly identifies what needs to be addressed before it becomes a problem. This combined with unannounced, detailed, and seemingly random spot checks ensures that the fortunes of Carrisford & Crewe are not harmed by incompetence or corruption. And there are a number of fortunes. Built on her father’s initial (fabulously lucrative) investment in diamond mines, the company has expanded under Mrs. Carmichael’s leadership to include a variety of interests around the globe, including real estate, shipping, and manufacturing. It is far more diverse than our own import/export business and, accordingly, even more complex.

The Industrial Revolution that led to mass production and the division of labour brought separation between the manufacturer and the customer. Over time as companies grew and grew, so did the rift with the customer. Tying executive compensation to share price has shifted the leadership’s attention away from the customer and towards the stock market, a contributing factor to the current malaise. Social media is starting to empower the consumer, providing a largely unregulated, democratic means to hold businesses to account for disappointing or dishonest behaviour. Personalisation and customisation are becoming the norm, raising customer expectations. The profusion of new digital touchpoints – smart-phones, kiosks, websites – has created headaches for

The body increases its manufacture and release of serotonin, the neurotransmitter associated with rest, repair, contentment, well-being, and health, even with leadership and success. Serotonin also helps the body adapt to change and helps regulate respiration, heart rate, blood pressure, and body temperature. Low manufacture and release of serotonin is linked with a host of health and behavior problems, from depression to overt aggression and suicide.7

grow double digits each year for decades. To scale any business you must first create a reliable system for all functions—manufacturing, sales, promotion, talent acquisition, innovation, even leadership from the CEO.