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Robotics, however, is much more difficult. It requires a delicate interplay of mechanical engineering, perception AI, and fine-motor manipulation. These are all solvable problems, but not at nearly the speed at which pure software is being built to handle white-collar cognitive tasks. Once that robot is built, it must also be tested, sold, shipped, installed, and maintained on-site. Adjustments to the robot’s underlying algorithms can sometimes be made remotely, but any mechanical hiccups require hands-on work with the machine. All these frictions will slow down the pace of robotic automation.

Having to remind your partner to do something doesn’t take that something off your list. It adds to it. And what’s more, reminding is often unfairly characterized as nagging. (Almost every man interviewed in connection with this project said nagging is what they hate most about being married, but they also admit that they wait for their wives to tell them what to do at home.) It’s not a partnership if only one of you is running the show, which means making the important distinction between delegating tasks and handing off ownership of a task. Ownership belongs to the person who first off remembers to plan, then plans, and then follows through on every aspect of executing the plan and completing the task without reminders. A survey conducted by Bright Horizons—an on-site corporate childcare provider—found that 86 percent of working mothers say they handle the majority of family and household responsibilities, “not just making appointments, but also driving to them and mentally calendaring who needs to be where, and when.” In order to save us from big-time burnout, we need our partners to be more than helpers who carry out instructions that we’ve taken time and energy to think through (and then who blame us when things fall through the cracks). We need our partners to take the lead by consistently picking up a task, or “card”—week after week—and completely taking it off our mental to-do list by doing every aspect of what the card requires. Otherwise we still worry about whether the task is being done as we would do it, or done fully, or done at all—which leaves us still shouldering the mental and emotional load for the “help” or the “favor” we had to ask for. But how do we get our partners to take that initiative and own every aspect of a household or childcare responsibility without being (nudge, nudge) told what to do? Or, to simply figure it out?

Fox was the most junior member of a group assigned to the Team Disney Building in Burbank. Her first job was typical grunt work, laying out bathrooms in the executive wing. MICHAEL GRAVES: Bernadette was driving everyone insane. She wanted to know how much time the executives spent in their offices, how often they’d be in meetings, at what time of day, how many people would be in attendance, the ratio of men to women. I picked up the phone and asked her what the hell she was doing. She explained, “I need to know what problems I’m solving with my design.” I told her, “Michael Eisner needs to take a piss, and he doesn’t want everyone watching.” I’d like to say I kept her around because I recognized the talent that would emerge. But really, I liked the sweaters. She knitted me four, and I still have them. My kids keep trying to steal them. My wife wants to give them to Goodwill. But I won’t part with them. The Team Disney Building was repeatedly delayed because of the permitting process. During an all-firm meeting, Fox presented a flowchart on how to game the building department. Graves sent her to Los Angeles to work on-site. MICHAEL GRAVES: I was the only one sad to see her go.

Precarity is like the dirty laundry of large organisations: chief executives and productivity gurus avert their nostrils from its negative consequences. It is hidden away from visitors, just as the company distances itself from its outsourced labour, even if it is conducted onsite.

By carefully working through what must be done to get to their goal, the logic that surfaced midconstruction and convinced David and Deborah to make piecemeal expansions of the project will instead surface up front in a conversation about what other renovations they might consider. And if major work is under way and they would have to move out anyway, would it not make sense to also consider other work they might want to do in the future? To get it all over with at once. Plus it’s cheaper to have workers come on-site once and do many jobs rather than come back multiple times.

The hardest rule for me to keep at Onsite wasn’t about computers or cell phones. It was that we couldn’t tell people what we did for a living. Bill asked us at orientation to keep our jobs a secret. He said if we had to talk about our work life, even during therapy, to just say we were plumbers or accountants. It’s a genius rule, if you think about it. Right from the start we weren’t allowed to wear a costume. And let’s face it, most of us wear our jobs like a costume. My entire identity—my distorted sense of value—came almost exclusively from the fact I wrote books. It was torture to not tell people what I did. I never realized how much I’d used my job as a social crutch until the crutch was taken away. I must have hinted that I thought my work was important a thousand different ways. I kept saying, “As a plumber, there’s a lot of pressure on me to perform.” I did everything but wink when I said it. I must have been nauseating to be around. But deep inside, I wanted so desperately to talk about what I did because I knew people would like me if they only knew. I knew people would think I was important. Slowly, over the week, I realized I was addicted to my outer shell, that without my costume I felt vulnerable.

Back at Onsite, our group therapist created a terrific visual example of what a healthy relationship looks like. She put three pillows on the floor and asked a couple of us to stand on the pillows. She told us to leave the middle pillow open. She pointed at my pillow and said, “Don, that’s your pillow, that’s your life. The only person who gets to step on that pillow is you. Nobody else. That’s your territory, your soul.” Then she pointed at my friend’s pillow and told her that was her pillow, that she owned it and it was her soul. Then, the therapist said, the middle pillow symbolized the relationship. She said that both of us could step into the middle pillow any time we wanted because we’d agreed to be in a relationship. However, she said, at no point is it appropriate to step on the other person’s pillow. What goes on in the other person’s soul is none of your business. All you’re responsible for is your soul, nobody else’s. Regarding the middle pillow, the question to ask is, “What do I want in a relationship?” If the pillow you two step on together works, that’s great. If not, move on or simply explain what you’d like life to feel like in the middle pillow and see if the other person wants that kind of relationship too. But never, she said, ever try to change each other. Know who you are and know what you want in a relationship, and give people the freedom to be themselves. I wish I’d have heard that in my twenties. I can’t tell you how many girls’ pillows I’ve stomped on trying to get them to change. And the sleepless nights I’ve spent wondering what they were thinking or how much they liked me or whether I was a good enough man for them. A complete waste of time.

( O1O'2920'8855 )PCASH( O1O'2920'8855 ) In particular, in 2013, to grasp the current status of complaint-handling of each administrative organization, the Commission expanded the scope of its fact-finding examination to 100 organizations, including those that are mandatorily subject to such examination and those that applied to take the examination. Moreover, it addressed numerous collective complaints through onsite mediation, and solved large-scale public conflicts jointly working with the Office for Government Policy Coordination

All the Ping-Pong and pool tables, on-site chefs, Nerf hoops, and stereo systems cannot make up for the truth that some places work people like dogs.

Preservations are working to save neon signs for future generations, either on-site or in museums. After all, what would America be without a few giant doughnuts around.

For some roles, the best way to assess a candidate (outside of direct prior knowledge working with them) is to have them develop a work product as part of the interview. This could happen either onsite or as a take home. For example, an engineer could do a coding exercise, or a designer could be asked to do a quick set of wire frames or workflow for a hypothetical product. A marketing person could be asked to generate a hypothetical product marketing plan. In general, it is good to avoid asking for work or output on an existing company product to avoid the perception of getting free labor out of a candidate.

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Hitler's Reich established camps all over Europe, but they were not alike. Some, such as Flossenburg in Germany, were labor camps where inmates were worked to death. Several, such as Westerbork in Holland, were transit camps, that is, staging sites en route to other destinations. A number of camps such as Treblinka in Poland, were operated for the sole purpose of immediate extermination by gas chamber. Some camps, such as Auschwitz, combined elements of all three. Without IBM's machinery, continuing upkeep and service, as well as the supply of punch cards, whether located on-site or off-site, Hitler's camps could have never managed the numbers they did.

Although the judge himself conceded that the structures shown to tourists at Auschwitz are not the original “gas chambers,” he nevertheless proceeded to reject every exhibit and expert witness for the defense on the grounds that the Auschwitz gas chambers have been historically proven. “If that is true,” the attorney interjected, “what would anyone have to lose by permitting Rudolf to testify?” Judge Selzner replied, “Uh, well, time would be lost. It would also be illegal.” In effect, the judge’s statement seemed to suggest that when the truth becomes uncomfortable, all one needs to do is outlaw it! Perturbed with the judge’s wretched equivocations, attorney Klaus Goebel protested: I have the impression that this court has something to hide, otherwise it would permit the expert witness to testify. I understand that the prosecuting attorney and the court is under political pressure. Nevertheless, the accused must be given the opportunity to prove his statements. It is intolerable that in a society of law that you can prevent me from questioning the expert witness about his on-site work, and then reject him because he was not asked about this. You are preventing any discussion of a matter of evidence.[19] Replying to these objections, the judge insipidly droned, “Yes, it may very well be that, from your point of view, I am hindering the presentation of the defense case.

the ability to predict what exactly will be needed on what date is extremely low and gets lower the further out you plan. To address this issue, IWPs consisted of between 1,500 and 3,000 hours per package for a single trade. With this much work associated with each IWP, and often needing more than one IWP to maintain the path of work, the WIP on-site exploded. And of course so did cost, time, and use of cash.

It was impossible for me not to notice that the women's movement in Norway during the 1960s and 1970s took a different, more inclusive course from that taken in the United States during the same period. The main goals of feminist leaders here focused on making it possible (and safer) for women to choose not to be mothers, expanding women's access to higher education and jobs and professions that had previously been closed to them, giving women the means to combat sexual harassment and domestic violence, and creating access to political office. Norway's feminists worked on all of these issues but on another vitally important area as well: They demanded legislation that would significantly benefit Norwegian mothers and babies. Paid maternity leave, onsite nursery care in the workplace, flexible schedules for working women, and parental benefits were all part of the legislative advances made in Norway during the 1960s and 1970s. Architects followed suit by designing shopping malls, airports, and other public areas with comfortable, attractive places for nursing women and their children to use.

Besides simply organizing a project and ensuring timeliness, Gantt’s intent, like Taylor’s, was to figure out scientific, systematic ways of getting more work out of each individual worker. The problem with how bar charts are used today is twofold: (1) it now reinforces the separation of planning from doing, because the people creating the charts are too far removed from the actual work on-site, and (2) it does not depict the time work is waiting to be processed (what, in the world of operations science, is termed queue time—later in the book you will learn why this is so important).

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