An “Apple” a Day Would Keep the (Economy’s​) Doctor Away! – 09/20/2011

For Your Entertainment (FYE)

“Apple hit a record $413.23 a share before fading a bit to close at $411.63, still a gain of nearly 3 percent on the day. The gain gives Apple a market cap of $371 billion, making it the most valuable U.S.-based company, at least for the moment. Oil giant company Exxon Mobil has a market cap that currently is a bit behind Apple’s at $362 billion.”

“The revolt in Greece is echoing throughout Europe, as voters in wealthier “core” countries like Germany and France harden their opposition to bailing out weaker southern economies including Greece, Portugal, Spain and Italy. It’s part of a growing “revolt against Brussels,” according to  Nicolas Burns, a former U.S. ambassador and now professor at Harvard’s Kennedy School of Government.
“It’s reminiscent of the revolt by Americans against their own government in Washington, but it’s much more serious and deeply rooted in Europe,” he told CNBC. “People want to reclaim some control and ownership that used to reside in nation-states that now reside in this huge bureaucracy. It’s difficult for politicians to overcome that depth of public sentiment.””

“Creditors are threatening to cut the cash lifeline, which would force Greece to go bankrupt in less than a month.”


The Stuttering of History – Protesters invade NYC Financial District – 09/18/2011

For Your Entertainment (FYE)

“More than 1,000 demonstrators descended on New York City’s Financial District on Saturday for what could be a days-long protest of what they said was corporate greed favoring the rich at the expense of ordinary people.

The rally, dubbed #OccupyWallStreet on social networks such as Twitter and Facebook where word was spread, spurred the New York Police Department to lock down Wall Street near the New York Stock Exchange and Federal Hall, local media reported.”


“”It’s a worthy cause because people on Wall Street are blood-sucking warmongers,” Bill Steyerd, 68, a Vietnam veteran from Queens, told the New York Daily News. “I’m here, and in spite of these dinky barricades, we’re going to shut down Wall Street with people power.”

Counterculture magazine Adbusters and hacking group Anonymous were among the organizers asking participants to set up tents, kitchens and peaceful barricades, NY1 television station reported. Organizers hoped to draw at least 20,000 during the weekend. Satellite demonstrations were held in Los Angeles and Seattle under a Day of Rage banner, and in  Barcelona, Spain, and elsewhere.”


“Dave Woessner, 31, a student at Harvard Divinity School, was among those marching near the bull statue early in the afternoon.

“When you idealize financial markets as salvific you embrace the idea that profit is all that matters,” he told the Times.

“A lot of us feel there is a large crisis in our economy and a lot of it is caused by the folks who do business here,” said Jason Ahmadi, 26, from Oakland, Calif., told the Daily News.”


” I get real tired of “Protest Areas” and “Free Speech Zones”. Any public roadway is a protest area and a free speech zone. Sure, it’s an inconvenience for others but I’d rather live in a country where people could protest peacefully anywhere instead of a police state.”


” Stay on this story. This is an acorn that’s going to grow into an oak. It’s about time somebody had the courage to make something happen.”


It is a people over greed and the greedy agenda!
The stated two fold purpose of the protests are:
Break up the “too big to fail banks” and their cronies at the Fed
End the campaign bribery, lobbying, special interest, paid for politician system”


“May 1968 Revolution Slogans Reminder:
“All power corrupts. Absolute power corrupts absolutely.
We want structures that serve people, not people serving structures.
The revolution doesn’t belong to the committees, it’s yours.
Je suis Marxiste – tendance Groucho. (I’m a Marxist – of the Groucho variety.)
Comrades, let’s lynch Séguy! [Georges Séguy, head bureaucrat of the Communist Party-dominated trade union]
Man is neither Rousseau’s noble savage nor the Church’s or La Rochefoucauld’s depraved sinner. He is violent when oppressed, gentle when free.
A single non-revolutionary weekend is infinitely more bloody than a month of total revolution.
Those who lack imagination cannot imagine what is lacking.
A cop sleeps inside each one of us. We must kill him. Drive the cop out of your head.
We don’t want to be the watchdogs or servants of capitalism.
“The cause of all wars, riots and injustices is the existence of property.”(St. Augustine)
Commute, work, commute, sleep . . .
Since 1936 I have fought for wage increases. My father before me fought for wage increases. Now I have a TV, a fridge, a Volkswagen. Yet my whole life has been a drag. Don’t negotiate with the bosses. Abolish them.
The future will only contain what we put into it now.
The more you consume, the less you live. Commodities are the opium of the people.
Abolish copyrights: sound structures belong to everyone.
This concerns everyone.
L’ennui est contre-révolutionnaire. (Boredom is counter-revolutionary.)
L’imagination prend le pouvoir! (Imagination takes power!)
Soyez réalistes, demandez l’impossible. (Be realistic, ask the impossible.)
Prenez vos désirs pour la réalité. (Take your desires for reality.)
On achète ton bonheur. Vole-le. (They are buying your happiness. Steal it.)
Presse: ne pas avaler. (On a poster with a bottle of poison labelled: “Press: Do not swallow.”)
Même si Dieu existait, il faudrait le supprimer. (Even if God existed it would be necessary to abolish him.)
Le patron a besoin de toi, tu n’as pas besoin de lui. (The boss needs you, you don’t need him.)
L’été sera chaud! (Summer will be hot!)
On ne revendiquera rien, on ne demandera rien. On prendra, on occupera. (We will beg for nothing. We will ask for nothing. We will take, we will occupy.)
Travailleur : tu as 25 ans mais ton syndicat est de l’autre siècle. (Worker: You are 25, but your union is from another century.)
Nous ne voulons pas d’un monde où la certitude de ne pas mourir de faim s’échange contre le risque de mourir d’ennui. (We don’t want a world where the guarantee of not dying of starvation brings the risk of dying of boredom.)
In a society that has abolished every kind of adventure the only adventure that remains is to abolish the society.
Ceux qui font les révolutions à moitié ne font que se creuser un tombeau. (Those who make revolutions half way only dig their own graves.)
Run, comrade, the old world is behind you!
Sous les pavés, la plage. (Under the paving stones, the beach.)
Vivre sans temps mort et jouir sans entrave. (Live without wasted time and enjoy without hindrance.)
La barricade ferme la rue mais ouvre la voie. (Barricades close the street but open the way.)
When the National Assembly becomes a bourgeois theater, all the bourgeois theaters should be turned into national assemblies. (Written above the entrance of the occupied Odéon Theatre)
Warning: ambitious careerists may now be disguised as “progressives.”
Stalinists, your children are with us!
Be cruel.
I love you!!! Oh, say it with paving stones!!!
Under 21? [Picture of a brick] Here is your ballot! “(actually not a “brick” but a very symbolic “cobblestone”. “Your own ground comes to hit you in the face”……

Judoka/Aik​idoka “Jedi Madi” and Babies Resilience to Fall! – 09/17/2011

Get Rid of The Guilt Trip! ;+)

The”old” Mercedes Benzes were made after “Mother Nature’s Design Skills”, i.e.,  “over-engineered”…….you used to see them in accidents where all other cars were total wrecks and the Mercedes Benzes looked like stepping out of the brand’s commercial………;+)

Babies are made that way too! (Thankfully!) ;+) Look at those babies falling several stories and surviving! ;+)

Wait until “Jedi Madi” grows up and participates into “action” “contact” sports! ;+) The sinking feeling in the parent’s stomach doesn’t disappear when the children age……..;+) This is why I was so adamant about “judo” and “aikido” ‘fall breaking skills””rolling with the punch”, they saved my motorcyclist, and others of my “nine” lives, numerous times…..;+)

The advantages of babies over adults is that they do NOT stiffen when they fall and their bodies are still much more flexible than adults.

Again,Thanks to “Mother Nature’s” “over-engineering” skills! ;+)

BTW, watch out closing the stairs baby’s gate, as stairs have angles difficult to absorb for younger children, as their bodies are not long enough, yet, to spread on several steps and often land on steps corners, even  if they do NOT stiffen when they fall…….;+) They don’t break bones, but open skin and can get scars…….:+(

Today’s Depression Era Tactics to Survive Showing Economics Go Everywhere – 09/13/11

For Your Entertainment (FYE),_Don%27t_They%3F_(novel),_Don%27t_They%3F_(film)

“Sydney Pollack’s dance-marathon movie has probably aged better than any American film of its time.”

“In 2007, based on statistics from 18 dancers over 60 days, it was noted that female lap dancers earned the highest tips around the time of ovulation, during the most fertile period of their menstrual cycle, and the lowest tips during menstruation; the average difference in earning between these two times amounted to about $30 per hour. Women on the pill earned overall less than those not on the pill. The results were interpreted as evidence of estrus in humans: females apparently advertise their fertility status to males in some manner. This find earned its authors the 2008 Ig Nobel Prize in Economics.”

Peter Drucker on Leadership & W. Edwards Deming Total Quality Management – 09/12/11

For Your Entertainment (FYE)

Maybe it’s time to read Deming and Drucker again, to get back on track, to resolve our issues……….:+)

“Drucker taught that management is “a liberal art,” and he infused his management advice with interdisciplinary lessons from history, sociology, psychology, philosophy, culture and religion. He also believed strongly that all institutions, including those in the private sector, have a responsibility to the whole of society. “The fact is,” Drucker wrote in his 1973 Management: Tasks, Responsibilities, Practices, “that in modern society there is no other leadership group but managers. If the managers of our major institutions, and especially of business, do not take responsibility for the common good, no one else can or will.””

“Several ideas run through most of Drucker’s writings:
Decentralization and simplification. Drucker discounted the command and control model and asserted that companies work best when they are decentralized. According to Drucker, corporations tend to produce too many products, hire employees they don’t need (when a better solution would be outsourcing), and expand into economic sectors that they should avoid.
The concept of “Knowledge Worker” in his 1959 book “The Landmarks of Tomorrow”. Since then, knowledge based work has become increasingly important in Businesses all around the world.
The prediction of the death of the “Blue Collar” worker. A Blue Collar worker is a typical high school dropout who was paid middle class wages with all benefits for assembling cars in Detroit. The changing face of the US Auto Industry is a testimony to this prediction.
The concept of what eventually came to be known as “Outsourcing”. He used the example of front room and a back room of each Business. A Business should be engaged in only the front room activities, that is their core activities to support their Business. Back room activities should be handed over to other Businesses, for whom these are the front room activities.
The importance of the non profit sector, which he calls the third sector (private sector and the Government sector being the first two). The Non Government Organizations like charities which play a crucial role in countries across the world.
A profound skepticism of macroeconomic theory. Drucker contended that economists of all schools fail to explain significant aspects of modern economies.
Respect of the worker. Drucker believed that employees are assets and not liabilities. He thought that knowledgeable workers are the essential ingredients of the modern economy. Central to this philosophy is the view that people are an organization’s most valuable resource and that a manager’s job is to prepare and free people to perform.
A belief in what he called “the sickness of government.” Drucker made nonpartisan claims that government is often unable or unwilling to provide new services that people need or want, though he believed that this condition is not inherent to the form of government. The chapter “The Sickness of Government” in his book The Age of Discontinuity formed the basis of the New Public Management, a theory of public administration that dominated the discipline in the 1980s and 1990s.
The need for “planned abandonment”. Businesses and governments have a natural human tendency to cling to “yesterday’s successes” rather than seeing when they are no longer useful.
A belief that taking action without thinking is the cause of every failure.
The need for community. Early in his career, Drucker predicted the “end of economic man” and advocated the creation of a “plant community” where individuals’ social needs could be met. He later acknowledged that the plant community never materialized, and by the 1980s, suggested that volunteering in the nonprofit sector was the key to fostering a healthy society where people found a sense of belonging and civic pride.
The need to manage business by balancing a variety of needs and goals, rather than subordinating an institution to a single value. This concept of management by objectives forms the keynote of his 1954 landmark The Practice of Management.
A company’s primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company’s continued existence.
An organization should have a proper way of executing all its business processes.
A belief in the notion that great companies could stand among humankind’s noblest inventions.”

“The philosophy of W. Edwards Deming has been summarized as follows:
“Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.”In the 1970s, Dr. Deming’s philosophy was summarized by some of his Japanese proponents with the following ‘a’-versus-‘b’ comparison:
(a) When people and organizations focus primarily on quality, defined by the following ratio,  quality tends to increase and costs fall over time. (b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.
“Deming said:”The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
“The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.
“Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual, once transformed, will:
Set an example;
Be a good listener, but will not compromise;
Continually teach other people; and
Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past.”
Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:
Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below);
Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements;
Theory of knowledge: the concepts explaining knowledge and the limits of what can be known Knowledge of psychology: concepts of human nature.
Deming explained, “One need not be eminent in any part nor in all four parts in order to understand it and to apply it. The 14 points for management in industry, education, and government follow naturally as application of this outside knowledge, for transformation from the present style of Western management to one of optimization.”
“The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.
“A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.”

“Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-24) Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement.
Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Institute training on the job.
Institute leadership (see Point 12 and Ch. 8 of “Out of the Crisis”). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of “Out of the Crisis”)
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia,” abolishment of the annual or merit rating and of management by objective (See Ch. 3 of “Out of the Crisis”).
Institute a vigorous program of education and self-improvement.
Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
“Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process.”

“The “Seven Deadly Diseases” include:
Lack of constancy of purpose
Emphasis on short-term profits
Evaluation by performance, merit rating, or annual review of performance
Mobility of management
Running a company on visible figures alone
Excessive medical costs
Excessive costs of warranty, fueled by lawyers who work for contingency fees
“A Lesser Category of Obstacles” includes
Neglecting long-range planning
Relying on technology to solve problems
Seeking examples to follow rather than developing solutions
Excuses, such as “our problems are different”
Obsolescence in school that management skill can be taught in classes
Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
Placing blame on workforces who are only responsible for 15% of mistakes where the system desired by management is responsible for 85% of the unintended consequences
Relying on quality inspection rather than improving product quality
Deming’s advocacy of the Plan-Do-Check-Act cycle, his 14 Points, and Seven Deadly Diseases have had tremendous influence outside of manufacturing and have been applied in other arenas, such as in the relatively new field of sales process engineering.”

“In his later years, Dr. Deming taught many concepts, which he emphasized by key sayings or quotations that he repeated. A number of these quotes have been recorded. Some of the concepts might seem to be oxymorons or contradictory to each other; however, the student is given each concept to ponder its meaning in the whole system, over time.
“There is no substitute for knowledge.” This statement emphasizes the need to know more, about everything in the system. It is considered as a contrast to the old statement, “There is no substitute for hard work” by Thomas Alva Edison (1847–1931). Instead, a small amount of knowledge could save many hours of hard work.
““In God we trust; all others must bring data.” [Trevor Hastie, Robert Tibshirani, and Jerome Friedman, co-authors of The Elements of Statistical Learning in their Preface to the Second Edition have a footnote which reads: “On the Web, this quote has been widely attributed to both Deming and Robert W. Hayden; however Professor Hayden told us that he can claim no credit for this quote, and ironically we could find no ‘data’ confirming Deming actually said this.”]
“The most important things cannot be measured.” The issues that are most important, long term, cannot be measured in advance. However, they might be among the factors that an organization is measuring, just not understood as most important at the time.
“The most important things are unknown or unknowable.” The factors that have the greatest impact, long term, can be quite surprising. Analogous to an earthquake that disrupts service, other “earth-shattering” events that most affect an organization will be unknown or unknowable, in advance. Other examples of important things would be: a drastic change in technology, or new investment capital.
“Experience by itself teaches nothing.” This statement emphasizes the need to interpret and apply information against a theory or framework of concepts that is the basis for knowledge about a system. It is considered as a contrast to the old statement, “Experience is the best teacher” (Dr. Deming disagreed with that). To Dr. Deming, knowledge is best taught by a master who explains the overall system through which experience is judged; experience, without understanding the underlying system, is just raw data that can be misinterpreted against a flawed theory of reality. Deming’s view of experience is related to Shewhart’s concept, “Data has no meaning apart from its context” (see Walter A. Shewhart, “Later Work”).
“By what method?… Only the method counts.” When information is obtained, or data is measured, the method, or process used to gather information, greatly affects the results. For example, the “Hawthorne effect” showed that people just asking frequently for opinions seemed to affect the resulting outcome, since some people felt better just being asked for their opinion. Dr. Deming warned that basing judgments on customer complaints alone ignored the general population of other opinions, which should be judged together, such as in a statistical sample of the whole, not just isolated complaints: survey the entire group about their likes and dislikes (see Sampling (statistics)). The extreme complaints might not represent the attitudes of the whole group. Similarly, measuring or counting data depends on the instrument or method used. Changing the method changes the results. Aim and method are essential. An aim without a method is useless. A method without an aim is dangerous. It leads to action without direction and without constancy of purpose. Deming used an illustration of washing a table to teach a lesson about the relationship between purpose and method. If you tell someone to wash a table, but not the reason for washing it, they cannot do the job properly (will the table be used for chopping food or potting plants?). That does not mean just giving the explanation without an operational definition. The information about why the table needs to be washed, and what is to be done with it, makes it possible to do the job intelligently.
“You can expect what you inspect.” Dr. Deming emphasized the importance of measuring and testing to predict typical results. If a phase consists of inputs + process + outputs, all 3 are inspected to some extent. Problems with inputs are a major source of trouble, but the process using those inputs can also have problems. By inspecting the inputs and the process more, the outputs can be better predicted, and inspected less. Rather than use mass inspection of every output product, the output can be statistically sampled in a cause-effect relationship through the process.
“Special Causes and Common Causes”: Dr. Deming considered anomalies in quality to be variations outside the control limits of a process. Such variations could be attributed to one-time events called “special causes” or to repeated events called “common causes” that hinder quality.
Acceptable Defects: Rather than waste efforts on zero-defect goals, Dr. Deming stressed the importance of establishing a level of variation, or anomalies, acceptable to the recipient (or customer) in the next phase of a process. Often, some defects are quite acceptable, and efforts to remove all defects would be an excessive waste of time and money.
The Deming Cycle (or Shewhart Cycle): As a repetitive process to determine the next action, the Deming Cycle describes a simple method to test information before making a major decision. The 4 steps in the Deming Cycle are: Plan-Do-Check-Act (PDCA), also known as Plan-Do-Study-Act or PDSA. Dr. Deming called the cycle the Shewhart Cycle, after Walter A. Shewhart. The cycle can be used in various ways, such as running an experiment: PLAN (design) the experiment; DO the experiment by performing the steps; CHECK the results by testing information; and ACT on the decisions based on those results.
Semi-Automated, not Fully Automated: Dr. Deming lamented the problem of automation gone awry (“robots painting robots”): instead, he advocated human-assisted semi-automation, which allows people to change the semi-automated or computer-assisted processes, based on new knowledge. Compare to Japanese term ‘jidoka’ (which can be loosely translated as “automation with a human touch”).
“The problem is at the top; management is the problem.”  Dr. Deming emphasized that the top-level management had to change to produce significant differences, in a long-term, continuous manner. As a consultant, Deming would offer advice to top-level managers, if asked repeatedly, in a continuous manner.
“What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment. (We are of course talking here about a man-made system.)”
“A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We can not afford the destructive effect of competition.”
“To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge—knowledge for leadership of transformation.”
“The worker is not the problem. The problem is at the top! Management!”  Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.”
“They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control, you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be.”
“I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don’t know what to copy!”
“What is the variation trying to tell us about a process, about the people in the process?”  Dr. Shewhart created the basis for the control chart and the concept of a state of statistical control by carefully designed experiments. While Dr. Shewhart drew from pure mathematical statistical theories, he understood that data from physical processes never produce a “normal distribution curve” (a Gaussian distribution, also commonly referred to as a “bell curve”). He discovered that observed variation in manufacturing data did not always behave the same way as data in nature (Brownian motion of particles). Dr. Shewhart concluded that while every process displays variation, some processes display controlled variation that is natural to the process, while others display uncontrolled variation that is not present in the process causal system at all times. Dr. Deming renamed these distinctions “common cause” for chance causes and “special cause” for assignable causes. He did this so the focus would be placed on those responsible for doing something about the variation, rather than the source of the variation. It is top management’s responsibility to address “common cause” variation, and therefore it is management’s responsibility to make improvements to the whole system. Because “special cause” variation is assignable, workers, supervisors or middle managers that have direct knowledge of the assignable cause best address this type of specific intervention.
(Deming on Quality Circles) “That’s all window dressing. That’s not fundamental. That’s not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that’s what management by results is, keeping your eye on results.”
“Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.”  This statement emphasizes the need for theory of knowledge (see: epistemology, Shewhart cycle, C. I. Lewis).
“Uncertainty makes research predictable, but you still need proof to satisfy everyone else.”  Deming was referencing the sometimes paradoxical aspects of research. (see: epistemology, Shewhart cycle, C. I. Lewis).
“The most important figures that one needs for management are unknown or unknowable (Lloyd S. Nelson, director of statistical methods for the Nashua corporation), but successful management must nevertheless take account of them.”  Deming realized that many important things that must be managed couldn’t be measured. Both points are important. One, not everything of importance to management can be measured. And two, you must still manage those important things. Spend $20,000 training 10 people in a special skill. What’s the benefit? “You’ll never know,” answered Deming. “You’ll never be able to measure it. Why did you do it? Because you believed it would pay off. Theory.” Dr. Deming is often incorrectly quoted as saying, “You can’t manage what you can’t measure.” In fact, he stated that one of the seven deadly diseases of management is running a company on visible figures alone.”

Employers Say Jobs Plan Won’t Lead to Hiring Spur – 09/11/11

For Your Entertainment (FYE)

Financial incentives without increased market demand won’t create jobs, period. ;+)

The emphasis should be on designing affordable consumers enticing, market demand creating, “enjoyable emotional experience” products and services global future market architecture, period ditto……….;+)

The market doesn’t see any affordable “Kill-Apps”(“killer applications”) (“disruptive technology”) (“paradigm shifts”) strong enough and vital enough to move the demand out of neutral and into forward.

The affordable “kill-apps” have also to be spread through all economic sectors, not just technology, smart phones and energy, but through the primary (agriculture & mining), secondary (construction, engineering & manufacturing/production) and tertiary (design & services) economic sectors.

To do that you have to create a “compelling vision” of the future that will move everyone into action to create it……….Money (sovereign funds & private/public investors) will follow the vision anywhere, if the vision is strong enough.

Look at Steve Jobs’ Apple, because of its creativity, design, imagination, innovation (“killer applications’,”disruptive technology”,”paradigm shift”), its capitalization bypassed Oil Titan’s Exxon/Mobil in the middle of our “Depression”…….

Its success is replicable in any economic sector if the right focus is put on it…….

Maybe it’s time to read again Tom Peters “Thriving on Chaos” and apply C.L.I.P.S.   ;+)

We are obsessed by finance, when we should be concentrating on what we want to do, globally, with our future world, to create sustainable satisfactory solutions to our hierarchy of needs.

Without vision, the money goes nowhere and certainly not where it is needed and does not produce any positive return……..

““If I get a $4,000 benefit for hiring you and I pay you $80,000 and you’re going to sit at your desk and do nothing because there’s nothing to do,” said Marty Regalia, chief economist of the United States Chamber of Commerce, “then the businesses aren’t going to hire you.””

Bernanke puzzled by weak consumer spending – 09/10/11

For Your Entertainment (FYE)

“Federal Reserve Chairman Ben Bernanke said Thursday that he’s surprised by how cautious consumers remain more than two years since the recession officially ended. But he offered no hints of further steps the Fed might take to try to boost the weak economy.”

“”Even taking into account the many financial pressures they face, households seem exceptionally cautious,” Bernanke said in a speech in Minneapolis to the Economic Club of Minnesota.”

Please, somebody! Please, take Bernanke salary out for more than two (2) years and evict him from his foreclosed house, repossess his cars and cancel his credit cards and his children education loans, make him work as a “greeter” at WalMart or at McDonald’s for minimum wages part-time without any insurance and benefits since the beginning (two(2) years+) of the crisis, living on food stamps to survive, picking up second-hand clothes at churches stores for homeless people and having to choose between paying the cost of life saving medication and paying the rent to avoid being evicted from his room where he stacks up his family, and then, then, then, let’s see whether he would NOT be “cautious” too! :+(

I think in he USA now our officials should be more careful about what they say. Bernanke comment is tantamount to the expression of Marie-Antoinette, wife of French King Louis XVI, “if they don’t have bread, let them eat “brioche”(cake)” speaking of the revendications of the starving Paris population……We all know how this little sentence ended,…… “off with her head”……;+)