A Quote by Taiichi Ohno
My first move as the manager of the machine shop was to introduce standardized work.
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The ability to do this so quickly was largely due to the enthusiastic and efficient services of Mr. C.E. Taylor, who did all the machine work in our shop for the first as well as the succeeding experimental machines.
The two mistakes that come to mind are people who introduce a flood of characters in the first few pages. Where the reader has to stop and get out a flow chart and has to figure out who is who. And you just can't do that - introduce the first four generations of a character's family in the first chapter. You can introduce four or five characters at the most in the first chapter. Another mistake is to use big words that are not normally used in conversation to try to impress folks with your vocabulary.
The first person besides my mother who believed in me was a man whose last name I never knew. He was my boss, the manager of Swenson's Ice Cream shop.
I think you have to find how the machine can work for you. That's what I mean by "attaching yourself to the machine," 'cause the machine is going to be there, and you can rage against the machine, which is cool, but there's ways that you can benefit off the machine if you're savvy enough and you're sharp enough, smart enough. We all got to live and eat.
If you want to surf, move to Hawaii. If you like to shop, move to New York. If you like acting and Hollywood, move to California. But if you like college football, move to Texas.
I don't shop just high-end, honestly. I shop at Zara, I shop at Topshop, I shop at H&M. I shop everywhere.
Grace does not work like a penny in a slot machine. Grace will move you only when you want it to move you, and only when you let it move you. The supernatural order supposes the freedom of the natural order, but it does not destroy it.
It was hard for me to move forward, because I take responsibility for what I introduce into the world through my paintings. So to actually introduce something evil or bad was quite hard for me.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
If I had to, I would ask first of all: why do things move in your work? It's the most simple, and also the most complicated, question. And I answer: things move because if they didn't move, they might move?.
A month before I booked 'This Is Us,' I was like, 'Maybe I should move to Montreal and work in a coffee shop.'
Talk to people no one else is talking to. Who would have thought that giving a speech at a funeral at age 12 would introduce me to a man who would introduce me to my first business contact who would introduce me to several other important people in my life. That's luck. That's randomness.
In high school, I majored in brick masonry. We had the wood shop, the machine shop, so I know about all that. I wanted to build buildings when I graduated from high school. I do know my way around that stuff.
I was part of a group called Casanova Fly, doing bouncer work, attending college and working in a pizza shop when I first met producer Sylvia Robinson who came into the pizza shop where I was flipping the dough. I was rapping in the park in Englewood, and she heard about what I was doing.
In government, things do not move too quick. That is why I am trying to introduce a new culture: so that things move more quickly.
Modern capitalism needs men who cooperate smoothly and in large numbers; who want to consume more and more; and whose tastes are standardized and can be easily influenced and anticipated. It needs men who feel free and independent, not subject to any authority or principle or conscience-- yet willing to be commanded, to do what is expected of them, to fit into the social machine without friction; who can be guided without force, led without leaders, prompted without aim-- except the one to make good, to be on the move, to function, to go ahead.
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