Tri Sigma Quotes

Kaizen should be done when times are good or when the company is profitable, since your efforts to streamline and make improvements when the company is poor are limited to reduction in staff. Even if you try to go lean and cut out the fat to improve business performance, when your business is in a very difficult position financially there is no fat to be cut. If you are cutting out muscle, which you need, then you cannot say that your efforts to become lean are succeeding.The most important thing about doing kaizen is to do kaizen when times are good, the economy is strong, and the company is profitable

I am a collector of bread crumbs, all those bits of science and history that I mash and knead together to build my stories. And now that the bread is baked and served, my goal here is to try to separate those slices of the story that are based on substantial fact from those that are pure fabrication.

In the discussion at Phi Beta Sigma, a social fraternity I joined for a while, I expressed my anger about society and white racism. The other told me that I sounded like a guy named Donald Warden who was preaching Blackness at the Berkley campus of the University of California. He was the head of an organization called the Afro-American Association. I went to Berkley to find Warden and hear what he was saying. The first member I met, though, was Maurice Dawson, one of Warden’s tight partners. He turned me off with his arrogance. I had come searching for something, and he scorned me because I did not already know what I was seeking. I could not understand what he was saying about “Afro-Americans.” The term was new to me. Dawson really put me down. “You know what an Afro-Cucan is?” “Yes” “You know what an Afro-Brazilian is?” “Yes” “Then why don’t you know what an Afro-American is?” It may have been apparent to him, but not to me. But I was stilled interested. Maurice taught me a lesson that I try to apply to the Black Panther Party today. I dissuade Party members from putting down people who do not understand. Even people who are unenlightened and seemingly bourgeois should be answered in a polite way. Things should be explained to them as fully as possible. I was turned off by a person who did not want to talk to me because I was not important enough. Maurice just wanted to preach to the converted, who already agreed with him. I try to be cordial, because that way you win people over. You cannot win them over by drawing a line of demarcation, saying you are on this side and I am on the other; that shows a lack of consciousness. After the Black Panther Party was formed, I nearly feel into this error. I could not understand why people were blind to what I saw so clearly. Then I realized that their understanding had to be developed.

for ordinary African Americans, coping with hegemonic gender ideology can be so demanding that generating alternatives can seem virtually impossible. But the importance of this task cannot be underestimated because African American survival may depend on it. One important task lies in rejecting dominant gender ideology, in particular, its use of the thesis of "weak men, strong women" as a source of Black social control. Because hegemonic masculinity equates strength with dominance, an antiracist politics must challenge this connection. Within this project, the fundamental premise of any progressive Black gender ideology is that it cannot be based on someone else's subordination. This means that definitions of Black masculinity that rely on the subordination of Black women, poor people, children, LGBT people, or anyone else become invalid. Definitions of Black femininity that do not challenge relations of sexism, economic exploitation, age, heterosexism, and other markers of social inequality also become suspect. Rather than trying to be strong within existing gender ideology, the task lies in rejecting a gender ideology that measures masculinity and femininity using gendered definitions of strength. In this endeavor to craft a more progressive Black gender ideology, African American men and women face similar yet distinctive challenges. The task for African American men lies in developing new definitions of masculinity that uncouple strength from its close ties to male dominance. Good Black men need not rule their families with an iron hand, assault one another, pursue endless booty calls, and always seem to be "in control" in order to avoid the sigma of weakness. The task for African American women lies in redefining strength in ways that simultaneously enable Black women to reclaim historical sources of female power, yet reject the exploitation that has often accompanied that power. Good Black women need not be stoic mules whose primary release from work and responsibility comes once a week on Sunday morning. New definitions of strength would enable Black men and women alike to be seen as needing and worthy of one another's help and support without being stigmatized as either overly weak or unnaturally strong.

trying to find the right words to adequately object

Oh my god, was he trying to Six Sigma me? “Dad,

Correlation is enough,” 2 then-Wired editor in chief Chris Anderson famously declared in 2008. We can, he implied, solve innovation problems by the sheer brute force of the data deluge. Ever since Michael Lewis chronicled the Oakland A’s unlikely success in Moneyball (who knew on-base percentage was a better indicator of offensive success than batting averages?), organizations have been trying to find the Moneyball equivalent of customer data that will lead to innovation success. Yet few have. Innovation processes in many companies are structured and disciplined, and the talent applying them is highly skilled. There are careful stage-gates, rapid iterations, and checks and balances built into most organizations’ innovation processes. Risks are carefully calculated and mitigated. Principles like six-sigma have pervaded innovation process design so we now have precise measurements and strict requirements for new products to meet at each stage of their development. From the outside, it looks like companies have mastered an awfully precise, scientific process. But for most of them, innovation is still painfully hit or miss. And worst of all, all this activity gives the illusion of progress, without actually causing it. Companies are spending exponentially more to achieve only modest incremental innovations while completely missing the mark on the breakthrough innovations critical to long-term, sustainable growth. As Yogi Berra famously observed: “We’re lost, but we’re making good time!” What’s gone so wrong? Here is the fundamental problem: the masses and masses of data that companies accumulate are not organized in a way that enables them to reliably predict which ideas will succeed. Instead the data is along the lines of “this customer looks like that one,” “this product has similar performance attributes as that one,” and “these people behaved the same way in the past,” or “68 percent of customers say they prefer version A over version B.” None of that data, however, actually tells you why customers make the choices that they do.