Ok, I admit it, I read comic books. And, I love the Naruto series.
I grew up on Dragonball, City Hunter, Saint Seiya, JoJo’s Bizarre Adventure series. If you are familiar with Japanese manga (or even western ones), you will realize that many stories are shallow, repetitive, and cliched. When I first read (actually, watched) the Naruto series, I realize they were something different. The stories were fleshed out with back stories. Each character had motivations that drove them, and showed growth through the challenges that they faced. Even many villains had interesting stories that made the readers empathize with them. To quote an article in Boing Boing today.
These weren’t stock characters with a few choice quirks added for identification’s sake. These were kids â€“ Naruto, Sasuke, Sakura, Rock Lee, Ino, Shikamaru, et al. â€“ with complex backstories informing their decisions, with choices made based on hard-won personal knowledge and social machinations going back generations.
I have recently started reading another series called Pluto, and it’s based on an arc in the original Astroboy series. The stories are dark (allegory to the Iraq invasion), dark (Atom has died), dark (think Silence of the Lambs), and very cinematic. I can’t wait to see what happens next.
Here is an interesting article on the re-birth of Porsche.
IT SEEMS INCREDIBLE TODAY, BUT LITTLE OVER A DECADE AGO Porsche was in serious danger of collapse. In 1993, it sold just 14,000 cars, down from 53,000 in 1986, and in 1991 lost around 0 million. Enter Wendelin Wiedeking. An engineer by trade, he came to Porsche in 1992 as head of its production and materials department. He had traveled to Japan and seen how car companies there ran their production lines; Porsche, in comparison, was back in the Middle
Ages. Virtually everything was made by hand in-house, which brought the benefits of fine craftsmanship, but the downside of terrible inefficiency and occasional sloppy workmanship.
Brashly promising to deliver a 30 percent reduction in production costs, Wiedeking brought in a team of Japanese time and motion experts from Toyota to ruthlessly pull apart the existing system. He benchmarked the entire production process. Then, he cut the number of managers by 35 percent and fired 95 percent of the sales and marketing managers, in his version of an old German proverb, â€œYou sweep the steps from the top downâ€â€”meaning effective
change permeates the entire organization, starting with the bosses. Next, he went to the suppliers and pointed out their inefficiencies too, resulting in lower prices for Porsche. He may not have made many friends, but his methods were so effective and the results so obvious that the Porsche and Piech families, who still run the company, asked him to take over as CEO in 1993, at age thirty-nine. It was a job, as they say, for somebody looking for a challenge.
Wiedeking inherited a creaky, old-school factory and an ancient model range burdened with other peopleâ€™s mistakes. The companyâ€™s heritage was closely tied to one model, the 911, a car thirty years old. Attempts to broaden the range in the hope of increased sales had failedâ€”Porsche customers had refused to recognize any model but the 911 as a true Porsche. Wiedekingâ€™s genius was to recognize that the company did not have to abandon its heritage to move forward. Porsche had, after all, been in the sports car business for half a century, since Ferdinand Porsche built the first model,
the 356, in 1948.
He cancelled plans to phase out the 911, instead dumping the models planned to succeed it, including a four-seater sedan. While hanging on to the 911â€™s heritage, he also introduced a new entry-level model, the Boxster, a two-seater drop-top that was instantly recognizable as â€œPorsche.â€ Lauded by the motoring press for its sharp handling, it was so popular with buyers that it still has a waiting list. If anything, there was a danger that the newer, cheaper Boxster would poach sales from the more expensive 911, but behind the scenesWiedeking had it all worked out. The Boxster would, in fact, ensure the future success of its stablemate, while also paving the way for a new, more controversial model, the four-wheel-drive Cayenne. It was all about efficiency. When he first planned the Boxster, Wiedeking knew Porsche could not afford to tool up a new factory of its own. So he took the previously unheard-of step of having the
Boxster built by somebody elseâ€”in this case, a Finnish auto makerâ€”leaving him more resources at the Porsche factory.
Then Wiedeking lent parts of the Boxsterâ€™s design to the new 911, simplifying the production process. Again, Wiedeking read the market correctly: a handful of traditionalists complained that â€œtheirâ€ 911 shared parts with its cheaper sibling, but to everybody else it looked like family resemblance. It now takes Porsche less than half the time it did in 1992 to assemble its flagship 911 Turbo, yet the carâ€™s build quality has improved.
When Porsche engineers are not working on their own product, they hire their skills to other companies including Harley-Davidson, Mercedes-Benz, Airbus, and even a forklift companyâ€”part of Wiedekingâ€™s philosophy to keep everyone busy. Today, around a third of Porscheâ€™s 2,300 staff are doing contract work at any one time, bringing in around 0 million extra revenue. On the factory floor, workers are paid above-union rates to work flexible hours: more when demand increases, less when it slackens off. By the mid-1990s, Porsche was on the rebound, but as a niche
provider of luxury goods it was still vulnerable to downturns in the economyâ€”nobody â€œneedsâ€ a Porsche. Wiedeking decided to develop a third model as insurance. He plumped for the sports utility Cayenne to cash in on the enormous growth in sports utility vehicles and, on a more mundane level, to provide transportation for Porsche fans who also happened to have a child or two (advertisements were later to use the slogan: â€œcancel the vasectomyâ€). After his success outsourcing the Boxster, Wiedeking went one step further in 1997, entering a partnership with Volkswagen to
develop the Cayenne simultaneously with the VW Touareg, with the two vehicles looking outwardly different but sharing much of the running gear underneath.
What a week it had been. I am now on the second week of my trip here. Chang Shou is actually not as bad as I had previously thought. It’s not a desert. The town is almost as busy as some of the most busy cities in Taiwan. The streets are clean (not because the Chinese here have better habits, but because they have more paid street cleaners).
A rather interesting thing I noticed here on the streets is electric bikes. They run on electricity, and cruise in almost complete silence. I think they are much cooler than the traditional bikes, but they have a limitation on distance (30-40km) and speed (40-50kph). Watching them moving about, it’s almost like they are drifting.
I am on the way to China, again!!! I am now at HK airport, on my way to Shanghai, and then on to Chang Shou, where one of our factories is based.
This time, I am slightly less bored than previous trips, due to the nature of the journey. I am here to investigate whether the operation is going smoothly… I am almost becoming a company investigator, digging out problems all over the place. I wish I could also implement solutions to try to fix them though.
Sigh… The biggest issue now in Taipei is the loss of talented staff due to the incompetency of our management. I wish something could be done about this, through more HR interventions or through better review processes for staff and their superiors. I don’t think the company realizes, but I feel this is a major issue that is slowly undermining the company’s competitiveness.
EOL, Encyclopaedia of Life, is an effort to document all know species in the world in an nice and smooth online database. The database would contain detailed information on the species biomes, photos, videos, and sightings, and it’ll be free! It’s almost like an curated Wikipedia of life.
Funny though, EOL stands for “end of line” in computer science.
I had just read an interesting article on why one shouldn’t change their job… However, if these reasons don’t suffice, I don’t know what is. I have been contemplating a career change for some time now, and this article directly addresses some of my concerns… Shhh…