Manufacturing Quality Quotes

Do not compromise on the quality and your customers will not negotiate on the price.

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.

Every team member has the responsibility to stop the line every time they see something that is out of standard. That's how we put the responsibility for quality in the hands of our team members.

Hmm . . .” I squinted, disliking the possibility that there could be two sides to this woman. As a rule, I don’t believe in hidden depths, where hidden depths were defined as admirable butpreviously unnoticed qualities. I noticed everything. Manufactured depths? Yes. Disguised depths? Perhaps. But not hidden depths.

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

Emotional abusers condition their victims to feel ashamed, inadequate, and unstable. This is because they are cowards, incapable of healthy relationships with strong and self-respecting individuals. Oftentimes, they choose targets who are unusually successful and idealistic, because these people have more to lose. But abusers cannot control someone with such qualities, and so they break down the target’s self-esteem through belittling, teasing, and manufactured jealousy. The target may have perfectionist tendencies, striving to meet the abuser’s impossible standards. This results in a strange dynamic where the abuser is idealized, despite being lazy, dishonest, and unfaithful, while the victim is devalued, despite putting more effort into this relationship than ever before.

If we were to define a sleeping bag as a house, India would move swiftly towards ending her housing shortage. A shortage of nearly thirty-one million units. Accept this definition, and you could go in for mass production of sleeping bags. We could then have passionate debates about the drastic reduction in the magnitude of the housing problem. The cover stories could run headlines: ‘Is it for real?’ And straps: ‘Sounds too good to be true, but it is.’ The government could boast that it had not only stepped up production of sleeping bags but had piled up an all-time record surplus of them. Say, thirty-seven million. Conservatives could argue that we were doing so well, the time had come to export sleeping bags, at ‘world prices’. The bleeding hearts could moan that sleeping bags had not reached the poorest. Investigative muckrakers could scrutinise the contracts given to manufacturers. Were the bags overpriced? Were they of good quality? That ends the housing shortage. There’s only one problem. Those without houses at the start of the programme will still be without houses at the end of it. (True, some of them will have sleeping bags, probably at world prices.)

Standardization Is the Basis for Continuous Improvement and Quality

Not only does greentech fail to generate sufficient electricity in most locations to contribute meaningfully to addressing our climate concerns but also it’s laughable to think that most locations could manufacture the necessary components in the first place, simply due to the lack of inputs. In truly unfortunate contrast, one product that does exist in most places is low-quality coal.

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

I find these comparisons particularly poignant: life versus death, hope versus fear. Space exploration and the highly mechanized destruction of people use similar technology and manufacturers, and similar human qualities of organization and daring. Can we not make the transition from automated aerospace killing to automated aerospace exploration of the solar system in which we live?

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.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

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Bailey Products are a leading manufacturer of a wide range of testing/stopping plugs. The quality of our products are widely recognized as being of the highest standard.

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

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

This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time. If you are causing (or missing) quality problems now, the resulting defects will slow you down later.

Look, I’m keeping the power on so they can do whatever it is they do up there, and I can’t get basic supplies. And even when I do, the quality is complete crap, probably because of unrealistic quotas, rushing the manufacturing chain—

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

the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues?

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

Functionality still matters, of course. But competition has pushed quality so high and prices so low that many manufacturers can no longer distinguish themselves with price and performance, as traditionally defined. In a crowded marketplace, aesthetics is often the only way to make a product stand out.

Muscle and pluck forever! What invigorates life, invigorates death, And the dead advance as much as the living advance, And the future is no more uncertain than the present, And the roughness of the earth and of man encloses as much as the delicatesse of the earth and of man, And nothing endures but personal qualities. What do you think endures? Do you think the great city endures? Or a teeming manufacturing state? or a prepared constitution? or the best-built steamships? Or hotels of granite and iron? or any chef-d’oeuvres of engineering, forts, armaments? Away! These are not to be cherish’d for themselves; They fill their hour, the dancers dance, the musicians play for them; The show passes, all does well enough of course, All does very well till one flash of defiance. The great city is that which has the greatest man or woman; If it be a few ragged huts, it is still the greatest city in the whole world." -from "Song of the Broad-Axe

The company’s problems with the FDA were far bigger than just the drugs intended for Africa. Ranbaxy had not properly tested the stability of almost any drugs on the U.S. market. The most basic good manufacturing practices require continuous monitoring of drug quality. Drug stability must be tested at intervals called “stations”: three months, six months, nine months, and so on. So long as a drug is on the market, that data has to be filed in an annual report with the FDA. One is never out of data, because obtaining it is simply part of the process.

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

Transcendental generosity is generally misunderstood in the study of the Buddhist scriptures as meaning being kind to someone who is lower than you.  Someone has this pain and suffering and you are in a superior position and can save them—which is a very simple-minded way of looking down on someone.  But in the case of the bodhisattva, generosity is not so callous.  It is something very strong and powerful; it is communication.   Communication must transcend irritation, otherwise it will be like trying to make a comfortable bed in a briar patch.  The penetrating qualities of external color, energy, and light will come toward us, penetrating our attempts to communicate like a thorn pricking our skin.  We will wish to subdue this intense irritation and our communication will be blocked.   Communication must be radiation and receiving and exchange.  Whenever irritation is involved, then we are not able to see properly and fully and clearly the spacious quality of that which is coming toward us, that which is presenting itself as communication.  The external world is immediately rejected by our irritation which says, “no, no, this irritates me, go away.”  Such an attitude is the complete opposite of transcendental generosity.   So the bodhisattva must experience the complete communication of generosity, transcending irritation and self-defensiveness.  Otherwise, when thorns threaten to prick us, we feel that we are being attacked, that we must defend ourselves.  We run away from the tremendous opportunity for communication that has been given to us, and we have not been brave enough even to look to the other shore of the river.  We are looking back and trying to run away.   Generosity is a willingness to give, to open without philosophical or pious or religious motives, just simply doing what is required at any moment in any situation, not being afraid to receive anything.  Opening could take place in the middle of a highway.  We are not afraid that smog and dust or people’s hatreds and passions will overwhelm us; we simply open, completely surrender, give.  This means that we do not judge, do not evaluate.  If we attempt to judge or evaluate our experience, if we try to decide to what extent we should open, to what extent we should remain closed, the openness will have no meaning at all and the idea of paramita, of transcendental generosity, will be in vain.  Our action will not transcend anything, will cease to be the act of a bodhisattva.   The whole implication of the idea of transcendence is that we see through the limited notions, the limited conceptions, the warfare mentality of this as opposed to that. Generally, when we look at an object, we do not allow ourselves to see it properly.  Automatically we see our version of the object instead of actually seeing the object as it is.  Then we are quite satisfied, because we have manufactured or own version of the thing within ourselves.   Then we comment on it, we judge, we take or reject; but there is on real communication going on at all.   Cutting Through Spiritual Materialism, p.167, Chogyam Trungpa Rimpoche

I don’t know to what extent ignorance of science and mathematics contributed to the decline of ancient Athens, but I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer.

There were many factors that made a handgun either accurate or not accurate. The velocity of the round and the length of the barrel were the most important, aided or not by aerodynamic subtleties like the degree of spin imparted by the rifling grooves, which either worked well or didn’t, depending on the bullet. Precision of manufacture was influential, with careful machining of quality metal much preferred over casting from leftover slag. Not that anything much mattered at seven feet. A pore to the left or a wrinkle to the right was immaterial. The human face was a big enough target, generally hard to miss at close quarters, and the man-on-first’s was no exception.

The truth is, I don’t really believe that Republicans are ever going to come up with a real replacement for the Affordable Care Act. Because it seems to me that they don’t actually care about making sure that every American has access to quality, affordable health care. What do they care about? They want insurance companies to be able to sell you junk policies. They want drug manufacturers to be able to gouge people who rely on medications to stay healthy. They want to make it harder for people who’ve suffered from medical malpractice to get their day in court. They want rich people to not have to pay for health care for poor people. And, most of all, they want to keep using this issue to rally their base, reward their donors, and punish Democrats. I don’t know what’s going to happen going forward.

A rejection of the prevailing state of affairs accounts, I think, for the explosive growth of intuitive anarchism among young people today. Their love of nature is a reaction against the highly synthetic qualities of our urban environment and its shabby products. Their informality of dress and manners is a reaction against the formalized, standardized nature of modern institutionalized living. Their predisposition for direct action is a reaction against the bureaucratization and centralization of society. Their tendency to drop out, to avoid toil and the rat race, reflects a growing anger towards the mindless industrial routine bred by modern mass manufacture in the factory, the office or the university. Their intense individualism is, in its own elemental way, a de facto decentralization of social life—a personal withdrawal from mass society.

One day Señorita Cimiento was writing near the window. Her ink was thick; she poured water into it and made it so thin that it was impossible to use. Moved by feelings of courtesy, my father filled a bottle with ink and sent it to her. His maid came back with thanks and a cardboard box containing twelve sticks of sealing-wax, all of different colours. On them had been impressed ornaments and devices in a most accomplished way. So my father found out how Señorita Cimiento spent her time; and her work, analogous to his, was, as it were, its complement. The quality of the manufacture of the waxes was even higher than that of his ink. Full of approbation, he folded down an envelope, wrote an address on it with his fine ink and sealed it with his new wax, which took the impression perfectly. He put the envelope on the table and did not tire of contemplating it.

Since 1963, LEGO bricks have been manufactured from acrylonitrile-butadiene-styrene copolymer - ABS copolymer for short - a plastic with a matte finish. It is very hard and robust - import criteria for a children's toy. Laboratories in Switzerland and Denmark regularly test the quality of the ABS. The plastic is distributed to factories as granules rather than in liquid form. These grains of plastic are heated up to 232ºC and converted into a molten mass. Injection moulding machines weighing up to 150 tonnes squeeze the viscous plastic mass into the desired injection moulds - of which there are 2,400 varieties. After seven seconds, the brick produced in this way has cooled down enough to be removed from the mould. The injection moulding method is so precise that out of every million elements produced, only about 18 units have to be rejected. Unsold bricks are converted back into granulates and recycled.

The essential quality that an entity needs, if it is to become an effective gene vehicle, is this. It must have an impartial exit channel into the future, for all the genes inside it. This is true of an individual wolf. The channel is the thin stream of sperms, or eggs, which it manufactures by meiosis. It is not true of the pack of wolves. Genes have something to gain from selfishly promoting the welfare of their own individual bodies, at the expense of other genes in the wolf pack. A bee-hive, when it swarms, appears to reproduce by broad-fronted budding, like a wolf pack. But if we look more carefully we find that, as far as the genes are concerned, their destiny is largely shared. The future of the genes in the swarm is, at least to a large extent, lodged in the ovaries of one queen. This is why—it is just another way of expressing the message of earlier chapters—the bee colony looks and behaves like a truly integrated single vehicle.

I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues? As I write, Congress is dissolving its own Office of Technology Assessment—the only organization specifically tasked to provide advice to the House and Senate on science and technology. Its competence and integrity over the years have been exemplary. Of the 535 members of the U.S. Congress, rarely in the twentieth century have as many as one percent had any significant background in science. The last scientifically literate President may have been Thomas Jefferson.* So how do Americans decide these matters? How do they instruct their representatives? Who in fact makes these decisions, and on what basis? —

Impoverished Spain depended on imports not only for manufactured products but even for sufficient food. Spanish agriculture was hampered by poor soil and by the strange institution known as the Mesta. Spanish sheep grew high-quality fleeces—not as good as those of English sheep but better than could be found elsewhere—and Spain had, in fact, replaced England as the source of wool for the Flemish and Italian cloth industries. The Mesta was an organization of sheep owners who had royal privileges to sustain migratory flocks of millions of sheep. The flocks moved all across Spain—north in the summer, south in the winter—grazing as they went, making it impossible to farm along their routes.42 When conflicts arose with landowners, the crown always sided with the Mesta on grounds that nothing was more important to the economy than the wool exports. The government’s protection of the Mesta discouraged investments in agriculture, so Spain needed to import large shipments of grain and other foodstuffs.

There was little effort to conceal this method of doing business. It was common knowledge, from senior managers and heads of research and development to the people responsible for formulation and the clinical people. Essentially, Ranbaxy’s manufacturing standards boiled down to whatever the company could get away with. As Thakur knew from his years of training, a well-made drug is not one that passes its final test. Its quality must be assessed at each step of production and lies in all the data that accompanies it. Each of those test results, recorded along the way, helps to create an essential roadmap of quality. But because Ranbaxy was fixated on results, regulations and requirements were viewed with indifference. Good manufacturing practices were stop signs and inconvenient detours. So Ranbaxy was driving any way it chose to arrive at favorable results, then moving around road signs, rearranging traffic lights, and adjusting mileage after the fact. As the company’s head of analytical research would later tell an auditor: “It is not in Indian culture to record the data while we conduct our experiments.

When we have to pay a lot for something nice, we appreciate it to the full. Yet as its price in the market falls, passion has a habit of fading away. Why, then, do we associate a cheap price with lack of value? Our response is a hangover from our long preindustrial past. For most of human history, there truly was a strong correlation between cost and value: The higher the price, the better things tended to be, because there was simply no way both for prices to be low and for quality to be high. It is not that we refuse to buy inexpensive or cheap things. It's just that getting excited over cheap things has come to seem a little bizarre. How do we reverse this? The answer lies in a slightly unexpected area: the mind of a four-year-old. Children have two advantages: They don't know what they're supposed to like and they don't understand money, so price is never a guide to value for them. We buy them a costly wooden toy made by Swedish artisans who hope to teach lessons in symmetry and find that they prefer the cardboard box that it came in. If asked to put a price on things, children tend to answer by the utility and charm of an object, not its manufacturing costs. We have been looking at prices the wrong way. We have fetishised them as tokens of intrinsic value; we have allowed them to set how much excitement we are allowed to have in given areas, how much joy is to be mined in particular places. But prices were never meant to be like this: We are breathing too much life into them and thereby dulling too many of our responses to the inexpensive world. At a certain age, something very debilitating happens to children. They start to learn about "expensive" and "cheap" and absorb the view that the more expensive something is, the better it may be. They are encouraged to think well of saving up pocket money and to see the "big" toy they are given as much better than the "cheaper" one. We can't directly go backwards; we can't forget what we know of prices. However, we can pay less attention to what things cost and more to our own responses. We need to rethink our relationship to prices. The price of something is principally determined by what it cost to make, not how much human value is potentially to be derived from it.

too little—and complex, because the manufacturing and marketing of food products has changed dramatically. Dr. David Kessler, former head of the U.S. Food and Drug Administration, has extensively documented how food manufacturers and restaurant and fast food chains carefully combine fats, sugar, and salt in precise ratios that reach the “bliss point”—which means they trigger brain systems that increase the desire to eat more, even after our stomachs are full. On a global basis, the World Health Organization has found a pattern of increased consumption of “energy-dense foods that are high in fat, salt and sugars but low in vitamins, minerals and other micronutrients.” Hyper-urbanization has separated more people from reliable sources of fresh fruit and vegetables. Quality calories in fruits and vegetables now cost ten times as much as calories per gram in sweets and foods abundant in starch. In a report for the Johns Hopkins Bloomberg School of Public Health, Arielle Traub documented the increase from 1985 to 2000 in the price of fresh fruits and vegetables by 40 percent, while prices of fats declined by 15 percent and sugared soft drinks by 25 percent.

Staying at Home during this lockdown period is the right time to find your life purpose within Ba Ga Mohlala family/clan. This is an opportunity to know yourself better and to understand what motivates and feeds your mind and your soul, and also to find out as to where you fit in the bigger Ba Ga Mohlala family/clan. All members of each family/clan possess characteristics, abilities, and qualities specific to that family/clan. It is up to the family/clan to distinguish itself amongst other families/clans. Ba Ga Mohlala has become an institution to build cooperation in order to build and forge unity for social and economic benefits for Ba Ga Mohlala and Banareng in general. An institution is social structure in which people cooperate and which influences the behavior of people and the way they live. intelligence and assertiveness comes to us as our nature, it is in our blood (DNA) and all there is for us to do is to nature it and it will shine, otherwise it will gather dust and rust in us. The key of brotherhood and sisterhood is that brothers and sisters carry the same genetic code. Together, united, they carry the legacy of their forefathers. Our bond (through our shared blood/DNA) as Ba Ga Mohlala family/clan is our insurance for the future. As Ba Ga Mohlala we can have our own Law firms, Auditing Firms, Doctors's Medical Surgeries, Private School, Private Clinics or Private Hospital, farms and lot of small to medium manufacturing, service, retail and wholesale companies and become self relient. All it takes to achieve that is unity, willpower and commitment.

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

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The mid-seventeenth-century conflict is usually presented as a war between king and Parliament, the latter representing the rising merchant and manufacturing classes. The final “glorious revolution” established the primacy of Parliament. And also registered victories for the rising bourgeoisie. One not inconsiderable achievement was to break the royal monopoly on the highly lucrative slave trade. The merchants were able to gain a large share of this enterprise, a substantial part of the basis for British prosperity. But there also were wild men in the wings—much of the general public. They were not silent. Their pamphlets and speakers favored universal education, guaranteed health care, and democratization of the law. They developed a kind of liberation theology, which, as one critic ominously observed, preached “seditious doctrine to the people” and aimed “to raise the rascal multitude … against all men of best quality in the kingdom, to draw them into associations and combinations with one another … against all lords, gentry, ministers, lawyers, rich and peaceable men.” Particularly frightening were the itinerant workers and preachers calling for freedom and democracy, the agitators stirring up the rascal multitude, and the authors and printers distributing pamphlets questioning authority and its mysteries. Elite opinion warned that the radical democrats had “cast all the mysteries and secrets of government … before the vulgar (like pearls before swine),” and have “made the people thereby so curious and so arrogant that they will never find humility enough to submit to a civil rule.” It is dangerous, another commentator ominously observed, to “have a people know their own strength”—to learn that power is “in the hands of the governed,” in Hume’s words.

I’ve been discussing elite attitudes toward democracy. I sketched a line from the first democratic revolution, with its fear and contempt for the rascal multitude who were asking for ridiculous things like universal education, health care, and democratization of law, wanting to be ruled by countrymen like themselves who know the people’s sores, not by knights and gentlemen who just oppress them. From there to the second major democratic revolution establishing the US Constitution, which was, as discussed last time, a Framers’ Coup, the title of the main scholarly work, a coup by elites that the author describes as a conservative counterrevolution against excessive democracy. On to the twentieth century and such leading progressive theorists of democracy as Walter Lippmann, Edward Bernays, Harold Lasswell, and Reinhold Niebuhr, and their conception that the public has to be put in its place. They’re spectators, not participants. The responsible men, the elite, have to be protected from the trampling and the roar of the bewildered herd, who have to be kept in line with necessary illusions, emotionally potent oversimplifications, and, in general, engineering of consent, which has become a gigantic industry devoted to some aspects of the task, while responsible intellectuals take care of others. The men of best quality through the ages have to be self-indoctrinated, as Orwell discussed. They must internalize the understanding that there are certain things it just wouldn’t do to say. It must be so fully internalized that it becomes as routine as taking a breath. What else could anyone possibly believe? As long as all of this is in place, the system functions properly, with no crises. This picture, I think, captures crucial features of thought control in the more free societies, but it is misleading in essential ways. Most importantly, it largely omitted the constant popular struggles to extend the range of democracy, with many successes. Even in the last generation, there have been quite substantial successes. Such successes typically lead to a reaction. Those with power and privilege don’t relinquish it easily. The neoliberal period that we’re now enduring, long in planning, is such a reaction.

Broaching is a precise machining process in metalworking domain which uses a toothed tool called broach to cut materials into a predetermined shape. Broaching works best for odd shapes where precision machining is needed and hence finds wide application in a number of industry in India and worldwide. Broach resembles a saw to certain extent but unlike a saw, its teeth become larger in size across its length. A broach gives shapes by roughing or removing the material, semi finishing and then by imparting the ultimate finishing. Round or odd shapes, for both internal and external surfaces, can be conveniently formed by broaching. This multi edge tool can shape any metal or metallic alloy but works best on softer materials like plastic, wood, bronze, aluminum, etc. Resharpening of the tool The broach that imparts shape to many work pieces can work properly only when the size and shape of its teeth are perfect. With time and usage, the teeth tend to lose its sharpness and become blunt. Using a dull broach may lead to permanent damage of its teeth. To enhance the broach life and minimize the tooling expense, it needs to be re-sharpened on time. When to opt for resharpening When broaching produce roughly shaped work pieces, it is definitely time for re-sharpening. However, with a little bit of watchfulness, one can even get it sharpened before it delivers poor finish or tearing. Some of the other conditions when this toothed tool will require re-sharpening are: • Excessive hydraulic press pressure required to run the broach • Nicks and scratches on the teeth making it dull • Broach starts drifting • Cutting edges show signs of wear • Chattering occurs while broaching Re-sharpening requires high precision. Removing excessive material from the teeth will adversely affect its longevity. Only proper sharpening will ensure time efficiency and high quality output. Teeth welding, grinding of gullets and teeth crest, reshaping teeth to proper taper are some of the methods used in re-sharpening. Broaching, once used for machining only internal keyways, is now used for machining a plethora of shapes and surfaces for high quantity of work pieces. Broaching requires less tools than most of the other machining process and saves considerable amount of output time and hence favoured for high volume production irrespective of its high cost. In India, broaching finds wide application in the automobile industry. Therefore, a large number of players are foraying into the broach manufacturing industry on a regular basis.

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

What is certain is that the immutable classes, the nobility, the clergy, the bourgeoisie, the people, had loftier souls at that time. You can prove it: society has done nothing but deteriorate in the four centuries separating us from the Middle Ages. "True, a baron then was usually a formidable brute. He was a drunken and lecherous bandit, a sanguinary and boisterous tyrant, but he was a child in mind and spirit. The Church bullied him, and to deliver the Holy Sepulchre he sacrificed his wealth, abandoned home, wife, and children, and accepted unconscionable fatigues, extraordinary sufferings, unheard-of dangers. "By pious heroism he redeemed the baseness of his morals. The race has since become moderate. It has reduced, sometimes even done away with, its instincts of carnage and rape, but it has replaced them by the monomania of business, the passion for lucre. It has done worse. It has sunk to such a state of abjectness as to be attracted by the doings of the lowest of the low. ...cupidity was repressed by the confessor, and the tradesman, just like the labourer, was maintained by the corporations, which denounced overcharging and fraud, saw that decried merchandise was destroyed, and fixed a fair price and a high standard of excellence for commodities. Trades and professions were handed down from father to son. The corporations assured work and pay. People were not, as now, subject to the fluctuations of the market and the merciless capitalistic exploitation. Great fortunes did not exist and everybody had enough to live on. Sure of the future, unhurried, they created marvels of art, whose secret remains for ever lost. "All the artisans who passed the three degrees of apprentice, journeyman, and master, developed subtlety and became veritable artists. They ennobled the simplest of iron work, the commonest faience, the most ordinary chests and coffers. Those corporations, putting themselves under the patronage of Saints—whose images, frequently besought, figured on their banners—preserved through the centuries the honest existence of the humble and notably raised the spiritual level of the people whom they protected. ...The bourgeoise has taken the place forfeited by a wastrel nobility which now subsists only to set ignoble fashions and whose sole contribution to our 'civilization' is the establishment of gluttonous dining clubs, so-called gymnastic societies, and pari-mutuel associations. Today the business man has but these aims, to exploit the working man, manufacture shoddy, lie about the quality of merchandise, and give short weight. ...There is one word in the mouths of all. Progress. Progress of whom? Progress of what? For this miserable century hasn't invented anything great. "It has constructed nothing and destroyed everything...

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?

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

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The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

As Nate Silver, author of The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t, points out, “ice cream sales and forest fires are correlated because both occur more often in the summer heat. But there is no causation; you don’t light a patch of the Montana brush on fire when you buy a pint of Häagen-Dazs.” Of course, it’s no surprise that correlation isn’t the same as causality. But although most organizations know that, I don’t think they act as if there is a difference. They’re comfortable with correlation. It allows managers to sleep at night. But correlation does not reveal the one thing that matters most in innovation—the causality behind why I might purchase a particular solution. Yet few innovators frame their primary challenge around the discovery of a cause. Instead, they focus on how they can make their products better, more profitable, or differentiated from the competition. As W. Edwards Deming, the father of the quality movement that transformed manufacturing, once said: “If you do not know how to ask the right question, you discover nothing.” After decades of watching great companies fail over and over again, I’ve come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do? For me, this is a neat idea. When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem. Every day stuff happens to us. Jobs arise in our lives that we need to get done. Some jobs are little (“ pass the time while waiting in line”), some are big (“ find a more fulfilling career”). Some surface unpredictably (“ dress for an out-of-town business meeting after the airline lost my suitcase”), some regularly (“ pack a healthy, tasty lunch for my daughter to take to school”). Other times we know they’re coming. When we realize we have a job to do, we reach out and pull something into our lives to get the job done. I might, for example, choose to buy the New York Times because I have a job to fill my time while waiting for a doctor’s appointment and I don’t want to read the boring magazines available in the lobby. Or perhaps because I’m a basketball fan and it’s March Madness time. It’s only when a job arises in my life that the Times can solve for me that I’ll choose to hire the paper to do it. Or perhaps I have it delivered to my door so that my neighbors think I’m informed—and nothing about their ZIP code or median household income will tell the Times that either.

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

The first purchase order from the army for 900 canvas-topped Gypsies came in January 1991 and the vehicles were to be delivered before 31 March of that year. Maruti manufactured the vehicles and they were parked for inspection in the factory. Army rules required that each vehicle be inspected by their own inspectors. The inspecting team would check only seven or eight vehicles in a day. It was obviously impossible to complete inspection of 900 vehicles in the time available. The inspection agency would not accept our submission that the vehicles were mass produced, following a well-documented system for quality control, and that sample checking should be adequate. They would also generally not accept Maruti’s explanation that what were being pointed out as defects were not really defects. As was foreseen, the delivery date expired before the bulk of the vehicles had been inspected. Once that happened, inspections stopped. The purchase order had to be revalidated before the remaining vehicles could be inspected. The process of revalidation took another nine to ten months. In the meantime, the vehicles were standing in the open in the factory, braving the elements. The system was not concerned about the consequences. K. Kumar made several visits to the army headquarters and met officers at various levels, to explain the Maruti-SMC system for ensuring uniformity of quality and adherence to specifications. He pleaded for expediting the process of inspection, but in vain. Kumar and I then met Lt. Gen. M.S. Bhullar, who was director general quality assurance in the army, and pointed out that exposure to the sun and rain would damage the vehicles and neither Maruti nor the army was gaining by rigidly following tortuous government procedures. Quality, I argued, was produced, not inspected and suggested that the army work out some less cumbersome methods of inspection. But the army was not willing to accept this point of view.

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This is because the quality and innovation of retailer brands is limited to what they can negotiate from manufacturers. For products that are technologically sophisticated, like detergents and coffee, there are few top-quality suppliers willing to entertain private label, hence manufacturer brands are in the driver’s seat. For example, Procter & Gamble, Unilever, Henkel and Colgate hold all but the cheapest segment of the washing-powder market, and Nestlé, Kraft and Unilever hold onto the instant-coffee market. Their technological leads, backed by communication focused on the functional and taste superiority, has kept private label share below average in most countries. It is tempting for

Retail brands are just as vulnerable as product brands to a loss of trust based on, for example, a major product quality failure, but the stakes and risks are much higher. A brand such as Tesco Basics has annual sales of £1 billion, so the value that can be lost is huge. Equally, the brand is composed of hundreds of products manufactured by third parties, so the risks of a product quality failure are magnified. Retailers

The sales potential of generics was always going to be limited by their poor quality – imagined or real – when compared to major brands. Since the bottom of the market is limited in size (most people seek average or premium quality), generics can take only a limited share. Retailers realised there was a greater opportunity to compete directly with national brands for some of their volume, and, by not incurring the brands’ advertising and sales force costs, be more profitable. Hence copycat brands, close copies of manufacturer brands, were a natural progression and have become entrenched in the market.

The premium private label strategy is only possible when manufacturers have allowed a quality–value gap to open. This happens when manufacturers’ either price their brands too high or reduce input costs too much. Both give scope to a retailer to develop an offering of superior value: either same quality at a lower price or higher quality at the same price.

The aim is to find socially and legally acceptable ways of allowing price-sensitive shoppers to pay less, while leaving the less-price-sensitive customers to pay more, which is what manufacturers achieve with their portfolios of brands. Retailers can use their own quality brands, cheap and false brands and manufacturer brands to price discriminate. Coupons, price guarantees and convenience can also be used creatively.

mature markets are dominated by two phenomena: Product parity: When technological development plateaus, advantages created by technology disappear and competitors produce goods of almost identical quality, from washing-up liquid to computers to lipstick. New entrants, both manufacturers and private label, are able to jump quality learning curves by using outsourced manufacturing, which just further increases the pressure on the market leaders. As far as shoppers can judge, brands become mostly indistinguishable. This leads to substitutability, a death sentence for profits in any industry. There

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No matter how large and enlightened retailers become, they remain generalists, and there are things that are difficult for them to do as well as a manufacturer. In particular, retailers cannot: Always get the quality they want. Advertise specific functions of a brand. Create a strong, emotional brand image. Give a sense of wide choice. Invest in deep understanding of consumer behaviour in all product fields that they operate. The more these factors are important in a product field, the less retailers are able to win mindspace from manufacturer brands. Conversely, in categories where these factors play a small or no role, such as eggs, milk, butter, flour etc., manufacturers have been unable to halt the retail juggernaut.

This is because the quality and innovation of retailer brands is limited to what they can negotiate from manufacturers. For products that are technologically sophisticated, like detergents and coffee, there are few top-quality suppliers willing to entertain private label, hence manufacturer brands are in the driver’s seat. For example, Procter & Gamble, Unilever, Henkel and Colgate hold all but the cheapest segment of the washing-powder market, and Nestlé, Kraft and Unilever hold onto the instant-coffee market. Their technological leads, backed by communication focused on the functional and taste superiority, has kept private label share below average in most countries. It is tempting for manufacturers to believe that advertising will protect their brands, but if retailers can match a brand on product quality there is usually no stopping them. This is because a well-tended retail master brand provides a sufficient level of trust for the consumer to at least try the product if prominently presented and well priced in-store.

Although private label shoppers benefit from not having to pay for flashy advertising, private labels miss out on a key brand role: being vehicles for self-expression. It’s difficult to keep manufacturer brands in the must-stock category based on the price/quality spectrum, so they rely on creating desirable imagery that cannot be found in a retailer’s portfolio.

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

If your fasting insulin level is below 3, and you are not hypoglycemic, your Personal Sugar Rule is “Eat More Fruit and Starch.” Low insulin prevents the building of new muscle and bone. However, avoid junk. Eat healthy sugar and starch, such as northern fruits (berries, apples, etc.) and potatoes. A daily amount that seems reasonable should be chosen, and glucose and insulin re-measured after a month or so. If you got an “A” in Sugar (insulin is between 3 and 6 µu/dl and fasting glucose below 80 mg/dl), then it is OK to continue eating the amount of sugar, starch, and fruit currently being consumed. The Personal Sugar Rule is “Hold the Line.” However, low quality food, like cereal, should be swapped out for food richer in micronutrients, like northern fruits or potatoes. Breakfast cereals have little in the way of micronutrients beyond what the manufacturer added for “fortification.” If you got a “B” (insulin is between 6 and 12, and fasting glucose below 90) , then a reduction in sugar, starch, and fruit is called for. The Personal Sugar Rule here is “Reduce the Fruit, Sugar, and Starch.” If you got a “C” (insulin is over 12 or fasting glucose is over 90, all sugar, starch, and fruit should be cut. The Personal Sugar Rule is “Fruit, Sugar, and Starch Are Forbidden.” This is a pre-diabetic condition, or worse. If these have already been cut and the numbers are still high, then more meat should be added and vegetables cut further. Dietary fat, including saturated fat, is ad libitum—all you want.

The focus on the market has made most economists neglect vast areas of our economic life, with significant negative consequences for our well-being. The neglect of production at the expense of exchange has made policy-makers in some countries overly complacent about the decline of their manufacturing industries. The view of individuals as consumers, rather than producers, has led to the neglect of issues such as the quality of work (e.g., how interesting it is, how safe it is, how stressful it is and even how oppressive it is) and work-life balance. The disregard of these aspects of economic life partly explains why most people in the rich countries don’t feel more fulfilled despite consuming the greatest ever quantities of material goods and services. The economy is much bigger than the market. We will not be able to build a good economy — or a good society — unless we look at the vast expanse beyond the market.

Silica Sand Manufacturers in India | ZSM One of the most common construction materials in India is silica sand. The sand is used in concrete and mortar, and it is necessary for the production of glass. One of the most common uses for silica sand is as a component in concrete. It provides the concrete with a fine, silky texture and reduces the amount of water needed. Silica sand is available in a variety of colors and textures. The sand can be graded by size, and the coarseness can be adjusted to meet the needs of the user. It is typically found in mines, quarries, and on beaches. The material is mined, crushed, and then graded for use. Silica sand is an important construction material that is commonly used in India. We are a renowned supplier and exporter of silica sand in India. For years, the Indian construction industry has been struggling with the quality of building materials. The process of making concrete usually includes the use of silica sand because it can be found in abundance and is relatively inexpensive. We, Zillion Sawa Minerals Pvt. Ltd. - Silica sand manufacturers provide a product that is often used in the manufacturing of concrete and glass. Silica sand is a sand that is mined and often used as a construction material. The sand is used in the manufacturing of concrete and glass. The sand can be crushed and used in many different products including mortar, glass, and pottery. The process of making concrete usually includes the use of silica sand because it can be found in abundance and is relatively inexpensive. The silica sand in India is a great way to give your plants the nutrients they need to thrive. With silica sand, you can help prevent nutrient deficiencies that can happen with other types of soil. The sand is made up of tiny particles of silicon dioxide, which is the most common mineral in the Earth's crust. It's used for a variety of purposes, including cement and insulation.

The best-performing firms make a narrow range of products very well. The best firms’ products also use up to 50 percent fewer parts than those made by their less successful rivals. Fewer parts means a faster, simpler (and usually cheaper) manufacturing process. Fewer parts means less to go wrong; quality comes built in. And although the best companies need fewer workers to look after quality control, they also have fewer defects and generate less waste.

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The relationship between employer and employee is permeated by the same spirit of indifference. The word “employer” contains the whole story: the owner of capital employs another human being as he “employs” a machine. They both use each other for the pursuit of their economic interests; their relationship is one in which both are means to an end, both are instrumental to each other. It is not a relationship of two human beings who have any interest in the other outside of this mutual usefulness. The same instrumentality is the rule in the relationship between the businessman and his customer. The customer is an object to be manipulated, not a concrete person whose aims the businessman is interested to satisfy. The attitude toward work has the quality of instrumentality; in contrast to a medieval artisan the modern manufacturer is not primarily interested in what he produces; he produces essentially in order to make a profit from his capital investment, and what he produces depends essentially on the market which promises that the investment of capital in a certain branch will prove to be profitable.

At its heart, neoliberalism is a theory of political economic practices that proposes that human well-being can best be advanced by liberating individual—not collective, please note—individual entrepreneurial freedoms defined in very particular ways, and skills within an institutional framework characterized by strong private property rights, so-called “free markets,” and so-called “free” trade. If I could just have my hands doing air quotes, I’d be doing it continuously, but you can see that in your imagination. The role of the state under neoliberal philosophy is to create and preserve an institutional framework that’s appropriate to these kinds of practices. It must guarantee the quality and integrity of money. Also set up those military defense, police, and legal structures and functions required to secure private property rights, and to guarantee, by force if need be (and we’ve seen some of this already in the conversation about militarism; we’ll see more of it), by force if need be, the proper functioning of markets. That’s the role of the state. If markets do not exist in areas such as land, water, education, health care, social security, or environmental pollution, then they must be created by state action if necessary. You can see these things immediately as either prior public goods or public resources, these are all to be brought under the rubrics of the market through privatization, an essential feature of neoliberalism. Any other actions by the state are deemed then to be illegitimate, but you can tell already that the state has a very significant role to play here, even though proponents of neoliberalism and their rhetoric constantly downplay both the role and the necessity of the state. It should also be quite clear, immediately and despite this rhetoric, that neoliberalism is not really an unencumbered, non-state-mediated enterprise.

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

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But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south.

But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south. The

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He mused on the power of fear, saw its insidious and corrosive qualities, saw as well how extensive had been its control over him. He began to pray. The prayer took the form of stillness, of attention before the presence that was everywhere, that had created it all and loved it all. He did not feel the slightest desire to assess this new awareness, to articulate and categorize it, to store it in the architecture of his mind. Nor was there any need to manufacture words to say to God. By the same token, he did not think that God should deliver a message to him. If God was silent, he had good reason to be. If God did not speak, maybe it was because he, Alex, was not yet ready to hear, and premature speech would have made him more incapable of hearing.

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Progress in manufacturing is measured by the production of high-quality physical goods. As we’ll see in Chapter 3, the Lean Startup uses a different unit of progress, called validated learning. With scientific learning as our yardstick, we can discover and eliminate the sources of waste that are plaguing entrepreneurship.