Manufacturing Plant Quotes

Nothing, in truth, can ever replace a lost companion. Old comrades cannot be manufactured. There is nothing that can equal the treasure of so many shared memories, so many bad times endured together, so many quarrels, reconciliations, heartfelt impulses. Friendships like that cannot be reconstructed. If you plant an oak, you will hope in vain to sit soon under its shade. For such is life. We grow rich as we plant through the early years, but then come the years when time undoes our work and cuts down our trees. One by one our comrades deprive us of their shade, and within our mourning we always feel now the secret grief of growing old. If I search among my memories for those whose taste is lasting, if I write the balance sheet of the moments that truly counted, I surely find those that no fortune could have bought me. You cannot buy the friendship of a companion bound to you forever by ordeals endured together.

Anthropocentric as [the gardener] may be, he recognizes that he is dependent for his health and survival on many other forms of life, so he is careful to take their interests into account in whatever he does. He is in fact a wilderness advocate of a certain kind. It is when he respects and nurtures the wilderness of his soil and his plants that his garden seems to flourish most. Wildness, he has found, resides not only out there, but right here: in his soil, in his plants, even in himself... But wildness is more a quality than a place, and though humans can't manufacture it, they can nourish and husband it... The gardener cultivates wildness, but he does so carefully and respectfully, in full recognition of its mystery.

Plants are nature’s alchemists, expert at transforming water, soil and sunlight into an array of precious substances, many of them beyond the ability of human beings to conceive, much less manufacture.

Winter swallowed. “I love him like I love my own platelet-manufacturing plant.” “Your own what?” “I don’t know. My heart, I think. My body. I love him, every part of him.

The beautiful thing about love is that it cannot be manufactured or destroyed. It is carnal, it is raw; it cannot be discovered where it does not exist, it cannot be concealed where it thrives. Use this to your advantage. If you do not feel it where you lay, I hope you have the strength to walk away, but if you do, my god – I hope you have the strength to fight.

There is still a chance to change things. We can provide fresh drinking water to all people. We can make sure crops are not regulated for profit; we can ensure that they are not genetically altered to benefit manufacturers. Our people are dying because we are feeding them poison. Animals are dying because we are forcing them to eat waste, forcing them to live in their own filth, caging them together and abusing them. Plants are withering away because we are dumping chemicals into the earth that make them hazardous to our health. But these are things we can fix.

One of the great challenges in healthcare technology is that medicine is at once an enormous business and an exquisitely human endeavor; it requires the ruthless efficiency of the modern manufacturing plant and the gentle hand-holding of the parish priest; it is about science, but also about art; it is eminently quantifiable and yet stubbornly not.

Curiously, growing Papaver somniferum in America is legal—unless, that is, it is done in the knowledge that you are growing a drug, when, rather magically, the exact same physical act becomes the felony of “manufacturing a controlled substance.” Evidently the Old Testament and the criminal code both make a connection between forbidden plants and knowledge.

All this is the carpet of life. You are sitting on it. Each of those knots represents one plant or animal. They, and the air we breathe, the water we drink, and our groceries are not manufactured. They are produced by what we call nature. This rug represents that nature. If something happens in Asia or Africa and a cheetah disappears, that is one knot from the carpet. If you understand that, you’ll realize that we are living on a very limited number of species and resources, on which our life depends.” In

Yet all the projections confirm that SSPS plants built at a space manufacturing facility out of nonterrestrial materials should be able to undersell electricity produced by any alternative source here on Earth.

Mercury and other metals discharged from manufacturing plants made the neighborhood’s water unfit to drink; residents relied on deliveries from a cart.

My company has had a safety program for 150 years. The program was instituted as a result of a French law requiring an explosives manufacturer to live on the premises with his family.

This means that when we ramble on and on about how we have the biggest manufacturing plant on the West Coast, our customers don’t care. Why? Because that information isn’t helping them eat, drink, find a mate, fall in love, build a tribe, experience a deeper sense of meaning, or stockpile weapons in case barbarians start coming over the hill behind our cul-de-sac. So what do customers do when we blast a bunch of noise

Is it the quality of addictiveness that renders a substance illicit? Not in the case of tobacco, which I am free to grow in this garden. Curiously, the current campaign against tobacco dwells less on cigarettes’ addictiveness than on their threat to our health. So is it toxicity that renders a substance a public menace? Well, my garden is full of plants—datura and euphorbia, castor beans, and even the leaves of my rhubarb—that would sicken and possibly kill me if I ingested them, but the government trusts me to be careful. Is it, then, the prospect of pleasure—of “recreational use”—that puts a substance beyond the pale? Not in the case of alcohol: I can legally produce wine or hard cider or beer from my garden for my personal use (though there are regulations governing its distribution to others). So could it be a drug’s “mind-altering” properties that make it evil? Certainly not in the case of Prozac, a drug that, much like opium, mimics chemical compounds manufactured in the brain.

The ribosomes, for instance, which manufacture proteins, rival in complexity any chemical factory. The mitochondria are power plants which extract energy from food by a complicated chain of chemical reactions involving some fifty different steps: a single cell may have up to five thousand such power plants. Then there are the centrosomes, with their spindle apparatus, which organises the incredible choreography of the cell dividing into two; and the DNA spirals of heredity, coiled up in the inner sanctum of the chromosomes, working their even more potent magic.

[...] 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)]

Under a $652-million clandestine program code named GENIE, the NSA, CIA, and special military operatives have planted covert digital bugs in tens of thousands of computers, routers, and firewalls around the world to conduct computer network exploitation, or CNE. Some are planted remotely, but others require physical access to install through so-called interdiction—the CIA or FBI intercepts shipments of hardware from manufacturers and retailers in order to plant malware in them or install doctored chips before they reach the customer.

So without alerting the FDA, much less asking for permission, Purdue started manufacturing MS Contin at a plant in New Jersey and offered it for sale in October 1984.

Nothing, in truth, can ever replace a lost companion. Old comrades cannot be manufactured. There is nothing that can equal the treasure of so many shared memories, so many bad times endured together, so many quarrels, reconciliations, heartfelt impulses. Friendships like that cannot be reconstructed. If you plant an oak, you will hope in vain to sit soon in its shade

The country of Croatia was lifted from recession when Kandinsky took a liking to its beaches and built a vacation home, plus several manufacturing plants; certain historians pin America’s downfall to a tax that chased Kandinsky’s California business away. Moreover, Kandinsky boasted a blue-blood pedigree: the right schools, the right clubs, actual royals in the roots of his family tree.

Because one must produce, one must by all possible means of activity replace nature wherever it can be replaced, one must find a major field of action for human inertia, the worker must have something to keep him busy, new fields of activity must be created, in which we shall see at last the reign of all the fake manufactured products, of all the vile synthetic substitutes in which beautiful real nature has no part, and must give way finally and shamefully before all the victorious substitute products in which the sperm of all the artificial insemination factories will make a miracle in order to produce armies and battleships. No more fruit, no more trees, no more vegetables, no more plants pharmaceutical or otherwise and consequently no more food, but synthetic products to satiety, amid the fumes, amid the special humors of the atmosphere, on the particular axes of atmospheres wrenched violently and synthetically from the resistances of a nature which has known nothing of war except fear.

Three Observations        1) The computer may be incompetent in itself—that is, unable to do regularly and accurately the work for which it was designed. This kind of incompetence can never be eliminated, because the Peter Principle applies in the plants where computers are designed and manufactured.        2) Even when competent in itself, the computer vastly magnifies the results of incompetence in its owners or operators.        3) The computer, like a human employee, is subject to the Peter Principle. If it does good work at first, there is a strong tendency to promote it to more responsible tasks, until it reaches its level of incompetence.

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.

She recognizes the cramped handwriting, the internecine, slashing script. She has studied it under the gaze of the Institute Librarian, in locked rooms -- she even, in the early, giddy days of her conversion, practiced Fulton's handwriting for hours. Knows the ink. . . . Here it is now, on the familiar notebook paper Fulton preferred. She tracked down the manufacturer once; they have a plant across the river where they still turn out the Fontaine line.

The computer may be incompetent in itself--that is, unable to do the work for which it was designed. This kind of incompetence can never be eliminated, because the Peter Principle applies in the plants where computers are designed and manufactured.

…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.

FRECK: (Casually) I bought a methedrine plant today. BARRIS: (With a snotty expression on his face) Methedrine is a benny, like speed; it’s crank, it’s crystal, it’s amphetamine, it’s made synthetically in a lab. So it isn’t organic, like pot. There’s no such thing as a methedrine plant like there is a pot plant. FRECK: (Springing the punch line on him) I mean I inherited forty thousand from an uncle and purchased a plant hidden in this dude’s garage where he makes methedrine. I mean, he’s got a factory there where he manufactures meth.

The essential point is that a worker is also a consumer (and may support other consumers). These people drive final demand. When a worker is replaced by a machine, that machine does not go out and consume. The machine may use energy and spare parts and require maintenance, but again, those are business inputs, not final demand. If there is no one to buy what the machine is producing, it will ultimately be shut down. An industrial robot in an auto manufacturing plant will not continue running if no one is buying the cars it is assembling.

But when commerce, manufacturers, the mechanic arts disturbed this condition of things, and amassed wealth that could pretend to more lavish luxury than planting, then came in, I fear, this demon of unrest which has been the utmost sole disturber of the land for years past.

Woodrow Wilson, that great liberal president of the United States who sought to found the League of Nations, put it this way in a lecture he delivered at Columbia University in 1907: Since trade ignores national boundaries and the manufacturer insists on having the world as a market, the flag of his nation must follow him, and the doors of the nations which are closed against him must be battered down. Concessions obtained by financiers must be safeguarded by ministers of state, even if the sovereignty of unwilling nations be outraged in the process. Colonies must be obtained or planted, in order that no useful corner of the world may be overlooked or left unused.

By now, I hope you recognize this as one more example of the reductionist paradigm at work, even when it's couched in natural and alternative terms. As we saw in chapter ten, one of the major problems with modern medicine is its reliance on isolated, unnatural chemical pharmaceuticals as the primary tool in the war against disease. But the medical profession isn't the only player in the health-care system that has embraced this element of reductionism. The natural health community has also fallen prey to the ideology that chemicals ripped from their natural context are as good as or better than whole foods. Instead of synthesizing the presumed "active ingredients" from medicinal herbs, as done for prescription drugs, supplement manufacturers seek to extract and bottle the active ingredients from foods known or believed to promote good health and healing. And just like prescription drugs, the active agents function imperfectly, incompletely, and unpredictably when divorced from the whole plant food from which they're derived or synthesized.

The savage deals largely with crude stimuli; we have weighted stimuli. Prior human efforts have made over natural conditions. As they originally existed they were indifferent to human endeavors. Every domesticated plant and animal, every tool, every utensil, every appliance, every manufactured article, every esthetic decoration, every work of art means a transformation of conditions once hostile or indifferent to characteristic human activities into friendly and favoring conditions. Because the activities of children today are controlled by these selected and charged stimuli, children are able to traverse in a short lifetime what the race has needed slow, tortured ages to attain. The dice have been loaded by all the successes which have preceded.

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

The next step in the process of making modern farming more efficient and profitable was genetic modification. In bioengineered plants, lectins are artificially inserted. Scientists selectively add foreign genes into a plant’s basic genome to command the plant to manufacture specific lectins that enhance the plant’s ability to resist insects and other pests. This is one form of genetically modified organisms (GMO).

The simple truth is that there is an optimum rate of replacement, a best time for replacement. It would be an advantage for a manufacturer to have his factory and equipment destroyed by bombs only if the time had arrived when, through deterioration and obsolescence, his plant and equipment had already acquired a null or a negative value and the bombs fell just when he should have called in a wrecking crew or ordered new equipment anyway.

We should reinforce modern machining facilities with high performance in line with the global trend of machine industry development, press the production of products, high-speed drawings, and unmanned automation," he said. "We should set up test sites for comprehensive measurement in the factory and allow various load, interlock tests and impact tests depending on the characteristics of the products." 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] 정품구입문의하는곳~☎위커메신저:PP444☎라인:PPPK44↔☎텔레:ppt89[☎?카톡↔rrs9] On the first day, Kim conducted field guidance on plants in Jagang Province, including the Kanggye Tracker General Factory, the Kanggye Precision Machinery General Factory, the Jangja Steel Manufacturing Machinery Plant and the February 8 Machine Complex. All of these factories are North Korea's leading munitions factories with decades of history. Defense ministers of South Korea, the U.S. and Japan gathered together to discuss ways to cooperate on the denuclearization of the Korean Peninsula and strengthen defense cooperation among the three countries. South Korean Defense Minister Chung Kyung-doo was acting U.S. Defense Secretary Patrick Shannahan and Japanese Defense Minister Takeshi Iwaya at the Shangri-La Hotel in Singapore, where the 18th Asia Security Conference was held from 9 a.m. on Sunday.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

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.

The difference is an objective phenomenon of soil science; what we call "soil" is a community of living, mostly microscopic organisms in a nutrient matrix. Organic farming, by definition, enhances the soil's living and nonliving components. Modern conventional farming is an efficient reduction of that process that adds back just a few crucial nutrients of the many that are removed each year when biomass is harvested ... Chemicals that sterilize the soil destroy organisms that fight plant diseases, aerate, and manufacture fertility. Recent research has discovered that just adding phosphorus (the P in all "NPK" fertilizers) kills the tiny filaments of fungi that help plants absorb nutrients.

the mystery was far from solved. Nobody understood why heparin—which is made from the mucosal lining of pig intestines, most of which come from China—was suddenly making patients sick. In February 2008, the FDA discovered the likely source of the contamination: a Chinese plant supplying crude heparin to Baxter. In a clerical blunder, the FDA had completely overlooked and failed to inspect the facility, Changzhou SPL, located about 150 miles west of Shanghai. Instead, it inspected and approved a plant with a similar-sounding name. Predictably, once FDA officials finally traveled to Changzhou in February 2008 to make an on-the-ground inspection, they found serious problems. The facility had dirty manufacturing tanks and no reliable method of removing impurities from heparin, and it acquired the crude heparin from workshops that had not been inspected. Chinese regulators were no help at all. A loophole in Chinese regulations allowed certain pharmaceutical plants to register as chemical plants, which made them subject to far less oversight. For U.S. congressional investigator David Nelson, whose committee was now immersed in the heparin crisis as well, the situation laid bare the “classically good reason to be suspect of production coming from any country that doesn’t have competent regulatory authority.” The FDA issued an import alert in March 2008, meaning that Changzhou SPL’s shipments would be stopped at the U.S. border. Though

Milwaukee used to be flush with good jobs. But throughout the second half of the twentieth century, bosses in search of cheap labor moved plants overseas or to Sunbelt communities, where unions were weaker or didn't exist. Between 1979 and 1983, Milwaukee's manufacturing sector lost more jobs than during the Great Depression - about 56,000 of them. The city where virtually everyone had a job in the postwar years saw its unemployment rate climb into the double digits. Those who found new work in the emerging service industry took a pay cut. As one historian observed, 'Machinists in the old Allis-Chalmers plant earned at least $11.60 an hour; clerks in the shopping center that replaced much of that plant in 1987 earned $5.23.

[from an entry by her daughter Camille] If nobody is spritzing chemicals on the predators, all a plant can do is toughen up by manufacturing its own disease/pest-fighting compounds. That's why organic produce shows significantly higher levels of antioxidants than conventional--these nutritious compounds evolved in the plant not for our health, but for the plant's. Several studies, including research done by Allison Byrum of the American Chemical Society, have shown fruits and vegetables grown without pesticides and herbicides to contain 50 to 60 percent more antioxidants than their sprayed counterparts. The same antioxidants that fight diseases and pests in the plant leaf work similar magic in the human body, protecting us ... against various diseases, cell aging, and tumor growth.

Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

Suppose someone—say Mr. Henry Ford—finds out a way of making motor-cars so cheaply that no one else can compete, with the result that all the other firms engaged in making cars go bankrupt. In order to arrive at the cost to the community of one of the new cheap cars, one must add, to what Mr. Ford would have to pay, the proper proportion of all the now useless plant belonging to other firms, and of the cost of rearing and educating those workers and managers previously employed by other firms but now out of work. (Some will obtain employment with Mr. Ford, but probably not all, since the new process is cheaper, and therefore requires less labour.) There may well also be other expenses to the community —labour disputes, strikes, riots, extra police, trials and imprisonments. When all these items are taken into account, it may well be found that the cost of the new cars to the community is, at first, considerably greater than that of the old ones. Now it is the cost to the community which determines what is socially advantageous, while it is the cost to the individual manufacturer which determines, in our system, what takes place.

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

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

So it was possible to look at actual smartphones and tablets and laptops that had been manufactured on Old Earth. They did not work anymore, but their technical capabilities were described on little placards. And they were impressive compared to what Kath Two and other modern people carried around in their pockets. This ran contrary to most people’s intuition, since in other areas the achievements of the modern world—the habitat ring, the Eye, and all the rest—were so vastly greater than what the people of Old Earth had ever accomplished. It boiled down to Amistics. In the decades before Zero, the Old Earthers had focused their intelligence on the small and the soft, not the big and the hard, and built a civilization that was puny and crumbling where physical infrastructure was concerned, but astonishingly sophisticated when it came to networked communications and software. The density with which they’d been able to pack transistors onto chips still had not been matched by any fabrication plant now in existence. Their devices could hold more data than anything you could buy today. Their ability to communicate through all sorts of wireless schemes was only now being matched—and that only in densely populated, affluent places like the Great Chain.

We know nothing about how those earliest known surface glazes themselves were developed. Nevertheless, we can infer the methods of prehistoric invention by watching technologically “primitive” people today, such as the New Guineans with whom I work. I already mentioned their knowledge of hundreds of local plant and animal species and each species’ edibility, medical value, and other uses. New Guineans told me similarly about dozens of rock types in their environment and each type’s hardness, color, behavior when struck or flaked, and uses. All of that knowledge is acquired by observation and by trial and error. I see that process of “invention” going on whenever I take New Guineans to work with me in an area away from their homes. They constantly pick up unfamiliar things in the forest, tinker with them, and occasionally find them useful enough to bring home. I see the same process when I am abandoning a campsite, and local people come to scavenge what is left. They play with my discarded objects and try to figure out whether they might be useful in New Guinea society. Discarded tin cans are easy: they end up reused as containers. Other objects are tested for purposes very different from the one for which they were manufactured. How would that yellow number 2 pencil look as an ornament, inserted through a pierced ear-lobe or nasal septum? Is that piece of broken glass sufficiently sharp and strong to be useful as a knife? Eureka!

In July 2018, a safety crisis rocked the global drug supply—and seemed to prove Baker’s point. Regulators in Europe announced a harrowing discovery: the widely used active ingredient for valsartan, a generic version of the blood pressure drug Diovan, contained a cancer-causing toxin known as NDMA (once used in liquid rocket fuel). The drug had been made by the Chinese company Zhejiang Huahai Pharmaceuticals, the world’s largest manufacturer of valsartan active ingredients. In the United States, over a dozen drug manufacturers, all of which used the Chinese ingredient, recalled their products, as did dozens more manufacturers around the world. The Chinese company tried to defend itself by explaining that it had altered its production process in 2012 to increase yields of the drug, a change that had been approved by regulators. In short, the change had been made to maximize profit. Some patients had been consuming the toxin for six years. As the FDA tried to reassure consumers that the risk of developing cancer, even from daily exposure to the toxin, was extremely low, a second cancer-causing impurity was detected in the ingredients. Though the valsartan catastrophe seemed to take the FDA by surprise, it shouldn’t have. In May 2017, an FDA investigator had found evidence at the plant in Linhai, China, that the company was failing to investigate potential impurities in its own drugs, which showed up as aberrant peaks in its test results. The investigator designated the plant as Official Action Indicated, but the agency downgraded that to VAI. In short, the company was let off the hook—only to wind up in the middle of a worldwide quality scandal less than a year later. By

The Mississippi is surrounded by a vast network of concealed plumbing that underlies the whole of the American Midwest. As for the great river at the heart of this maze, it is now for all intents and purposes a man-made artifact. Every inch of its course from its headwaters to its delta is regulated by synthetic means—by locks and dams and artificial lakes, revetments and spillways and control structures, chevrons and wing dams and bendway weirs. The resulting edifice can barely be called a river at all, in any traditional sense. The Mississippi has been dredged, and walled in, and reshaped, and fixed; it has been turned into a gigantic navigation canal, or the world’s largest industrial sewer. It hasn’t run wild as a river does in nature for more than a hundred years. Its waters are notoriously foul. In the nineteenth century, the Mississippi was well known for its murkiness and filth, but today it swirls with all the effluvia of the modern age. There’s the storm runoff, thick with the glistening sheen of automotive waste. The drainage from the enormous mechanized farms of the heartland, and from millions of suburban lawns, is rich with pesticides and fertilizers like atrazine, alachlor, cyanazine, and metolachlor. A ceaseless drizzle comes from the chemical plants along the riverbanks that manufacture neoprene, polychloroprene, and an assortment of other refrigerants and performance elastomers. And then there are the waste products of steel mills, of sulfuric acid regeneration facilities, and of the refineries that produce gasoline, fuel oil, asphalt, propane, propylene, isobutane, kerosene, and coke. The Mississippi is one of the busiest industrial corridors in the world.

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

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

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

The Germans did not like to use the searchlights, especially on nights when there were British bombing raids on nearby installations. Even the most uneducated German soldier could guess that from the air the sight of probing searchlights would make the camp appear to be an ammunition dump or a manufacturing plant, and some hard-pressed Lancaster pilot, having fought off frightening raids by Luftwaffe night fighters, might make an error and drop his stick of bombs right on top of them. So the searchlight use was erratic, which only made them more terrifying to anyone who wanted to maneuver from one hut to another at night. It was difficult to time their sweeps because they were so haphazard.

When we define success wrongly, it means our best energies will be invested in things such as cutting-edge weekend services, cultivating our brand, and preparing captivating messages. Little is left over for discipleship—our own or that of others—especially when it produces what appears to be such a small and slow return. With the little time left to invest in the messy work of discipleship, we do the next best thing. We standardize discipleship and make it scalable. Our approach resembles more of a conveyor belt in a manufacturing plant than the kind of relational discipleship Jesus modeled for us. We like standardization. Jesus preferred customization.

The country will starve, not next year, but this winter, unless a few of us act and act fast. There are no grain reserves left anywhere. With Nebraska gone, Oklahoma wrecked, North Dakota abandoned, Kansas barely subsisting—there isn’t going to be any wheat this winter, not for the city of New York nor for any Eastern city. Minnesota is our last granary. They’ve had two bad years in succession, but they have a bumper crop this fall—and they have to be able to harvest it. Have you had a chance to take a look at the condition of the farm-equipment industry? They’re not big enough, any of them, to keep a staff of efficient gangsters in Washington or to pay percentages to pull-peddlers. So they haven’t been getting many allocations of materials. Two-thirds of them have shut down and the rest are about to. And farms are perishing all over the country—for lack of tools. You should have seen those farmers in Minnesota. They’ve been spending more time fixing old tractors that can’t be fixed than plowing their fields. I don’t know how they managed to survive till last spring. I don’t know how they managed to plant their wheat. But they did. They did.” There was a look of intensity on his face, as if he were contemplating a rare, forgotten sight: a vision of men—and she knew what motive was still holding him to his job. “Dagny, they had to have tools for their harvest. I’ve been selling all the Metal I could steal out of my own mills to the manufacturers of farm equipment. On credit. They’ve been sending the equipment to Minnesota as fast as they could put it out. Selling it in the same way—illegally and on credit. But they will be paid, this fall, and so will I. Charity, hell! We’re helping producers—and what tenacious producers!—not lousy, mooching ‘consumers.’ We’re giving loans, not alms. We’re supporting ability, not need. I’ll be damned if I’ll stand by and let those men be destroyed while the pull-peddlers grow rich!” He

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From the farmer who plants on one acre to the companies who produce on hundreds of hectares knows Massey Ferguson by their hearts, it has been people’s first tractor and from their first unit, which was manufactured to the last, one till today it has a lion’s share in the farming industry. They have plants all over the world through which they manufacture their models and cater to the local market according to the buying powe

Afghan farmers planted just over four hundred thousand acres in poppy, the most ever measured, enough to manufacture just over 90 percent of the world’s annual heroin supply. More than three million Afghans—about 14 percent of the population—by now participated in the drug economy, according to the United Nations. Afghan farmers might earn just over $30 planting an acre of wheat, but more than $500 for poppy. The total export value of opium and derived products like morphine was about $4 billion, or just over half the size of the legal Afghan economy.

of climate change. What was needed was a massive nudge in the right direction. In the past, the stick of regulation and the rod of taxation were the methods that environmentalists believed could break the fossil fuel economy. But the Inflation Reduction Act doesn’t rely on such punitive tactics, because Manchin culled them from the bill. Instead, it imagined that the United States could become the global leader of a booming climate economy, if the government provided tax credits and subsidies, a lucrative set of incentives. There was a cost associated with the bill. By the Congressional Budget Office’s score, it offered $386 billion in tax credits to encourage the production of wind turbines, solar panels, geothermal plants, and battery storage. Tax credits would reduce the cost of electric vehicles so that they would become the car of choice for Middle America. But $386 billion was an estimate, not a price tag, since the legislation didn’t cap the amount of money available in tax credits. If utilities wanted to build more wind turbines or if demand for electric vehicles surged, the government would keep spending. When Credit Suisse studied the program, it estimated that so many businesses and consumers will avail themselves of the tax credits that the government could spend nearly $800 billion. If Credit Suisse is correct, then the tax credits will unleash $1.7 trillion in private sector spending on green technologies. Within six years, solar and wind energy produced by the US will be the cheapest in the world. Alternative energies will cross a threshold: it will become financially irresponsible not to use them. Even though Joe Biden played a negligible role in the final negotiations, the Inflation Reduction Act exudes his preferences. He romanticizes the idea of factories building stuff. It is a vision of the Goliath of American manufacturing, seemingly moribund, sprung back to life. At the same time that the legislation helps to stall climate change, it allows the United States to dominate the industries of the future. This was a bill that, in the end, climate activists and a broad swath of industry could love. Indeed, strikingly few business lobbies, other than finance and pharma, tried to stymie the bill in its final stages. It was a far cry from the death struggles over energy legislation in the Clinton and Obama administrations, when industry scuppered transformational legislation. The Inflation Reduction Act will allow the United States to prevent its own decline. And not just economic decline. Without such a meaningful program, the United States would have had no standing to prod other countries to respond more aggressively to climate change. It would have been a marginal player in shaping the response to the planet’s greatest challenge. The bill was an investment in moral authority.

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Over the last ten years, more than a billion iPhones have been made in Chinese manufacturing plants powered by coal. Exporting our green guilt to China while simultaneously harming job prospects in the Rust Belt, creating an uneven playing field for American companies, makes little sense. It’s an unsustainable path with significant political ramifications. Although carbon reduction goals are commendable, meeting them will be impossible without China playing a more active and constructive role.

The most important factors for success are patience, a focus on long-term rather than short-term results, reinvestment in people, product, and plant, and an unforgiving commitment to quality. —Robert B. McCurry, former Executive VP, Toyota Motor Sales

...most of the parade's attendees clung to a notion of what their town was, what values it embodied, what hopes it carved out, though by 2007 its once-largest employers, a steel tube plant and two plate glass manufacturers, were over twenty years gone and most of the county's small farms had been gobbled up by Smithfield, Syngenta, Tyson, and Archer Daniels Midland. Many of those residents who had not been born in this country but who'd made their way from Kuala Lumpur or Jordan or Delhi or Honduras waved those flags the hardest when the casket went by.

French and German manufacturing plants that he

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we realize that even though activities involve components of the material world (waters, dry land, plants), the verbs do not describe God making any of those objects. The seas are gathered, the dry land appears and the plants sprout. This is the work of organization and ordering, not the work of manufacture

In the 1930s, during the Depression, steel factories shut down. Manufacturing plants were abandoned, and so were the employees. The depiction of the Tin Man so rusted he cannot move illustrates this tragic time.

Planters had once constituted the richest class in America, wrote Dennis Hart Mahan, a New York–born, Virginia-raised professor at West Point in a November 1860 letter to a friend. “But when commerce, manufacturers, the mechanic arts disturbed this condition of things, and amassed wealth that could pretend to more lavish luxury than planting, then came in, I fear, this demon of unrest which has been the utmost sole disturber of the land for years past.” Mahan, whose son Alfred would grow up to become a prominent naval historian, argued that rather than join the rush to modernity, South Carolina—“this arrogant little state”—had grown ever more insular. “That fine old, careless hospitality, the necessary accompaniment of a sparse and wealthy population, and all its concomitants of high courtesy and geniality, is no longer in keeping with this railroad age,

The Swedish firm SKF (Svenska Kullargen Fabrickn) almost became a victim of these attacks. With many small factories scattered throughout Europe, each geared to manufacture a broad product line to service the local demand, the company was a major target of the Japanese competitors with focused factories. SKF’s initial reaction to the Japanese attack was to avoid direct competition by adding new products to meet specialized applications that the Japanese could not supply. These products commanded higher prices and appeared to SKF management to be more profitable and therefore more attractive than the products facing direct Japanese competition. However, because SKF did not simultaneously drop its low-margin products, plant operations became more complicated, reducing the firm’s productivity and raising its overall costs. In effect, the more SKF sought to avoid competition with the Japanese by adding new, higher-margin products, the more it provided a rising cost umbrella for the Japanese to grow under by expanding their product offering and moving into more varied applications. As long as the Japanese stayed beneath the umbrella by maintaining a narrower product line than SKF, they could continue to pick off the parts of SKF’s business that they wanted, driving SKF into smaller and smaller pockets of demand.

There is archeological evidence that Neanderthals manufactured stone tools requiring cognitive skill and dexterity,[31] made fire on demand,[32] sailed from mainland Europe to Crete and the Ionian Islands,[33] produced glue from the bark of the birch tree,[34] and appear to have treated maladies with medicinal plants that had anesthetic and antibiotic properties: traces of DNA from poplar trees, which contain salicylic acid—the naturally occurring inspiration for the synthetic aspirin, and Penicillium mold, the source of penicillin—have been found in the calcified plaque of Neanderthals.[

Plants and fungi have been cavorting in this way for more than four hundred and fifty million years, forming an ancient mutualism. Mycelia invigorate roots with nutrients, including nitrogen and phosphorus, which they extract from the soil but which trees cannot obtain by themselves. The fungi, in turn, wrest the carbon-rich sugars that trees manufacture during photosynthesis and use it for their own growth. The circle turns once more as the mycelia assist root structures in extending throughout the undersoil, connecting trees to one another, allowing them to share a host of nutrients. And to top it off? The mycelia expand the reach of the electromagnetic pulses that are formed and transferred through the tips of trees’ roots, forming forests of social connection, intercommunication, and the kithship of community.

Well, it’s no secret that life at Arsia Base was rough. Always will be rough, or at least until someone gets around to terraforming Mars, which is wild-eyed fantasy if you ask me. But even if you disregard the sandstorms and scarcity of water, the extremes of heat and cold and… well, just the utter barrenness of that world, it’s still a hell of a place to live for any extended period of time. I guess the worst part was the isolation. When I was station manager we had about fifty men and women living in close quarters in a cluster of fifteen habitats, buried just under the ground. Most of these folks worked either for Skycorp or the Japanese firm Uchu-Hiko, manufacturing propellant from Martian hydrocarbons in the soil which was later boosted up to the Deimos fuel depot, or were conducting basic research for NASA or NASDA. The minority of us were support personnel, like myself, keeping the place operational. A lot of us had signed on for Mars work for the chance to explore another planet, but once you got there you found yourself spending most of your time doing stuff that was not so much different than if you had volunteered to live underground in Death Valley for two years. For the men working the electrolysis plant, it was a particularly hard, dirty job—working ten- or twelve-hour shifts, coming back to the base to eat and collapse, then getting up to do it all over again. The researchers didn’t have it much easier because their sponsoring companies or governments had gone to considerable expense to send them to Mars and they had to produce a lifetime’s worth of work during their two years or risk losing their jobs and reputations.

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Working with living creatures, both plant and animal, is what makes agriculture different from any other production enterprise. Even though a product is produced, in farming the process is anything but industrial. It is biological. We are dealing with a vital, living system rather than an inert manufacturing process. The skills required to manage a biological system are similar to those of the conductor of an orchestra. The musicians are all very good at what they do individually. The role of the conductor is not to play each instrument, but rather to nurture the union of the disparate parts. The conductor coordinates each musician's effort with those of all the others and combines them in a harmonious whole. Agriculture cannot be an industrial process any more than music can be.

Terrorism suspects aren’t the NSA’s only targets, however. Operations against nation-state adversaries have exploded in recent years as well. In 2011, the NSA mounted 231 offensive cyber operations against other countries, according to the documents, three-fourths of which focused on “top-priority” targets like Iran, Russia, China, and North Korea. Under a $652-million clandestine program code named GENIE, the NSA, CIA, and special military operatives have planted covert digital bugs in tens of thousands of computers, routers, and firewalls around the world to conduct computer network exploitation, or CNE. Some are planted remotely, but others require physical access to install through so-called interdiction—the CIA or FBI intercepts shipments of hardware from manufacturers and retailers in order to plant malware in them or install doctored chips before they reach the customer.

In the interval from about February to May 1609, there was considerable material progress in and about Jamestown. Perhaps forty acres were cleared and prepared for planting in Indian corn, the new grain that fast became a staple commodity. A "deep well" was dug in the fort. The church was re-covered and twenty cabins built. A second trial was made at glass manufacture in the furnaces built late in 1608. A blockhouse was built at the isthmus which connected the Island to the mainland for better control of the Indians, and a new fort was erected on a tidal creek across the river from Jamestown.

By the 1950s, the renamed facility at Auschwitz-Oswiecim was the hub of coal-based chemistry in the Silesian region. The plant also survived the fall of Communism and is today the third-largest producer of synthetic rubber in Europe, with capacity equal to roughly 5 per cent of global consumption. As of 2003, at least two of the world's leading tyre manufacturers source their rubber from the plant at Oswiecim, the foundations for which were laid in 1941, when Carl Krauch received his largest-ever allocation of steel.

Early Trans-Atlantic Voyages "Since Columbus’ discovery of the islands in the Caribbean, the number of Spanish ships that ventured west across the Atlantic had consistently increased. For reasons of safety in numbers, the ships usually made the transit in convoys, carrying nobility, public servants and conquistadors on the larger galleons that had a crew of 180 to 200. On these ships a total of 40 to 50 passengers had their own cabins amidships. These ships carried paintings, finished furniture, fabric and, of course, gold on the return trip. The smaller vessels including the popular caravels had a crew of only 30, but carried as many people as they could fit in the cargo holds. Normally they would carry about 100 lesser public servants, soldiers, and settlers, along with farm animals and equipment, seeds, plant cuttings and diverse manufactured goods.

A major cause of error is time stress. Time is often critical, especially in such places as manufacturing or chemical processing plants and hospitals. But even everyday tasks can have time pressures. Add

Another thing you need to understand is what we now call the “core competencies” of your organization. What are we really good at? What do our customers pay us for? Why do they buy from us? In a competitive, nonmonopolistic market—and that is what the world has become—there is absolutely no reason why a customer should buy from you rather from your competitor. None. He pays you because you give him something that is of value to him. What is it that we get paid for? You may think this is a simple question. It is not. I have been working with some of the world’s biggest manufacturers, producers, and distributors of packaged consumer goods. All of you use their products, even in Slovenia. They have two kinds of customers. One, of course, is the retailer. The other is the housewife. What do they pay for? I have been asking this question for a year now. I do not know how many companies in the world make soap, but there are a great many. And I can’t tell the difference between one kind of soap or the other. And why does the buyer have a preference—and a strong one, by the way? What does it do for her? Why is she willing to buy from one manufacturer when on the same shelves in the United States or in Japan or in Germany they are soaps from other companies? She usually does not even look at them. She reaches out for that one soap. Why? What does she see? What does she want? Try to work on this. Incidentally, the best way to find out is to ask customers not by questionnaire but by sitting down with them and finding out. The most successful retailer I know in the world is not one of the big retail chains. It is somebody in Ireland, a small country about the size of Slovenia. This particular company is next door to Great Britain with its very powerful supermarkets, and all of them are also in Ireland. And yet this little company has maybe 60 percent of the sandwich market. What do they do? Well, the answer is that the boss spends two days each week in one of his stores serving customers, from the meat counter to the checkout counter, and is the one who puts stuff into bags and carries it out to the shoppers’ automobiles. He knows what the customers pay for. But let me go back to the beginning: The place to start managing is not in the plant, and it is not in the office. You start with managing yourself by finding out your own strengths, by placing yourself where your strengths can produce results and making sure that you set the right example (which is basically what ethics is all about), and by placing your people where their strengths can produce results.

W. Edwards Deming, the chief instigator of the Total Quality Management movement that revolutionized manufacturing, told a story about a company that used a variety of flammable products in its production process. Unsurprisingly, fires frequently broke out in its plants. But the president of the company didn’t think he had a situation problem; he thought he had a person problem. He sent a letter to every one of the company’s 10,500 employees, pleading with them to set fewer fires. Ahem. (What

Batteries: The Key to a Renewable Future Modern civilization depends upon a constant, reliable stream of energy. However, renewables such as wind and solar are notoriously intermittent; wind depends on the whim of nature, and solar power dries up as the sun goes down. Batteries solve this problem by storing excess power generated throughout the day and supplying it in the absence of sunlight or wind. In addition, batteries respond well to high electricity demands, help lower energy costs, and ensure reliability. They are the most crucial components in any clean power future. Power storage is a much more difficult technological problem than power generation. From lithium ion to rechargeable flow, inventors and developers have experimented with many new ideas. There is not yet a magic bullet to solve our power storing needs. The good news, however, is that in the past decade, batteries have made great strides in capacity and lower prices. This is due in part to the electric vehicle industry, which relies heavily on efficient lithium ion batteries. In 2016, Tesla Inc. began manufacturing its Powerwall and Powerpack energy products at its Gigafactory, currently the world’s largest lithium ion battery factory. The goal of the plant is to drive down the cost of the company’s electric vehicle and energy storage batteries while also spurring innovation. Doing so, according to the company, will make renewable energy storage a more accessible and viable option.

In 1994, the PFDJ established the Hidri Trust as a corporate umbrella for the Red Sea Trading Corporation – which maintained secret offshore accounts – plus banks, construction companies and manufacturing plants.8 The Red Sea Corporation and other party

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

You know, deployments are like final assembly in a manufacturing plant. Every flow of work goes through it, and you can’t ship the product without it.

Fear of "anything nuclear" could stop LFTRs from being built, even though deaths and cancers and disease from all nuclear accidents combined since 1945, major and minor, is less than the deaths produced each year by coal plants. And LFTRs would have better safety and less waste than current nuclear reactors. "The utilities do not have an inherent motive, beyond an unproven profit profile, to make the leap... the large manufacturers, such as Westinghouse, have already made deep financial commitments to a different technology, massive light-water reactors, a technology of proven soundness that has already been certified by the NRC for construction and licensing. Among experts in the policy and technology of nuclear power, one hears that large nuclearplant technology has already arrived

Since the launch of the First Five-Year Plan in 1928, tens of thousands of their comrades in the urban centers had been working tirelessly to build power stations, steel mills, and manufacturing plants for heavy machinery. As this historic effort unfolded, it would be essential for the country’s grain-producing regions to do their part—by meeting the increased demand for bread in the cities with leaps in agricultural production. But to pave the way for this ambitious effort, it was deemed necessary to exile a million kulaks—those profiteers and enemies of the common good, who also happened to be the regions’ most capable farmers. The remaining peasants, who viewed newly introduced approaches to agriculture with resentment and suspicion, proved antagonistic to even the smallest efforts at innovation. Tractors, which were meant to usher in the new era by the fleet, ended up being in short supply. These challenges were compounded by uncooperative weather resulting in a collapse of agricultural output. But given the imperative of feeding the cities, the precipitous decline in the harvest was met with increased quotas and requisitions enforced at gunpoint. In 1932, the combination of these intractable forces would result in widespread hardship for the agricultural provinces of old Russia, and death by starvation for millions of peasants in Ukraine. (While many of the young loyalists (like Nina) who joined the udarniks in the countryside would have their faith in the Party tested by what they witnessed, most of Russia, and for that matter the world, would be spared the spectacle of this man-made disaster. For just as peasants from the countryside were forbidden to enter the cities, journalists from the cities were forbidden to enter the countryside; delivery of personal mail was suspended; and the windows of passenger trains were blackened. In fact, so successful was the campaign to contain awareness of the crisis, when word leaked out that millions were starving in Ukraine, Walter Duranty, the lead correspondent for The New York Times in Russia (and one of the ringleaders in the Shalyapin Bar), would report that these rumors of famine were grossly exaggerated and had probably originated with anti-Soviet propagandists. Thus, the world would shrug. And even as the crime unfolded, Duranty would win the Pulitzer Prize.)

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His brother Najib owned an auto-parts store at bustling Shikarpur Gate, the mouth of the narrow road linking their village to the city—an ancient byway that had once led southward through the passes all the way to India. At dusk it is clogged with a riot of vegetable sellers’ handcarts beset by shoppers, Toyota pickup trucks, horse-drawn taxis, and three-wheeled rickshaws clambering around and through the throng like gaudy dung beetles. Nurallah’s brother Najib had gone to Chaman, just across the border in Pakistan, where the streets are lined with cargo containers serving as shops, and used motor oil cements the dust to the ground in a glossy tarmac, and every variety of automotive organ or sinew is laid bare, spread out, and strung up for sale. He had made his purchases and set off back to Kandahar. “He paid his customs dues”—Nurallah emphasized the remarkable point—“because that’s the law. He paid at every checkpoint on the way back, fifty afghanis, a hundred afghanis.” A dollar or two every time an unkempt, underage police boy in green fatigues slouched out of a sandbagged lean-to into the middle of the road—eight times in the sixty-six miles when last I counted. “And then when he reached the entrance to town, the police there wanted five hundred afghanis. Five hundred!” A double arch marks the place where the road that swoops down from Kabul joins the road leading in from Pakistan. The police range from one side to the other, like spear fishermen hunting trout in a narrows. “He refused,” Nurallah continued. “He said he had paid his customs dues—he showed them the receipt. He said he had paid the bribes at every checkpoint all along the way, and he was not paying again.” I waited a beat. “So what happened?” “They reached into his window and smacked him.” “They hit him?” I was shocked. Najib might be a sunny guy, but Kandahar tempers are strung on tripwires. For a second I thought we’d have to go bail him out. “What did he do?” Nurallah’s eyes, beneath his widow’s peak, were banked and smoldering. “What could he do? He paid the money. But then he pulled over to the side of the road and called me. I told him to stay right there. And I called Police Chief Matiullah Qatih, to report the officer who was taking the bribes.” And Matiullah had scoffed at him: Did he die of it? The police buzzards had seen Najib make the call. They had descended on him, snatched the phone out of his hand, and smashed it. “You call that law?” Now Nurallah was ablaze. “They’re the police! They should be showing people what the law is; they should be enforcing the law. And they’re the ones breaking it.” Nurallah was once a police officer himself. He left the force the day his own boss, Kabul police chief Zabit Akrem, was assassinated in that blast in the mosque in 2005.1 Yet so stout was Nurallah’s pride in his former profession that he brought his dark green uniform into work and kept it there, hung neatly on a hook in his locker. “My sacred oath,” he vowed, concluding: “If I see someone planting an IED on a road, and then I see a police truck coming, I will turn away. I will not warn them.” I caught my breath. So maybe he didn’t mean it literally. Maybe Nurallah wouldn’t actually connive with the Taliban. Still, if a former police officer like him was even mouthing such thoughts, then others were acting on them. Afghan government corruption was manufacturing Taliban.

Material adverse effect" is a standard that is often employed in the softening of contract provisions. It is often used in more than one provision in a contract, and as a result may be separately defined: "Material adverse effect" means any material adverse effect on the Borrower’s business, assets, liabilities, prospects or condition (financial or otherwise). In order to fall within the ambit of this definition, the matter in question must be both material and adverse to the party. Materiality is a subjective concept; a change that would be reasonably likely to affect the other party’s evaluation of the transaction will generally be viewed as material. The change must also be adverse. Obviously, if it’s a change for the better, it isn’t covered. The definition refers to the areas where the material adverse effect has occurred: the party’s business, assets, liabilities, financial condition and prospects. Let’s look at examples of each of these. The loss of a customer that represented 40% of the borrower’s earnings would have a material adverse effect on its business. An uninsured casualty loss in respect of the borrower’s primary manufacturing plant would have a material adverse effect on its assets. The entering of a judgment against the borrower for damages in an amount equal to its total annual sales would have a material adverse effect on its liabilities. A loss of sales resulting in a diminution in cash flow that impairs the borrower’s ability to pay its operating expenses would have a material adverse effect on its financial condition. Lastly, the development of proprietary technology by a competitor that allows it to produce goods at a more favorable price may have a material adverse effect on the borrower’s prospects, because it may be forced to reduce its profit margins. Inclusion of the word "prospects" as a component of the definition of material adverse effect is almost always a point of contention. The party to whom the material adverse effect standard is applicable will argue that the use of prospects gives the other party too much room to speculate about the future impact of an event. The other party will argue that its counterparty’s future condition and performance is important to it, and the party should not be required to wait until a reasonably foreseeable bad result has occurred before having any remedies. Closely related to material adverse effect is material adverse change, referred to colloquially as "MAC.

About half today’s production cost is for precursor material—96% of which is polyacrylonitrile made from oil (propylene) or natural gas (propane), both of which have volatile prices. Carbon-fiber manufacturers are starting to make their own precursors and expect to cut their costs by about 20%. But much cheaper precursors are emerging. Their strands of carbon atoms are commonplace; the trick is removing the other elements and forming the remaining carbon skeleton into long, pure strands. Solve those problems, and carbon fiber could be made from biomaterials like plant fibers, or even from recycled plastic trash. Oak Ridge National Laboratory (ORNL) believes these alternatives could potentially cut carbon-fiber costs by up to 90%,

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Civilized people, whether Western or Eastern, need to be liberated and dehypnotized from their systems of symbolism and, thereby, become more intensely aware of the living vibrations of the real world. For lack of such awareness our consciousnesses and consciences have become calloused to the daily atrocities of burning children with napalm, of saturation bombing of fertile earth with all its plants, wild animals, and insects (not to mention people), and of manufacturing nuclear and chemical weapons concerning which the real problem is not so much how to prevent their use as how to get them off the face of the earth.

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

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

When I tell him, he looks disgusted. “We spend more money watering the lawns at the manufacturing plants every week! Dick is going to hear from me about this. If he’s not willing to spend money, we may lose orders—even if your project is just insurance so we can collect on all the hard work my sales team does—it’s a no-brainer!

One version of Borrowed thinking is a technique I call the Different Lens. To begin, brainstorm a list of people, industries, or perspectives. Examples may include: an archaeologist, a 4-year-old, someone living 200 years in the future, Elon Musk, a Navy SEAL, a zoologist, Brad Pitt, Picasso, a professional bowling champion. The more diverse and strange, the better. Next, take a stack of index cards and write one name or role from your list on the back of each. You’re now armed for a Different Lens brainstorm session. First, clearly articulate the real-world challenge you’re facing. Perhaps it is developing a new product to combat a competitive launch. Maybe you’re looking for a way to improve closing rates throughout your sales force, attract and retain Millennial workers, or reduce error-rates in your manufacturing plant. Once the challenge has been identified, turn over one card. If the card reads “architect,” the group brainstorms how an architect would approach their real-world challenge. Once the ideas start to dwindle, flip over the next card and look at the problem through the next lens. Instead of thinking about how your competition is solving this problem, think about how Beyoncé would slay it. Before long, you and your team will see the problem in a whole new light, and by borrowing the thinking from others, you’ll gain a fresh perspective that will lead to the innovative solutions you seek.