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February 25, 2006

multiple point touch interface

I am aware that this link to the video on multiple point touch interfaces has been posted in a couple of other spots on the net but I'd still like to spread the word further with this post of mine.

Take a look first
http://www.youtube.com/watch?v=iVI6xw9Zph8 

And don't you have to agree that this is way cooler than 'Minority Report'? Because it's out there, right now! And also because there must be companies that plan to launch products to incorporate such advancements in touchpoint technology. I can't wait to get my hands on one of those machines. MacRumors has a couple of posts such as this one on the possibility of Apple releasing just one of those wunder-machines.

 

Bjoern 

logo change and theandb.biz relaunch

We have a complete relaunch of theandb.biz planned for March/ April. The sooner, the better because we would like the site to reflect our combined experiences better than it does now. The blog will stay but the rest we'll scrap and rebuild.

You might have noticed that the logo now differs from that of our private site. There were two reasons for this change: 1) to have the name of our company in the logo and 2) generally the wish to draw a clearer line between our private and business life. Yes, we've always been advocates to exactly not do the latter and we still are. It's just that this is a way for others to understand that there actually is a difference.

 

More posts coming up. I'm in a mood to blog.

Bjoern

February 13, 2006

Democracy at the workplace: GE's example

Engines of Democracy
When I read this article it hit my ethic cord as it shows how ethics & methods at the workplace could evolve. That is real ... eventhough we don't know.
An example and a lesson of democracy from the old hard-core industry.

Here is an exerpt:

" The plant is General Electric's aircraft-engine assembly facility in Durham, North Carolina. Even within Jack Welch's widely admired empire, the Durham facility is in its own league -- a quiet corner of a global giant, a place where the radical has become routine. GE/Durham has more than 170 employees but just one boss: the plant manager. Everyone in the place reports to her. Which means that on a day-to-day basis, the people who work here have no boss. They essentially run themselves.

The jet engines are produced by nine teams of people -- teams that are given just one basic directive: the day that their next engine must be loaded onto a truck. All other decisions -- who does what work; how to balance training, vacations, overtime against work flow; how to make the manufacturing process more efficient; how to handle teammates who slack off -- all of that stays within the team.

Everyone knows how much money everyone else makes, because employees are paid according to his or her skill. There are three grades of jet-assembly technician at this plant -- tech-1, tech-2, and tech-3 -- and there is one wage rate for each grade. There is no conventional assembly line. One team "owns" an engine from beginning to end -- from the point when parts are uncrated and staged to the moment a team member climbs on a forklift to place the finished engine on a truck for shipment. The members of the team do the jobs that interest them. No one ever does the same job, shift after shift, day after day. There is usually choice -- and there is always variety.

This plant has no time clock. Workers leave to go to their kids' band concerts and Little League games. Every technician has an email address and Internet access, voice mail, business cards, and a desk shared with one teammate. The plant manager -- the boss -- sits in an open cubicle that's located right on the factory floor: Engines float by, just 20 feet away. "