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Curtis &Leroy saw an ad in the Starkville Daily in Starkville, MS and bought a mule for $100. The farmer agreed to deliver the mule the next day.
The next morning the farmer drove up and said,”Sorry, fellows, I have some bad news, the mule died last night.”
Curtis &Leroy replied,”Well, then just give us our money back.” The farmer said,”Can’t do that. I went and spent it already.”
They said, “OK then, just bring us the dead mule.”
The farmer asked, “What in the world ya’ll gonna do with a dead mule?”
Curtis said, “We gonna raffle him off.”
The farmer said, “You can’t raffle off a dead mule!”
Leroy said, “We shore can! Heck, we don’t hafta tell nobody he’s dead!”
A couple of weeks later, the farmer ran into Curtis &Leroy at the Piggly Wiggly grocery store and asked. “What’d you fellers ever do with that dead mule?”
They said,”We raffled him off like we said we wuz gonna do.”
Leroy said,”Shucks, we sold 500 tickets fer two dollars apiece and made a profit of $998.”
The farmer said,”My Lord, didn’t anyone complain?”
Curtis said, “Well, the feller who won got upset. So we gave him his two
Curtis and Leroy now work for the government.
They’re overseeing the Bailout & Stimulus Programs.
Limit all U.S. politicians to two Terms.
One in office.
One in prison.
A toothpaste factory had a problem: they sometimes shipped empty boxes, without the tube inside. This was due to the way the production line was set up, and people with experience in designing production lines will tell you how difficult it is to have everything happen with timing so precise that every single unit coming out of it is perfect 100% of the time. Small variations in the environment (which can’t be controlled in a cost-effective fashion) mean you must have quality assurance checks smartly distributed across the line so that customers all the way down to the supermarket don’t get ticked-off and buy another product instead.
Understanding how important that was, the CEO of the toothpaste factory got the top people in the company together and they decided to start a new project, in which they would hire an external engineering company to solve their empty boxes problem, as their engineering department was already too stretched to take on any extra effort. The project followed the usual process: budget and project sponsor allocated, RFP, third-parties selected, and six months (and $8 million) later they had a fantastic solution — on time, on budget, high quality and everyone in the project had a great time. They solved the problem by using high-tech precision scales that would sound a bell and flash lights whenever a toothpaste box would weigh less than it should. The line would stop, and someone had to walk over and yank the defective box out of it, pressing another button when done to re-start the line.
A while later, the CEO decides to have a look at the ROI of the project: amazing results! No empty boxes ever shipped out of the factory after the scales were put in place. Very few customer complaints, and they were gaining market share. “That’s some money well spent!” – he says, before looking closely at the other statistics in the report. It turns out, the number of defects picked up by the scales was 0 after three weeks of production use. It should’ve been picking up at least a dozen a day, so maybe there was something wrong with the report. He filed a bug against it, and after some investigation, the engineers come back saying the report was actually correct. The scales really weren’t picking up any defects, because all boxes that got to that point in the conveyor belt were good.
Puzzled, the CEO travels down to the factory, and walks up to the part of the line where the precision scales were installed. A few feet before the scale, there was a $20 desk fan, blowing the empty boxes out of the belt and into a bin. “Oh, that,” says one of the workers — “one of the guys put it there ’cause he was tired of walking over every time the bell rang”.
Thousands of metres up the vertiginous slopes of Shifou Mountain in Hunan Province, China, a team of workers, operating with hardly any safety measures, are building a footpath.
The plank road, once it is finished, will stretch for 3km (9843 ft) and be China’s longest sightseeing footpath.
48-year-old Yu Ji is one of the workers and he has been working on high cliffs building such plank roads for more than 10 years. He comments: “Young people don’t want this job, as it requires them to stay deep in the mountains for months or even years.”
Yu Ji takes charge of the most dangerous part of the project – drilling the holes to set up pipes to support the footpath.