Zero Defect Quotes

Nothing had happened to me. I was born with a defective mind. As my father’s sole contribution to my life knifed its way into my mother’s egg, it unleashed a faulty genetic code that warped the normal brain development of fetus me, growing wrong inside my mother. I was a thing that should never have been.

Even though she has zero kids and nothing to do all day, she is the laziest woman I’ve ever seen. Including my sister Doreena who never lifted a royal finger growing up because she had the heart defect that we later found out was a fly on the X-ray machine.

The speed at which a printer could produce an item was dependent partly on the size of the item, but also very much on the level of detail required. 3D printers delivered individual atoms using a number of tuned carbon nanotubes, each sized for specific elements. Building something like itself required the maximum level of detail and precision, as you had to place individual carbon atoms, one after another, with zero defects. This made 3D printers one of the most complex items that a 3D printer could be asked to build. Only something biological would be harder.

Nintendo’s standards were exacting. “In terms of game testing they revolutionised the concept,” said Milgrom. “They said zero defects – we will not allow you to release a game that has any bugs in it whatsoever. Now zero defects was an unheard of concept in any other software or on any other gaming platform. Nintendo knew if they were going to sell it in the supermarkets and sell it to mums and dads it had to work off the shelf and had to be flawless. They didn’t want returns. We had to change our programming attitude and the way we developed games, which was brilliant. It was really hard work. If you had a bug in your final version you could miss Christmas because it would take a month for them to go through the testing of the title.

Intimacy: May 12 We can let ourselves be close to people. Many of us have deeply ingrained patterns for sabotaging relationships. Some of us may instinctively terminate a relationship once it moves to a certain level of closeness and intimacy. When we start to feel close to someone, we may zero in on one of the person’s character defects, then make it so big it’s all we can see. We may withdraw, or push the person away to create distance. We may start criticizing the other person, a behavior sure to create distance. We may start trying to control the person, a behavior that prevents intimacy. We may tell ourselves we don’t want or need another person, or smother the person with our needs. Sometimes, we defeat ourselves by trying to be close to people who aren’t available for intimacy—people with active addictions, or people who don’t choose to be close to us. Sometimes, we choose people with particular faults so that when it comes time to be close, we have an escape hatch. We’re afraid, and we fear losing ourselves. We’re afraid that closeness means we won’t be able to own our power to take care of ourselves. In recovery, we’re learning that it’s okay to let ourselves be close to people. We’re choosing to relate to safe, healthy people, so closeness is a possibility. Closeness doesn’t mean we have to lose ourselves, or our life. As one man said, we’re learning that we can own our power with people, even when we’re close, even when the other person has something we need.

By faith alone can we become righteous, for faith invests us with the sinlessness of Christ. The more fully we believe this, the fuller will be our joy. If you believe that sin, death, and the curse are void, why, they are null, zero. Whenever sin and death make you nervous write it down as an illusion of the devil. There is no sin now, no curse, no death, no devil because Christ has done away with them. This fact is sure. There is nothing wrong with the fact. The defect lies in our lack of faith.

Under such a system, how do you avoid mistakes? You don’t entirely. Mission-type orders and a “zero-defects mentality” are contradictory. Several years ago, a member of Congress told a German Army colonel that he wanted to organize his Congressional office on the basis of mission-type orders. The colonel replied, “That is very good, but I hope you realize it means allowing your staff to make mistakes.” A maneuver warfare military believes it is better to have high levels of initiative among subordinate officers, with a resultant rapid Boyd Cycle, even if the price is some mistakes.

How did I ever learn that people like my daughter were less-than? Had the roots of my thinking been planted by the defect language, by the bad seed and at zero language? Had they begun in the hallways of that elementary school I attended? Not quite. The roots of my thinking were older than me. They were older than the neglected buildings that housed people with intellectual disabilities, older than the American laws requiring their sterilization. The roots dug deep into history’s soil, reaching even past the story of Jesus’s disciples, who found a blind man on the side of a road and asked their master, “Who sinned to make this man blind? The man or his parents?” Disability as punishment . Disability as sin. Disability as problem, as outcast, as other. These equations have been graffitied all over human history.

Chirality matters. In the curious case of the artificial fragrance limonene, the right-handed form smells like an orange, whereas the left-handed version of this simple ring-shaped molecule smells like a lemon. The smell receptors in your nose are sensitive to chirality, so right- and left-limonene transmit slightly different signals to your brain. Taste buds are less sensitive to the differences between right- and left-handed sugars. They both taste sweet, but our body’s fine-tuned digestive system can process only the right-handed forms. The artificial sweetener tagatose, a zero-calorie left-handed sugar substitute, exploits these properties. The tragic story of thalidomide also rests on handedness. The right-handed version of this drug alleviated morning sickness in pregnant women, but the left-handed variant that inevitably tagged along caused birth defects. Today the FDA imposes strict requirements for chirally pure drugs—regulations

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

The more we turn toward this creative will, the more the doubts which trouble the sane and normal man seem to us abnormal and morbid. Take for example the doubter who closes a window, then returns to verify its closing, then verifies his verification, and so forth. If we ask him what his motives are he will answer that he might have opened the window each time he tried to close it more securely. And if he is a philosopher he will transpose intellectually the hesitation of his conduct into this question: “How can one be sure, definitively sure, that one has done what one intended to do?” But the truth is that his power of action is defective, and therein lies the evil from which he suffers: he had only partial will to accomplish the act, and that is why the accomplished act leaves him only partial certitude. Now can we solve the problem this man sets himself? Obviously not, but neither do we set the problem; therein lies our superiority. At first glance I might think there is more in him than in me because we both shut the window and he, in addition, raises a philosophical question while I do not. But the question which in his case is superadded to the task accomplished represents in reality only something negative; it is not something more, but something less; it is a deficit of the will. Such is exactly the effect certain “great problems” produce in us when we set ourselves again in the direction of generating thought. They recede toward zero as fast as we approach this generating thought, as they fill only that space between it and us. Thus we discover the illusion of him who thinks he is doing more by raising these problems than by not raising them. One might just as well think that there is more in a half-consumed bottle than in a full one, because the latter contains only wine, while in the former there is wine and emptiness in addition.

Efficiency is an important aspect to policing. We must ensure things that need to be done such as information and evidence gathering, dissemination and documentation in reports, etc., is indeed getting done. However it is important for leaders not to get lost in the efficiency of processes as it breeds a zero defects environment that creates a frontline that waits to be told what to think and slowing down considerably the effectiveness of timely decision making and tactical problem solving.

Visa’s Zero Liability policy covers all Visa credit—and debit-card transactions processed over the Visa network. Visa extends the same protections and benefits to its debit cards as it does to credit cards—including the ability for credit-card issuers to resolve merchant disputes on the cardholder’s behalf if goods were defective or weren’t received, you were overcharged, or for other reasons.

Everyone in an organization should be integrated in pursuing the dual goals of zero breakdowns and zero defects." -Ramesh Lohia and Jack T. Parker - iSixSigmaKaizen. In Quality Quotes, March 23, 2015, Knowledge Center, ASQ [ AMERICAN SOCIETY FOR QUALITY]

Being proactive is being in control.

Meantime, I underwent another echocardiogram and a CT test with dye. Turns out, my condition had zero to do with diet or behavior. I was born with a congenital heart defect known as a bicuspid aortic valve, the valve that transports blood flow from the heart. It’s an inherited form of heart disease in which two of the leaflets of the valve fuse together in the womb. It is the most common cause of heart disease present at birth and affects between 1 and 2 percent of adults. The walls of the aorta are typically strong enough to tolerate the stress of blood flow from the heart. Aneurysms—which develop in about half of all patients with bicuspid valves—occur when the walls weaken. As the weakened wall deteriorates, it leaves behind damaged tissue that grows in size, heightening the risk of a serious tear. The aortic valve is supposed to be three centimeters. Mine? The size of a can of Coca-Cola. So that’s why time was of the essence.

Sooner or later Holytail was due for the full treatment, from which it would emerge, like most of the old Emerald Triangle, pacified territory—reclaimed by the enemy for a timeless, defectively imagined future of zero-tolerance drug-free Americans all pulling their weight and all locked in to the official economy, inoffensive music, endless family specials on the Tube, church all week long, and, on special days, for extra-good behavior, maybe a cookie.

-What is deafness? -A defect in the ear, due to which the mind does not receive any information about sounds. -But sometimes the mind simply decides to ignore sounds despite receiving data. When it is engaged in something, for example, sleeping, our minds often receive sounds and decide to ignore them, just like that, even though there is no hearing impairment. Sight, touch, taste, smell, the mind can ignore its input if it so desires. He looked directly into his eyes, and advanced towards him a little, he said in a tone of ambiguity: But what if we already have this appropriate sense, Ruslan, but our minds interpret their data at will. Or decided to ignore it completely for some reason. And what is this sense? Let's agree to call it zero sense. The sense through which we can receive the data of the original color of the apple.

the original color of the apple -Ozcan: So, it is nothing. Imagine that we live in a world of matter, with no color, no taste, no smell, no touch, no sound. Our five senses cannot receive any information about it. So, we live in nothing, our minds decide what it is, and our need to communicate has created languages, terms, and common concepts. I may see and hear nothing but what you see and hear, but we have agreed on terms and concepts that unite us on them. Ozcan added: But nothing is still a thing, our five senses restrict us, perhaps if we had five additional senses to receive the data of this nothing, our minds would interpret it, and deal with it. We need additional senses to receive data that we do not know anything about. Ten senses, for example? Are they enough? What if the nature of this substance needs an extra sense yet? Well, a hundred senses? What if the right sense is not among them? In the end, we do not need a large number of senses, but rather the appropriate sense to receive the necessary data about this substance. The next question, Ruslan: What if we got this sense, and then our mind rejected the reality of matter for some reason? And decided not to interpret the data correctly? Or ignored it? As it often does with our five senses. -What is deafness? -A defect in the ear, due to which the mind does not receive any information about sounds. -But sometimes the mind simply decides to ignore sounds despite receiving data. When it is engaged in something, for example, sleeping, our minds often receive sounds and decide to ignore them, just like that, even though there is no hearing impairment. Sight, touch, taste, smell, the mind can ignore its input if it so desires. He looked directly into his eyes, and advanced towards him a little, he said in a tone of ambiguity: But what if we already have this appropriate sense, Ruslan, but our minds interpret their data at will. Or decided to ignore it completely for some reason. And what is this sense? Let’s agree to call it zero sense. The sense through which we can receive the data of the original color of the apple

The United States policing style of dealing with conflict and crisis requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader for it generates power beyond the physical means at hand. Initiative, the willingness to act on one’s own judgment, is a prerequisite for boldness. These traits carried to excess can lead to rashness, but we must realize that errors by frontline street cops stemming from over boldness are a necessary part of learning.  We should deal with such errors leniently; there must be no “zero defects” mentality. Abolishing “zero defects” means that we do not stifle boldness or initiative through the threat of punishment. It does not mean that leaders do not council subordinates on mistakes; constructive criticism is an important element of learning. Nor does it give subordinates free license to act stupidly or recklessly. Not only must we not stifle boldness or initiative, but we must continue to encourage both traits in spite of mistakes. On the other hand, we should deal severely with errors of inaction or timidity. We will not accept lack of orders as justification for inaction; it is each police officers duty to take initiative as the situation demands. We must not tolerate the avoidance of responsibility or necessary risk.

Army after action review process. Also, due to the Army’s adherence to a “zero-defects” mentality, students will often use caution when admitting to their mistakes or allowing others to criticize them. The AAR can turn into a session of “who shot who” if not properly facilitated by the teacher.

leaders stemming from overboldness are a necessary part of learning.6 We should deal with such errors leniently; there must be no “zero defects” mentality. Abolishing “zero defects” means that we do not stifle boldness or initiative through the threat of punishment. It

suppliers (ii) JIT layout: Employees arranged in work cells. (iii) Inventory reduction (iv) Scheduling: with a level schedule (small batches of constantly changing items so that production meets daily demand) and Kanban system. (v) Continuous job improvement b) Six Sigma: A methodology that furnished tools for the improvement of business processes. The intent is to decrease process variation and improve product quality. The objective is get as close as possible to “zero defects” with an outer limit of 3.4 defects per million. i) Elements of six sigma: (1) Customer: The definition of quality – the acceptable rate of defects – is in the mind of customer. (2) Process: When assessing a process, the company has to adopt the customer ’mindset. (3) Employee: Training 6 sigma tools (green belt, black belt and master black belt). ii) 6 sigma process and tools: (1) Phase 1: Define the nature of the problem. (2) Phase 2: Measure existing performance and start recording data and facts that provide information on the underlying causes of the problem (3) Phase 3: Analyze the information to determine the root cause to the problem (4) Phase 4: Improve the process by effecting solutions to the problem. (5) Phase 5: Control the process until the solutions become ingrained.