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.

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.

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

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.

[...] 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)]

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 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.

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.

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.

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.

A blanket, coupled with an impressive erection, could serve as a suitable replacement for a lost tent at next year’s “Bring your son to work night” at NAMBLA’s manufacturing plant. What does NAMBLA make? NAMBLA makes me sick.


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

The highest ranking Russian intelligence officer to defect from Russia, Stanislav Lunev, testified at a Congressional hearing held in California in January, 2000. Before his defection the former Russian spy official was with the GRU (the Foreign Military Intelligence Directorate of the General Staff of the Armed Forces of the Russian Federation). Hooded while testifying, to protect his identity, as Lunev is in the U.S. Witness Protection Program, he told Congressmen that not only did Russia manufacture the RA-115 suitcase nukes, but that some were currently planted in the United States.

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

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...

President Truman called the development of the atom bomb, “the greatest achievement of organized science in history.”248 The Manhattan Project scientists, engineers and private contractors had done what few believed possible: they had built three new towns—Oak Ridge, Hanford and Los Alamos—and a behemoth industrial plant as large as that of all of America’s automobile manufacturers put together.249 They had transformed Fermi’s historic nuclear chain reaction, a reaction yielding only enough energy to light a flashlight bulb, into the most powerful weapon mankind had ever known. And they had done it in just over a thousand days.

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

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

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!

About ten years ago, while visiting Japan, I toured a Toyota car manufacturing plant that was able to produce five hundred cars per day with only four hundred employees because of automation. I thought to myself, ‘Imagine if you could take this automation and productivity out of the factory and put it into our everyday lives?’ I believe this will increase our global economy by orders of magnitude in the decades ahead.

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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

Against this backdrop of diverse geography, farming and fishing still dominate the economy. Many farmers rely on mule transportation and agricultural techniques that have persisted for generations. They tend citrus and olive groves planted by their forefathers, and cultivate grapes, figs, capers, olives, wheat, and tobacco. Family-run enterprises extract marble, pumice, and iron ore from local sources. The island of Halki derives its name from the Greek word for copper (halkos), a reminder of the copper mines that once covered it. Manufacturers on the island of Chios have longed produced mastichochoria, an aromatic resin used to make cosmetics and employed in other industries as well.

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.

I looked more closely at what I considered to be the most significant information regarding the Great Pyramid, which was the accuracy with which it was built. It soon became obvious to me that the researchers on both sides of the issue were sympathetic to the craftspeople involved in building the pyramids. But the researchers were not craftspeople themselves, and they did not have the perspective gained through years of experience working with their hands and with machinery. Having that experience myself, I have some very strong opinions regarding the level of manufacturing expertise practiced by the ancient Egyptians. They were not primitive by any means, and their craftsmanship and precision would be an extreme challenge to duplicate today.

Just as the most successful industrial plants are adopting the concept of “agile manufacturing,” so the most successful contract workers make themselves agile through developing multiple abilities.

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Consider the automobile industry. For a century after 1894, most of the cars manufactured in North America were made in Michigan. Since 2004, Michigan has been replaced by Ontario, Canada. The reason is simple: health care. In America, car manufacturers have to pay $6,500 in medical and insurance costs for every worker. If they move a plant to Canada, which has a government-run health care system, the cost to the manufacturer is around $800 per worker. In 2006, General Motors paid

One morning in early 1943, before a speech at the Cadillac plant in Cadillac, Michigan, he was escorted to a railroad siding behind a large building and asked to paint his name on a large piece of steel on a flatcar. Then he was invited to follow it through every manufacturing phase on the assembly line, until, three hours later, it was driven off the end of the line, part of a finished Sherman tank.

Cooks find it hard to give up the way that meat and animal fat flavor things so intensely, but it’s so easy! An animal has transformed all the plants he ate into something with lots of complexity, and you need to learn a few tricks to get similar complexity with vegan dishes. But your palate will change, if you will only turn down the volume and listen. Living a plant-based life is like traveling light. Your system adjusts to foods that don’t weigh you down and take forever to digest. You may find that maintaining your weight gets easier, as long as you don’t hit vegan desserts too hard. The vegan mainstream has food manufacturers taking notice: Vegan-friendly packaged foods multiply daily. While that makes it easier to eat vegan, don’t become a junk-food vegan. The upside? Options in dairy-free milks, ice creams, and vegan-friendly sweeteners are growing. The downside? You can construct a vegan diet out of pudding cups, fake bologna, and white bread, but you will not be all that healthy doing it. You still have to seek balance and listen to your body. It will tell you how things are going, if you just pay attention. In the years I have spent cooking for vegans, it seems to me that what they craved most was special food—food for celebrations and shared dinners; food that really tastes great. It’s not that difficult to put together a big salad or sandwich on your own. Restaurants will happily strip down dishes and leave off the cheese. You can eat vegan and survive, but it’s the special foods that you crave. After going to the same sandwich shop a few times and having a sandwich with just veggies and no cheese, vegans want recipes for genuinely interesting food. A virtual world exists on the Internet, where vegans swap sources for marshmallow crème and recipes for mock cheese sauces. This book is my best effort for plant-based diners who want food that rocks. Why Vegan?

So synthetic vanillin is manufactured and comes from a surprising source: the waste pulp liquor from the sulfite treatment of wood pulp in the making of paper. Waste liquor consists mainly of lignin, a substance found in and between the cell walls of land plants.

To stay under 2°C, global emissions would have to fall nearly to zero within the next several decades. To stave off 1.5°C, they’d have to drop most of the way toward zero within a single decade. This would entail, for starters: revamping agricultural systems, transforming manufacturing, scrapping gasoline- and diesel-powered vehicles, and replacing most of the world’s power plants.

These things were lost, and crops were reckoned in dollars, and land was valued by principal plus interest, and crops were bought and sold before they were planted. Then crop failure, drought, and flood were no longer little deaths within life, but simple losses of money. And all their love was thinned with money, and all their fierceness dribbled away in interest until they were no longer farmers at all, but little shopkeepers of crops, little manufacturers who must sell before they can make. Then those farmers who were not good shopkeepers lost their land to good shopkeepers. No matter how clever, how loving a man might be with earth and growing things, he could not survive if he were not also a good shopkeeper. And as time went on, the business men had the farms, and the farms grew larger, but there were fewer of them.

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.

Living things have always had to make their way in a wild garden of flowers and vines, of leaves and trees and fungi that hold out not only nourishing things to eat but deadly poisons, too. Nothing is more important to a creature’s survival than knowing which is which, yet drawing a bright line through the middle of the garden, as the God of Genesis found, doesn’t always work. The difficulty is that there are plants that do other, more curious things than simply sustain or extinguish life. Some heal; others rouse or calm or quiet the body’s pain. But most remarkable of all, there are plants in the garden that manufacture molecules with the power to change the subjective experience of reality we call consciousness.

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

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

If Koch bought the Corpus Christi plant, Paulson realized, the acquisition would open up an entirely new market for the company: the market for paraxylene and other petrochemicals. And, true to Koch’s philosophy, the market would be new but not entirely foreign. Koch knew the petrochemical business already. It could apply the expertise developed at Pine Bend to manufacturing paraxylene in Texas. On top of all of this, it appeared to Paulson and others that Sun Oil wasn’t aware of the opportunity it was missing in Corpus Christi. Sun was making and selling paraxylene but not at nearly the levels that it could. In September of 1981 Koch Industries paid $265 million in cash for the refinery, and Paulson immediately started expanding it. He more than doubled its paraxylene output. He bought a used hydrocracking tower from a refinery in Europe and had it shipped to Texas, bragging to Charles Koch that he bought the tower for 40 percent of what it would cost “off the shelf.” Koch Industries became one of the largest paraxylene producers in the United States.

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.[

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Carlton Church Warning - Nuclear Fraud Scheme North Korea has been producing different nuclear weapons since last year. They have sent warning on the neighboring countries about their plan for a nuclear test. Not just South Korea, but other countries like China, U.S., and Japan have stated their complaints. Even the United Nations has been alarmed by North Korea’s move. During the last period of World War, a bomb has been used to attack Japan. Happened on 6th of August 1945, Enola Gay dropped an atomic bomb just 10 kilometers away from Tokyo. This is why people and organizations like Carlton Church who’s against the use of nuclear power for production of armory in war. Many protested that it is a threat to mankind and environment. Groups who are in favor of the nuclear use explained its advantage. They say it can be helpful in generating electricity that can be used for residential and commercial purposes. They also expound how it is better to use than coal mining as it is “less harmful to the environment.” Nuclear Use: Good or Bad? Groups who are against the use of nuclear reactor and weapons try to persuade people about its catastrophic result to the environment and humankind. If such facility will be used to create weapons, there is a possibility for another world war. But the pro-nuclear groups discuss the good effects that can be gained from it. They give details on how greenhouse gas effect of coal-burning can emit huge amounts of greenhouse gases and other pollutants such as sulfur dioxide nitrogen oxide, and toxic compounds of mercury to the atmosphere every year. Burning coal can produce a kilowatt-hour of electricity but it also amounts to over two pounds of carbon dioxide emissions. They also added that the amount of carbon dioxide it produces contributes to climate change. Sulfur dioxide may cause the formation of acid rain and nitrogen oxide, if combined with VOCs, will form smog. Nuclear power plants do not emit harmful pollutants or other toxic gases. Generating energy from nuclear involves intricate process, but as a result, it produces heat. These plants have cooling towers that release water vapor. If the facility has been properly managed it may not contribute disturbance in the atmosphere. It may sound better to use compared to coal. But studies have shown that the vapor that came from nuclear plants have an effect to some coastal plants. The heated water that was released goes back to lakes and seas, and then the heat will eventually diffuse into surface warming. As a result of the increased water temperature on the ocean bodies, it changes the way carbon dioxide is transferred within the air. In effect, major shifts in weather patterns such as hurricanes may occur. It does not stop there. The nuclear power plant produces radioactive waste, which amounts to 20 metric tons yearly. Exposure to high-level radiation is extremely harmful and fatal to human and animals. The waste material must be stored carefully in remote locations for many years. Carlton Church and other anti-nuclear groups persuade the public to initiate banning of the manufacturing of nuclear products and give warnings about its health hazards and environmental effects.

Although in 2005 compact discs still represented over 98 percent of the market for legal album sales, Morris had no loyalty to the format. In May of that year, Vivendi Universal announced it was spinning off its CD manufacturing and distribution business into a calcified corporate shell called the Entertainment Distribution Company. Included in EDC’s assets were several massive warehouses and two large-scale compact disc manufacturing plants: one in Hanover, Germany, and one in Kings Mountain, North Carolina. Universal would still manufacture all its CDs at the plants, but now this would be an arms-length transaction that allowed them to watch the superannuation of optical media from a comfortable distance. It was one of the oldest moves in the corporate finance playbook: divest yourself of underperforming assets while holding on to the good stuff. EDC was a classic “stub company,” a dogshit collection of low-growth, capital-intensive factory equipment that was rapidly going obsolete. In other words, EDC was a drag on A that added little to B. Let the investment bankers figure out who wanted it—Universal had gone digital, and the death rattle of the compact disc had grown loud enough for even Doug Morris to hear. The CD was the past; the iPod was the future. People loved these stupid things. You could hardly go outside without getting run over by some dumb jogger rocking white headphones and a clip-on Shuffle. Apple stores were generating more sales per square foot than any business in the history of retail. The wrapped-up box with a sleek wafer-sized Nano inside was the most popular gift in the history of Christmas. Apple had created the most ubiquitous gadget in the history of stuff.

Henry Ford learned of a process for turning wood scraps from the production of Model T’s into charcoal briquets. He built a charcoal plant and Ford Charcoal was created (later renamed Kingsford Charcoal). Today, Kingsford is still the leading manufacturer of charcoal in America.

Modern biomimicry is far more than just copying nature's shapes. It includes systematic design and problem-solving processes, which are now being refined by scientists and engineers in universities and institutes worldwide. The first step in any of these processes is to clearly define the challenge we're trying to solve. Then we can determine whether the problem is related to form, function, or ecosystem. Next, we ask what plant, animal, or natural process solves a similar problem most effectively. For example, engineers trying to design a camera lens with the widest viewing angle possible found inspiration in the eyes of bees, which can see an incredible five-sixths of the way, or three hundred degrees, around their heads. The process can also work in reverse, where the exceptional strategies of a plant, animal, or ecosystem are recognized and reverse engineered. De Mestral's study of the tenacious grip of burrs on his socks is an early example of reverse engineering a natural winner, while researchers' fascination at the way geckos can hang upside down from the ceiling or climb vertical windows has now resulted in innovative adhesives and bandages. Designs based on biomimicry offer a range of economic benefits. Because nature has carried out trillions of parallel, competitive experiments for millions of years, its successful designs are dramatically more energy efficient than the inventions we've created in the past couple of hundred years. Nature builds only with locally derived materials, so it uses little transport energy. Its designs can be less expensive to manufacture than traditional approaches, because nature doesn't waste materials. For example, the exciting new engineering frontier of nanotechnology mirrors nature's manufacturing principles by building devices one molecule at a time. This means no offcuts or excess. Nature can't afford to poison itself either, so it creates and combines chemicals in a way that is nontoxic to its ecosystems. Green chemistry is a branch of biomimicry that uses this do-no-harm principle, to develop everything from medicines to cleaning products to industrial molecules that are safe by design. Learning from the way nature handles materials also allows one of our companies, PaxFan, to build fans that are smaller and lighter while giving higher performance. Finally, nature has methods to recycle absolutely everything it creates. In natures' closed loop of survival on this planet, everything is a resource and everything is recycled-one of the most fundamental components of sustainability. For all these reasons, as I hear one prominent venture capitalist declare, biomimicry will be the business of the twenty-first century. The global force of this emerging and fascinating field is undeniable and building on all societal levels.

So, execution is really the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future. All of the great companies in the world out-execute their competitors day in and day out in the marketplace, in their manufacturing plants, in their logistics, in their inventory turns—in just about everything they do. Rarely do great companies have a proprietary position that insulates them from the constant hand-to-hand combat of competition.

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

The third revolution comes from the democratization of manufacturing, wherein a new car design does not require a new plant to be built.

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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.

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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.

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

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

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

The technology has unlocked huge natural gas reserves across much of the country — creating thousands of jobs, fueling a manufacturing revival and reducing dependence on foreign oil. By encouraging power plants to switch from coal to cleaner-burning gas, fracking has also contributed to a historic decline in the nation’s emissions of planet-warming carbon dioxide.

Usually, it is a simple hustle. Someone pays me, I manufacture a story for them, and we trade it up the chain—from a tiny blog to Gawker to a website of a local news network to the Huffington Post to the major newspapers to cable news and back again, until the unreal becomes real.* Sometimes I start by planting a story. Sometimes I put out a press release or ask a friend to break a story on their blog. Sometimes I “leak” a document. Sometimes I fabricate a document and leak that. Really, it can be anything, from vandalizing a Wikipedia page to producing an expensive viral video. However the play starts, the end is the same: The economics of the Internet are exploited to change public perception—and sell product.

Over the due course of time, industrial mechanics change to come up with something innovative to provide people with better quality products. Since die casting industry manufactures molds and casts of different shapes and designs, this industry is in need of drastic changes. The changes are brought in the form of refined products, which will be later on used in the other plants and industries. Due to this reason, the alumina ceramic foam filter is in use in the die casting process, allowing refined products to be manufactured. Mechanisms of Alumina Foundry Filter Helping with Better Quality Products When the cast is prepared from molten metal, it can have a number of issues, due to which the quality of the cast can be hampered. It is therefore wiser to use alumina ceramic foundry filter for different types of metals, so that the molten part that runs down into the molds can be of good quality. In the filters, the metal passes through fine pores so that the other contents and air are filtered out and the purer form of molten metal goes through. This allows the cast to be prepared without any porosity and hence these are without brittle nature. The manner in which the molten metal passes through the alumina ceramic foam filter is responsible for the true quality of the casts. This particular filter mechanism is highly sophisticated, providing a lot of help in removing impurities. As a result, casting industries can easily find ways to improve their quality of products and the alumina ceramic foundry filter is responsible for this quality to a big extent. Visit us:- filtec-corp(dot)com

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.