Physical Inventory Quotes

Mathematics catalogues everything that is not self-contradictory; within that vast inventory, physics is an island of structures rich enough to contain their own beholders.

When we analyse the picture into a large number of particles of paint, we lose the aesthetic significance of the picture. The particles of paint go into the scientific inventory, and it is claimed that everything that there really was in the picture is kept. But this way of keeping a thing may be much the same as losing it. The essence of a picture (as distinct from the paint) is arrangement.

She stopped for the duration of a glance around her, as if to recapture the place, but there was no recognition of persons in her eyes, the glance merely swept through the room, as if making a swift inventory of physical objects.

Did you see what he’s becoming? You better start performing your own mental and physical inventory of sanity more frequently and consciously. Madness seems to sneak right up on the Early men. You can never let down your guard. You can never stop being vigilant. You’re never safe from yourself. Your own blood will poison you.

I don't think this place was everything my mother hoped for that day when she asked God where she should go to give her son the world. Though she didn't ford a river or hike across mountains, she still did what so many pioneers before had done, traveled recklessly, curiously, into the unknown of finding something just a little bit better. And like them she suffered and persevered, perhaps in equal measure. Whenever I looked at her, a castaway on the island of my queen-sized bed, it was hard for me to look past the suffering. It was hard for me not to take inventory of all that she had lost -- her home country, her husband, her son. The losses just kept piling up. It was hard for me to see her there, hear her ragged breath, and think of how she had persevered, but she had. Just lying there in my bed was a testament to her perseverance, to the fact that she survived, even when she wasn't sure she wanted to. I used to believe that God never gives us more than we can handle, but then my brother died and my mother and I were left with so much more; it crushed us. It took me many years to realize that it's hard to live in this world. I don't mean the mechanics of living, because for most of us, our hearts will beat, our lungs will take in oxygen, without us doing anything at all to tell them to. For most of us, mechanically, physically, it's hard to die than it is to live. But still we try to die. We drive too fast down winding roads, we have sex with strangers without wearing protection, we drink, we use drugs. We try to squeeze a little more life out of our lives. It's natural to want to do that. But to be alive in the world, every day, as we are given more and more and more, as the nature of "what we can handle" changes and our methods for how we handle it change, too, that's something of a miracle.

Only when we acknowledge ourselves as we really are can we begin to take inventory of the physical, mental, and emotional clutter that no longer serves us. Then we can choose to no longer judge ourselves for what we’ve become and focus on who we’d like to be.

Amazon made its first 10x improvement in a particularly visible way: they offered at least 10 times as many books as any other bookstore. When it launched in 1995, Amazon could claim to be “Earth’s largest bookstore” because, unlike a retail bookstore that might stock 100,000 books, Amazon didn’t need to physically store any inventory—it simply requested the title from its supplier whenever a customer made an order. This quantum improvement was so effective that a very unhappy Barnes & Noble filed a lawsuit three days before Amazon’s IPO, claiming that Amazon was unfairly calling itself a “bookstore” when really it was a “book broker.

My identity as Jewish cannot be reduced to a religious affiliation. Professor Said quoted Gramsci, an author that I’m familiar with, that, and I quote, ‘to know thyself is to understand that we are a product of the historical process to date which has deposited an infinity of traces, without leaving an inventory’. Let’s apply this pithy observation to Jewish identity. While it is tempting to equate Judaism with Jewishness, I submit to you that my identity as someone who is Jewish is far more complex than my religious affiliation. The collective inventory of the Jewish people rests on my shoulders. This inventory shapes and defines my understanding of what it means to be Jewish. The narrative of my people is a story of extraordinary achievement as well as unimaginable horror. For millennia, the Jewish people have left their fate in the hands of others. Our history is filled with extraordinary achievements as well as unimaginable violence. Our centuries-long Diaspora defined our existential identity in ways that cannot be reduced to simple labels. It was the portability of our religion that bound us together as a people, but it was our struggle to fit in; to be accepted that identified us as unique. Despite the fact that we excelled academically, professionally, industrially, we were never looked upon as anything other than Jewish. Professor Said in his book, Orientalism, examined how Europe looked upon the Orient as a dehumanized sea of amorphous otherness. If we accept this point of view, then my question is: How do you explain Western attitudes towards the Jews? We have always been a convenient object of hatred and violent retribution whenever it became convenient. If Europe reduced the Orient to an essentialist other, to borrow Professor Said’s eloquent language, then how do we explain the dehumanizing treatment of Jews who lived in the heart of Europe? We did not live in a distant, exotic land where the West had discursive power over us. We thought of ourselves as assimilated. We studied Western philosophy, literature, music, and internalized the same culture as our dominant Christian brethren. Despite our contribution to every conceivable field of human endeavor, we were never fully accepted as equals. On the contrary, we were always the first to be blamed for the ills of Western Europe. Two hundred thousand Jews were forcibly removed from Spain in 1492 and thousands more were forcibly converted to Christianity in Portugal four years later. By the time we get to the Holocaust, our worst fears were realized. Jewish history and consciousness will be dominated by the traumatic memories of this unspeakable event. No people in history have undergone an experience of such violence and depth. Israel’s obsession with physical security; the sharp Jewish reaction to movements of discrimination and prejudice; an intoxicated awareness of life, not as something to be taken for granted but as a treasure to be fostered and nourished with eager vitality, a residual distrust of what lies beyond the Jewish wall, a mystical belief in the undying forces of Jewish history, which ensure survival when all appears lost; all these, together with the intimacy of more personal pains and agonies, are the legacy which the Holocaust transmits to the generation of Jews who have grown up under its shadow. -Fictional debate between Edward Said and Abba Eban.

Any relationship will have its difficulties, but sometimes those problems are indicators of deep-rooted problems that, if not addressed quickly, will poison your marriage. If any of the following red flags—caution signs—exist in your relationship, we recommend that you talk about the situation as soon as possible with a pastor, counselor or mentor. Part of this list was adapted by permission from Bob Phillips, author of How Can I Be Sure: A Pre-Marriage Inventory.1 You have a general uneasy feeling that something is wrong in your relationship. You find yourself arguing often with your fiancé(e). Your fiancé(e) seems irrationally angry and jealous whenever you interact with someone of the opposite sex. You avoid discussing certain subjects because you’re afraid of your fiancé(e)’s reaction. Your fiancé(e) finds it extremely difficult to express emotions, or is prone to extreme emotions (such as out-of-control anger or exaggerated fear). Or he/she swings back and forth between emotional extremes (such as being very happy one minute, then suddenly exhibiting extreme sadness the next). Your fiancé(e) displays controlling behavior. This means more than a desire to be in charge—it means your fiancé(e) seems to want to control every aspect of your life: your appearance, your lifestyle, your interactions with friends or family, and so on. Your fiancé(e) seems to manipulate you into doing what he or she wants. You are continuing the relationship because of fear—of hurting your fiancé(e), or of what he or she might do if you ended the relationship. Your fiancé(e) does not treat you with respect. He or she constantly criticizes you or talks sarcastically to you, even in public. Your fiancé(e) is unable to hold down a job, doesn’t take personal responsibility for losing a job, or frequently borrows money from you or from friends. Your fiancé(e) often talks about aches and pains, and you suspect some of these are imagined. He or she goes from doctor to doctor until finding someone who will agree that there is some type of illness. Your fiancé(e) is unable to resolve conflict. He or she cannot deal with constructive criticism, or never admits a mistake, or never asks for forgiveness. Your fiancé(e) is overly dependant on parents for finances, decision-making or emotional security. Your fiancé(e) is consistently dishonest and tries to keep you from learning about certain aspects of his or her life. Your fiancé(e) does not appear to recognize right from wrong, and rationalizes questionable behavior. Your fiancé(e) consistently avoids responsibility. Your fiancé(e) exhibits patterns of physical, emotional or sexual abuse toward you or others. Your fiancé(e) displays signs of drug or alcohol abuse: unexplained absences of missed dates, frequent car accidents, the smell of alcohol or strong odor of mouthwash, erratic behavior or emotional swings, physical signs such as red eyes, unkempt look, unexplained nervousness, and so on. Your fiancé(e) has displayed a sudden, dramatic change in lifestyle after you began dating. (He or she may be changing just to win you and will revert back to old habits after marriage.) Your fiancé(e) has trouble controlling anger. He or she uses anger as a weapon or as a means of winning arguments. You have a difficult time trusting your fiancé(e)—to fulfill responsibilities, to be truthful, to help in times of need, to make ethical decisions, and so on. Your fiancé(e) has a history of multiple serious relationships that have failed—a pattern of knowing how to begin a relationship but not knowing how to keep one growing. Look over this list. Do any of these red flags apply to your relationship? If so, we recommend you talk about the situation as soon as possible with a pastor, counselor or mentor.

Where is Albert?" "He'll be here momentarily. I asked our housekeeper to fetch him." Christopher blinked. "She's not afraid of him?" "Of Albert? Heavens, no, everyone adores him." The concept of someone, anyone, adoring his belligerent pet was difficult to grasp. Having expected to receive an inventory of all the damage Albert had caused, Christopher gave her a blank look. And then the housekeeper returned with an obedient and well-groomed dog trotting by her side. "Albert?" Christopher said. The dog looked at him, ears twitching. His whiskered face changed, eyes brightening with excitement. Without hesitating, Albert launched forward with a happy yelp. Christopher knelt on the floor, gathering up an armful of joyfully wriggling canine. Albert strained to lick him, and whimpered and dove against him repeatedly. Christopher was overwhelmed by feelings of kinship and relief. Grabbing the warm, compact body close, Christopher murmured his name and petted him roughly, and Albert whined and trembled. "I missed you, Albert. Good boy. There's my boy." Unable to help himself, Christopher pressed his face against the rough fur. He was undone by guilt, humbled by the fact that even though he had abandoned Albert for the summer, the dog showed nothing but eager welcome. "I was away too long," Christopher murmured, looking into the soulful brown eyes. "I won't leave you again." He dragged his gaze up to Beatrix's. "It was a mistake to leave him," he said gruffly. She was smiling at him. "Albert won't hold it against you. To err is human, to forgive, canine." To his disbelief, Christopher felt an answering smile tug at the corners of his lips. He continued to pet the dog, who was fit and sleek. "You've taken good care of him." "He's much better behaved than before," she said. "You can take him anywhere now." Rising to his feet, Christopher looked down at her. "Why did you do it?" he asked softly. "He's very much worth saving. Anyone could see that." The awareness between them became unbearably aware. Christopher's heart worked in hard, uneven beats. How pretty she was in the white dress. She radiated a healthy female physicality that was very different from the fashionable frailty of London women. He wondered what it would be like to bed her, if she would be as direct in her passions as she was in everything else.

Taking inventory of mental assets and liabilities, you will discover that your greatest weakness is lack of self-confidence. This handicap can be surmounted, and timidity translated into courage, through the aid of the principle of autosuggestion. The application of this principle may be made through a simple arrangement of positive thought impulses stated in writing, memorized, and repeated, until they become a part of the working equipment of the subconscious faculty of your mind. SELF-CONFIDENCE FORMULA First. I know that I have the ability to achieve the object of my Definite Purpose in life, therefore, I DEMAND of myself persistent, continuous action toward its attainment, and I here and now promise to render such action. Second. I realize the dominating thoughts of my mind will eventually reproduce themselves in outward, physical action, and gradually transform themselves into physical reality, therefore, I will concentrate my thoughts for thirty minutes daily, upon the task of thinking of the person I intend to become, thereby creating in my mind a clear mental picture of that person. Third. I know through the principle of auto-suggestion, any desire that I persistently hold in my mind will eventually seek expression through some practical means of attaining the object back of it, therefore, I will devote ten minutes daily to demanding of myself the development of SELF-CONFIDENCE. Fourth. I have clearly written down a description of my DEFINITE CHIEF AIM in life, and I will never stop trying, until I shall have developed sufficient self-confidence for its attainment. Fifth. I fully realize that no wealth or position can long endure, unless built upon truth and justice, therefore, I will engage in no transaction which does not benefit all whom it affects. I will succeed by attracting to myself the forces I wish to use, and the cooperation of other people. I will induce others to serve me, because of my willingness to serve others. I will eliminate hatred, envy, jealousy, selfishness, and cynicism, by developing love for all humanity, because I know that a negative attitude toward others can never bring me success. I will cause others to believe in me, because I will believe in them, and in myself.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

Traders kept careful records of their booty. One surviving inventory from this region lists “68 head” of slaves by name, physical defects, and cash value, starting with the men, who were worth the most money, and ending with: “Child, name unknown as she is dying and cannot speak, male without value, and a small girl Callenbo, no value because she is dying; one small girl Cantunbe, no value because she is dying.

Take a quick inventory: “How do I feel? Is my energy level low; am I sleep deprived or worried about a few things in particular? What is on my mind (job, kids, health, finances, politics)? Am I hungry, hangry (low blood sugar levels), or did I just get up on the wrong side of the bed?” All these things, though seemingly inconsequential, really can influence how you feel physically, mentally, and emotionally, and how you react to what’s to come.

startups are more likely to be vulnerable to the Good Idea, Bad Bedfellows failure pattern when they pursue opportunities that involve 1) complex operations requiring the tight coordination of different specialists’ work; 2) inventory of physical goods; and 3) large, lumpy capital requirements. By contrast, consider the more modest management demands on a purely software-based startup like Twitter when it launched. A small team of engineers created the site, and it spread virally without a paid marketing push. Capital requirements were modest and there was no physical inventory to manage. As Twitter grew, it eventually added an array of specialists to manage various functions—for example, community relations, server infrastructure, copyright compliance, etc. But it didn’t need these specialists at the outset.

Everything you are against weakens you. Everything you are for empowers you. Take a personal inventory of your life. Get rid of everything that is keeping you from moving forward. Stay away from anything negative, which drains you both physically and emotionally. It is your life, and its up to you to not waste it!

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

The answer is cross-training. Every new Mercadona employee goes through four weeks of training, during which he or she not only learns about the company’s values but also learns how to perform a broad range of tasks. The fruit and vegetables specialists, for example, are trained to help customers, manage product flow, order products, perform inventory checks for four to five hundred products to make sure that the physical inventory matches the system inventory, and regularly check their sections for product or process problems.

As these companies had expanded their operations in the wake of the Industrial Revolution, they’d found it necessary to collect, store, and analyze ever larger amounts of data—on their customers, their finances, their employees, their inventories, and so on. Electrification allowed the companies to grow larger still, further expanding the information they had to process. This intellectual work became as important, and often as arduous, as the physical labor of manufacturing products and delivering services. Hollerith’s

Gail leapt from bed and went to sit in the tiny bathroom, seething with grief and anger. Then tears began to roll down her cheeks. To consider that her husband was arousing her as he spoke of his betrayal made her want to jump into the shower. That he expected this kind of arousal from her in a culture so far flung, confused her. The fact that he was not a virgin and further, that he hadn’t bothered to tell her this before the wedding, felt shameful. Waves of rage washed over the building layers of regret for marrying Rich. The way he played with her in the telling of it! His physical foreplay had readied her to try again, but now a sick feeling of remorse and hatred claimed her body. Gail stepped into the shower and steamed away her confusion, her disgust. Gail wiped her tears and asked Rich to go sleep on the couch while in the same sentence informing him that she would be seeking counsel in the morning. She omitted saying what kind of counsel she would seek. She hardly knew herself.

So physically shifting from batch and queue operations (explained in greater detail later in the chapter) to one-piece flow without inventory almost guarantees you will encounter many more problems. So why do it? Precisely to allow the processes to break so we can discover the weak points and improve through kaizen.

Peter Thistlethwaite has a track record of excellence in managing a physical site and water operations. His experience in purchasing and inventory control has contributed to cost-effective solutions.

Relocating internationally can be a thrilling adventure, but it’s not without its challenges. The logistics involved in international moving are more complex than domestic moves, requiring careful planning and execution. To ensure a smooth transition to your new home, here are ten essential tips for international moving. 1. Start Early Begin the planning process well in advance. International moves involve extensive paperwork, visa applications, and scheduling with international moving companies. Start at least six months before your intended move date. 2. Declutter and Organize Before packing, declutter your belongings. Dispose of items you no longer need or use. This not only reduces the cost of moving but also helps you start fresh in your new home. 3. Research International Moving Companies Select a reputable international moving company with experience in your destination country. Read reviews, ask for referrals, and obtain quotes from multiple companies. Choose one that offers comprehensive services and competitive rates. 4. Understand Customs Regulations Familiarize yourself with the customs regulations of your destination country. Different countries have varying rules about what you can bring with you. Be prepared to fill out detailed customs forms. 5. Documentation Ensure all your important documents are in order. This includes passports, visas, medical records, and any necessary permits. Keep physical copies as well as digital backups. 6. Packing Strategy Use sturdy, high-quality packing materials to protect your belongings during transit. Label boxes clearly and create an inventory list. Pack essential items separately for easy access upon arrival. 7. Insurance Consider purchasing international moving insurance to protect your possessions during the move. Verify what is covered and ensure it meets your needs. 8. Currency and Banking Set up a bank account in your new country before you move. Also, consider having some local currency on hand for immediate expenses upon arrival. 9. Learn About Your New Home Research your destination thoroughly. Understand the local culture, language, and basic laws. Knowing what to expect can ease the transition. 10. Stay Organized Keep all your moving-related paperwork, receipts, and contact information in one place. This will be invaluable if any issues arise during your international move. Bonus Tip: Stay Positive! Moving internationally can be stressful, but maintaining a positive attitude can make a world of difference. Embrace the adventure and view it as an opportunity for personal growth and exploration. Conclusion International moving is a significant undertaking that requires careful planning and thorough research.

As soon as your physical space is clear, you’ll have to address the energy suckers. Take an inventory of where you’re stuck, and don’t get discouraged. Notice all the negative attitudes, resentments, dramas, and old vendettas you carry and write them down.

Here’s how I define “stuff”: anything you have allowed into your psychological or physical world that doesn’t belong where it is, but for which you haven’t yet determined what, exactly, it means to you, with the desired outcome and the next action step. The reason most organizing systems haven’t worked for most people is that they haven’t yet transformed all the stuff they’re trying to organize. As long as it’s still stuff, it’s not controllable. We need to transform all the “stuff” we’ve attracted and accumulated into a clear inventory of meaningful actions, projects, and usable information.

We’re fortunate to benefit from a business model that is cash-favored and capital efficient. As we do not need to build physical stores or stock those stores with inventory, our centralized distribution model has allowed us to build our business to a billion-dollar sales rate with just $30 million in inventory and $30 million in net plant and equipment.

Enoch and the Book of Comfort Enoch and ‘Those You Have Loved, and Who Love You No More’ Enoch and War Enoch and the Dark World Enoch and the Inventory of Miracles: Volume Two Enoch and God: Book One (Kindle only) * Riell Truth: Stay Angry! The Merciful Rebuke Satan: The Short Stories and Searing Vision of Howard Riell “God’s last words are those (H)e speaks to Job, the human being who dares to challenge not (H)is physical power but (H)is more authority… God never speaks again, and (H)e is decreasingly spoken of. In the Book of Esther… (H)e is never so much as mentioned… God does not die, but (H)e never again intervenes in human affairs.” – Jack Miles, God: A Biography Pray for…

But to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine. Take steps four (to make “a searching and fearless inventory of ourselves”) and five (to admit “to God, to ourselves, and to another human being the exact nature of our wrongs”). “It’s not obvious from the way they’re written, but to complete those steps, someone has to create a list of all the triggers for their alcoholic urges,” said J. Scott Tonigan, a researcher at the University of New Mexico who has studied AA for more than a decade. “When you make a self-inventory, you’re figuring out all the things that make you drink. And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.” Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop? Often, intoxication itself doesn’t make the list. Alcoholics crave a drink because it offers escape, relaxation, companionship, the blunting of anxieties, and an opportunity for emotional release. They might crave a cocktail to forget their worries. But they don’t necessarily crave feeling drunk. The physical effects of alcohol are often one of the least rewarding parts of drinking for addicts. “There

to change an old habit, you must address an old craving. You have to keep the same cues and rewards as before, and feed the craving by inserting a new routine. Take steps four (to make “a searching and fearless inventory of ourselves”) and five (to admit “to God, to ourselves, and to another human being the exact nature of our wrongs”). “It’s not obvious from the way they’re written, but to complete those steps, someone has to create a list of all the triggers for their alcoholic urges,” said J. Scott Tonigan, a researcher at the University of New Mexico who has studied AA for more than a decade. “When you make a self-inventory, you’re figuring out all the things that make you drink. And admitting to someone else all the bad things you’ve done is a pretty good way of figuring out the moments where everything spiraled out of control.” Then, AA asks alcoholics to search for the rewards they get from alcohol. What cravings, the program asks, are driving your habit loop? Often, intoxication itself doesn’t make the list. Alcoholics crave a drink because it offers escape, relaxation, companionship, the blunting of anxieties, and an opportunity for emotional release. They might crave a cocktail to forget their worries. But they don’t necessarily crave feeling drunk. The physical effects of alcohol are often one of the least rewarding parts of drinking for addicts.

For the past 120 or so years, we’ve been living in a product economy. Companies designed, built, sold, and shipped physical things under an asset transfer model. Business was about inventory, shelving, and cost-plus pricing. The relationship between seller and buyer was based on discrete, often anonymous transactions.

The model was spectacularly capital-efficient. On day zero, an ordered book would enter Amazon.com inventory. Eighteen days later (on average) a customer would buy it. Two days after that, the credit card company would transfer the money into the bank account of Amazon.com, which would have 53 days to pay the supplier. That meant that Amazon.com would have a negative operating cycle of 33 days. By comparison, in a physical bookstore, the customer purchases a book, on average, 161 days after the book is in stock. The store gets its money on day 163, and it has to pay its supplier on day 84, giving it a positive operating cycle of 79 days.

At the same time I had kept track of how many items I was getting rid of, I thought about writing down what I had kept. Sorting through and physically touching every single item I owned showed me how much I already had, which gave me a visual to remember anytime I felt like giving up on the shopping ban. But I decided to go back through it all and take a physical inventory of everything in my apartment, so I could reference how much I already had at home before going out and buying more.