Design Of Labour Record: Fill & Download for Free

BMW was not a car manufacturer in its initial years. To low down the shortage of air plane engines during the World War One, the German motoring icon used to make aero plane propellers. The BMW biplane hit 32,000 feet in 1919, which was a world record back in the day.In World War 2, about 30,000 of BMW’s workers were actually slave labour. Well, it saves having to pay wages.Nearing bankruptcy in 1959, BMW was almost taken over Mercedes. BMW though, pulled back because they found a private investor whose family till date owns BMW shares.The signature front face grills on all BMW’s are called “Kidney Grills”. The grills first debuted in 1933 on the BMW 03BMW has been making electric cars for over 40 years now. BMW’s first electric car called the 1602 debuted at the 1972 Munich Olympics. Despite being all electric the car had 43 horses under the hood, almost half of the horse power of the petrol driven 1602.Everyone thinks that the iconic logo is of a spinning airplane propeller. They're wrong. The BMW badge was actually derived from the flag of Bavaria, the home of BMW. Blue and White are the colors of the Bavarian national flag.Some people perhaps don’t know yet about the original name of this car manufacturer. In English, BMW may stand for Bavarian Motor Works. In German it is originally Bayerische Motoren Werke AG.BMW’s world headquarters are massively popular. But very less people know that the design of the building is identical to that of a four cylinder engine. The design is a typical example of BMW’s four cylinder engine heritage.BMW also designs aero plane and train interiors.BMW Motoradd built the world’s fastest motorcycle in 1937. The super two-wheeler was extremely aerodynamic, had a supercharged engine and could touch an astonishing speed of 278 km/h.21 Things You Didn't Know About BMWFacts About BMW Car Makers: 10 Things About BMW You Must Know

The 1552 Act for the Provision and Relief of the Poor was passed during the period of Edward VI. It required parishes to have a "collector of alms", two of whom were elected in each parish, to request, record, and distribute charitable donations for poor relief. It further provided that each parish would keep a register of all its “impotent, aged, and needy persons” and the aid they received.Prior to that there were laws for the control of vagabonds, mainly for the purpose of control.The earliest laws relating to work in England seem to be the Ordinance of Labourers 1349, which was issued by King Edward III of England on 18 June 1349. The ordinance required several things, including:Everyone under 60 must work.Employers must not hire excess workers.Employers may not pay and workers may not receive wages higher than pre-plague levels.Food must be priced reasonably with no excess profit.No one, under the pain of imprisonment, was to give any thing to able-bodied beggars 'under the colour of pity or alms'.Note that was issued during the Black Death and in practice the control of wages could not be implemented because of the shortage of workers. A later law, the Statute of Labourers, was created by the English parliament in 1351 in response to a labour shortage. It was designed to suppress the labour force by prohibiting increases in wages and prohibiting the movement of workers from their home areas in search of improved conditions. It was poorly enforced and did not stop the rise in wages.Ordinance of Labourers 1349 - WikipediaStatute of Labourers 1351 - WikipediaPoor Act 1552 - Wikipedia

Engineers do not unionize because they know what everybody in the sales department, accounting and executive suite already know, namely that 20% of the people do 80% of the work.Engineers do not unionize because of the 80/20 Rule.I mean that in sales terms, not beating the pavement like a mental patient kicking down every door, but actually closing deals. 20/80 rule applies, because only results matter.Some engineers identify the right problems, come up with the right solutions, and are actually capable of delivering the final product, on budget and to spec.Those that do, command whatever price the market can bear for that talent.That’s the short version, for the longer version see below.The basic insight in industrial factory assembly work, is that you do not need a person to know how to build the entire deliverable. Each person gets one finite job that can be broken down into its individual constituent parts. If all you do is stamp body panels, you do not need to concern yourself with how to hone the lobe on a cam shaft.Where this work can be standardized, the economic value of each individual sub assembly can be rationally priced: factory, tooling, current, time and quality assurance. Labour is the negotiated variable.If your manufacturing process is process process process, you know with exact certainty that if the person shows up on Monday morning with ten left handed thumbs and still smelling of beer, the job will still get done to specification, and in the allotted time.You can price the job, and consequently you can rationally make the case that employee A is worth exactly what employee B is worth, because their economic contribution is known before hand. Instead of having 10,000 individual negotiations, you have one contractual negotiation with organized labour professionals.It does not really matter if the factory floor is union or not. Line workers only get paid what the house is willing to offer, because they will never pay A one amount and B another amount for the same unit of economic output. They can promote you into a better paying job, which of course goes back to the point I was making above.I am going to state the obvious, but I must because of the false consciousness raised by rabble rousers:We are all morally equal in God’s presence, but we are not economically equal, some are smarter, some come better educated, and some work harder.Some spent a lot of time acquiring knowledge that they did not know would be in hot demand by the time they acquired it. Some get lucky, some get swamped by competition once the word is out.We are all equal individual citizens as far as jurisprudence is concerned. Individuality is the corner stone of juris-prudence. The law begins where morality ends, and thus you individually answer for your crimes where you exceed the bounds the commonwealth sets for all its citizens.We all individually have strengths and weaknesses, and some are lucky to have special gifts or talents.Even within the same professions, differences immediately manifest. Some are better at design engineering, some are better at process engineering, and some are better at crunching the numbers.Some can sell sugar ice cones to eskimos, and some can look at a balance sheet, and know instantly where the rats are feeding.The market for talent determines the price that the firm is willing to pay for that talent. That is fully subject to supply and demand.As I said above, we are all morally equal, and we are all individually held to the same standard under the law.But we are not economically equal.Engineering is not a skill based profession.Engineering starts with analysis, proceed to formulating a theory, collecting information, verifying the information, re-assessing the original analysis based on the information collected, and from there re-formulating a new working theory.Once the process is complete and verified, the design phase begins. Product must follow function and product must be commercially viable. All manner of modifications and enhancements must be done to the working theory for it to reach commercial production.Once the above is settled, you move on to manufacturing engineering. That is everything from equipment and tooling design, to building the factory down to the tools chosen for specific tasks. More data feedback mechanisms must be designed to ensure the product meets spec over its expected duty cycle.Process engineering is not design engineering. Its process process process. Working out the process is the hard job. Achieving 100% quality control is hard if not impossible but some manufacturing organizations come pretty close.Product might fit the parametric specification, but if its not fit for the intended function, its back to the beginning of the process.Simple math, lets say for a car:30,000 components, with 10,000 unit production run. Your component failure rate is 1/1000.30,000 * 10,000 = 300,000,000 / 1000 = 300,000 failure points.You obviously cannot have 300,000 defective cars when your production run is 10k units. Assuming an even distribution of defects:300,000 / 10,000 = 30 defects per car shipped.Clearly unacceptable.If your component failure rate is anywhere under 1/10,000 you are toast as a manufacturing organization.30k * 10k = 300m / 10k = 30,000 / 10k (even distribution) = 3 defects per unit shipped.Still unacceptable.Some of the more advanced digital central processing units being shipped in 2019 have one trillion transistors.That presents a logic design challenge, a backwards compatibility design challenge, an existing ecosystem of operating system and software compatibility design challenges.That presents a manufacturing challenge, equipment, tooling, chemistry, physics, optics, capacitance versus resistance at stated speed and temperature, and may the devil have your soul for breakfast… 10 volumes at 1000 pages each could not do the problem justice.As I said 1 trillion transistors. One failure rate per 10k would be…That is ten orders of magnitude harder than installing a hard disk drive in a computer case, and making the connections.My uncle was a mining engineer. He would spend his summers prospecting in the wilderness. He could tell what minerals were in what mountain and where in the mountain they could be found. Then he would spend the winter engineering the infrastructure necessary to get there, he would design the equipment necessary to get to the vein in question, and then he would price it.Given his thirty year track record, the company he worked for would then throw billions at the solution.The rarest engineering talent is multi disciplinary, and he knew as much about geology, the mechanical engineering to extract it, and the business costs to make it worthwhile.He trained hundred of engineering graduates, and was the go to guy at the university where he prospected for talent. When he retired, they asked him to design their planetary observatory. His design proved to be so vibration free, that he got the commission. When they asked him where he learned so much about vibration, he simply answered “My father was a civil engineer that specialized in earthquake resistant infrastructure. Vibration, vibration, vibration… I did so many vibration studies growing up assisting him on projects that I promised myself I would never do a vibration study again… I guess I was wrong.”Some knowledge comes in useful after a lifetime. Of course breaking through hard rock is all about vibration, if that’s how you calculate the necessary explosive charge.Multi disciplinary knowledge commands a higher price.Engineering is not factory assembly work because its not skill based.Absent an objective measure of what constitutes engineering value add, you simply cannot equally price the contribution.The ability to identify problems, design solutions and build those into commercially viable propositions is not a standardized unit of labour.20/80 rule applies, and I am being generous, half the engineering talent is still learning their trade on the job ten years in.Thanks for the ask, always a pleasure, and that’s my story and I am sticking to it.