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Three engineers were in the bathroom standing at the urinals. The first engineer finished and walked over to the sink to wash his hands. He then proceeded to dry his hands very carefully. He used paper towel after paper towel and ensured that every single spot of water on his hands was dried. Turning to the other two engineers, he said, “At Hewlett Packard, we are trained to be extremely thorough.”
The second engineer finished his task at the urinal and he proceeded to wash his hands. He used a single paper towel and made sure that he dried his hands using every available portion of the paper towel. He turned and said, “At Lockheed-Martin, not only are we trained to be extremely thorough, but we are also trained to be extremely efficient.”
The third engineer finished and walked straight for the door, shouting over his shoulder, “At Apple Computer, Inc. we don’t pee on our hands.”
Engineer,

A NUMBER OF DIFFERENT APPROACHES ARE BEING TRIED
We are still pissing in the wind.

EXTENSIVE REPORT IS BEING PREPARED ON A FRESH APPROACH TO THE PROBLEM
We just hired three kids fresh out of college.

CLOSE PROJECT COORDINATION
We know who to blame.

MAJOR TECHNOLOGICAL BREAKTHROUGH
It works OK, but looks very hitech.

CUSTOMER SATISFACTION IS DELIVERED ASSURED
We are so far behind schedule the customer is happy to get it delivered.

PRELIMINARY OPERATIONAL TESTS WERE INCONCLUSIVE
The darn thing blew up when we threw the switch

TEST RESULTS WERE EXTREMELY GRATIFYING
We are so surprised that the stupid thing works.

THE ENTIRE CONCEPT WILL HAVE TO BE ABANDONED
The only person who understood the thing quit.

IT IS IN THE PROCESS
It is so wrapped up in red tape that the situation is about hopeless.

WE WILL LOOK INTO IT
Forget it! We have enough problems for now.

PLEASE NOTE AND INITIAL
Let’s spread the responsibility for the screw up.

GIVE US THE BENEFIT OF YOUR THINKING
We’ll listen to what you have to say as long as it doesn’t interfere with what we’ve already done.

GIVE US YOUR INTERPRETATION
I can’t wait to hear this bull!

SEE ME or LET’S DISCUSS
Come into my office, I’m lonely.

ALL NEW
Parts not interchangeable with the previous design.

RUGGED
Too damn heavy to lift!

LIGHTWEIGHT
Lighter than RUGGED.

YEARS OF DEVELOPMENT
One finally worked.

ENERGY SAVING
Achieved when the power switch is off.

LOW MAINTENANCE
Impossible to fix if broken

There was an engineer who had an exceptional gift for fixing all things mechanical. After serving his company loyally for over 30 years, he happily retired.
Several years later the company contacted him regarding a seemingly impossible problem they were having with one of their multi-million dollar machines. They had tried everything and everyone else to get the machine fixed, but to no avail. In desperation, they called on the retired engineer who had solved so many of their problems in the past. The engineer reluctantly took the challenge.
He spent a day studying the huge machine. At the end of the day, he marked a small “x” in chalk on a particular component of the machine and proudly stated, “This is where your problem is”.
The part was replaced and the machine worked perfectly again. The company received a bill for $50,000 from the engineer for his service. They demanded an itemized accounting of his charges.

The engineer responded briefly:
One chalk mark: $1
Knowing where to put it: $49,999

It was paid in full and the engineer retired again in peace.

Three engineering students were gathered together discussing the possible
designers of the human body.
One said, “It was a mechanical engineer. Just look at all the joints.”
Another said, “No, it was an electrical engineer. The nervous systems
many thousands of electrical connections.”
The last said, “Actually it was a civil engineer. Who else would run a
toxic waste pipeline through a recreational area?”

A Software Engineer, a Hardware Engineer and a Departmental Manager were on their way to a meeting in Switzerland. They were driving down a steep mountain road when suddenly the brakes on their car failed. The car careened almost out of control down the road, bouncing off the crash barriers, until it miraculously ground to a halt scraping along the mountainside. The car’s occupants, shaken but unhurt, now had a problem: they were stuck halfway down a mountain in a car with no brakes. What were they to do?

“I know,” said the Departmental Manager. “Let’s have a meeting, propose a Vision, formulate a Mission Statement, define some Goals, and by a process of Continuous Improvement, Change Management, Re-Engineering and Service Integration, find a solution to the Critical Problems, and we can be on our way.”

“No, no,” said the Hardware Engineer. “That will take far too long, and besides, that method has never worked before. I’ve got my Swiss Army knife with me, and in no time at all I can strip down the car’s braking system, isolate the fault, fix it, and we can be on our way.”

“Well,” said the Software Engineer. “Before we do anything, I think we should push the car back up the road and see if it happens again.”



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