ARY VacMaster VP215: Unboxing and First Impressions

It’s here!

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FedEx dropped the package off on my doorstep without ringing the doorbell, so I’m glad that the neighborhood strongman didn’t come haul it off before I could get to it.

The corrugated cardboard box that the VP215 shipped in is barely enough to contain the unit. Those flimsy handles held on for long enough to get the box indoors, but I wouldn’t depend on them for much more than a short move.

The package weighs every bit of the claimed 107lb/48.5kg shipping weight.

Unboxing

Peeling back the flaps reveals another box inside

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What’s this?

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With the packaging material removed, we get our first glimpse of the VP215

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Functional strength is important. I transported the VP215 to the island, where it will live

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The VP215 freed of all packaging material

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Oiling the Pump

Prior to use, the pump must first be filled.

Remove the back access panel to expose the inner workings of the VP215

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The instruction manual states only that an adjustable wrench be used to loosen the oil fill nut. On my unit, I found that a 14mm socket provided the best fit. A 9/16″ SAE socket would have worked in a flash, albeit with a little more wiggle.

Use the bottle to fill the pump with oil

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I filled the pump until it was roughly 3/4 full of oil. By the time that I snapped this photo, some of the initial fill had migrated further into the pump

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I added more oil to bring the level back to 3/4

First Use

I thought I’d be clever and seal the oil bottle back into the pouch that I’d removed it from, but discovered much to my dismay that the chamber wasn’t quite deep enough to accommodate it 🙄 This was just as well, as I didn’t know what to expect with the recommended settings for the first run.

I had some chicken leg quarters on hand that needed to be bagged. I made bags from a Foodsaver roll and placed the chicken leg quarters two to a bag, making five bags altogether. The first two bags sealed beautifully.

For the third bag, I decided to lengthen the vacuum cycle to 45 seconds. This had the unfortunate side effect of blowing out the single heat seal that formed the bottom of the bag.

I reduced the vacuum time back to 40 seconds for the fourth and fifth bags. Both of these bags failed to seal properly because I did not keep the bags smoothed out where they met the heat seal bar.

I tried a couple more times with the Foodsaver bags, and was ultimately successful in getting a third one to form a proper seal. I cut open the two that weren’t cooperating and rebagged using the smooth-sided sample bags that were included with the VP215. These sealed without a hitch.

First Impressions

The VP215 feels like a $900 machine. It’s very heavy, and the stainless steel exterior is handsome

While one could use Foodsaver bags with this machine, it is neither practical nor economical to do so

The user guide states that the first oil change should be performed after 25 hours of use, but who keeps track of pump runtime? It would be nice if there were an indicator, but feature creep

I observed some leftover debris from manufacturing and assembly within the unit

The user’s guide is well-written, though some of the decals affixed to the VP215 are in need of rework
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I was pleased to discover that ARY Inc. is based out of Kansas City, MO. This way, if anything goes wrong, I can urge ahopefulhobbit to lay siege to their offices

Concluding Remarks

The short wait is over, and it’s time to begin using this machine in earnest.

I have intentions of doing a writeup on how I came to select the VP215 in the days to come.

The Unwritten Laws of Engineering (2001, Revisions by Skakoon, Original by King); My Notes

I’m taking notes from the revised edition produced by James G. Skakoon, which includes the original by W. J. King. The original was first published as three articles in Mechanical Engineering in 1944, and was reprinted most recently in 1994.

I consider this essential reading for those seeking to enter the engineering profession and wish that I had invested the time into a thorough reading of this book before I began the pursuit of my petroleum engineering degree.

Introduction

The originating author wrote the book after observing that the chief obstacles to the success of individual engineers or of groups of engineers are of a personal and administrative rather than a technical nature

He and his associates were getting into trouble for violating the undocumented laws of professional conduct, rather than by committing technical sins against science

These laws are like the basic laws of society; they cannot be violated too often with impunity, notwithstanding striking exceptions in individual cases

Part I – What the Beginner Needs to Learn at Once

In Relation to the Work

However menial and trivial your early assignments may appear, give them your best efforts

  • The spirit and effectiveness with which you tackle your first humble tasks will very likely be carefully watched and may affect your entire career
  • It is fundamentally true that if you take care of your present job well, the future will take care of itself
    • Particularly so within large corporations, which constantly search for competent people to move into more responsible positions
  • If you do not make a good showing on your present job you are not likely to be given the opportunity to try something else more to your liking

Demonstrate the ability to get things done

Three basic characteristics can be ascribed to those able to get things done:

  1. Initiative; expressed in energy to start things and aggressiveness to keep them moving briskly
  2. Resourcefulness or ingenuity; the faculty for finding ways to accomplish the desired result
  3. Persistence (tenacity); the disposition to persevere in spite of difficulties, discouragement, or indifference

Do not lack persistence, lest you be grouped amongst those “good starters but poor finishers”

In carrying out a project, do not wait passively for anyone – suppliers, sales people, colleagues, supervisors – to make good on their delivery promises; go after them and keep relentlessly after them

  • Most jobs progress in direct proportion to the amount of follow-up and expediting that is applied to them
    • Expediting means planning, investigating, promotion, and facilitating every step in the process
  • Look immediately for some way around each obstacle encountered to keep the job rolling without losing momentum, but…
  • Do not make yourself obnoxious through incessant pestering

Confirm your instructions and the other person’s commitments in writing

  • Many people have poor memories, others are too busy, and almost everyone will take the matter more seriously if it is in writing
  • At times it pays to copy a third person as a witness

When sent out on a business trip of any kind, prepare for it, execute the business to completion, and follow up after you return

Any trip to the field deserves your special attention to return the maximum benefit for the time and expense. Be sure to:

  • Plan the travel
    • Consider all eventualities such as lost luggage, missed connections, late arrivals, and unusual traffic
    • Arrive on time and ready to perform: “If you can’t be on time, be early!”
  • Plan and prepare for the business to be done
    • Distribute agendas before you arrive
    • Send ahead any material to be reviewed
    • Be sure everything is complete
    • Practice any presentations beforehand
    • Allow those you visit to prepare fully
  • Complete the business at hand
    • If you have been sent out to complete a specific task, and the allotted time proves inadequate for whatever reason, stay until the job is complete
    • No one will be happy if another engineer has to be sent out later to finish what you did not
  • Execute the appropriate follow-up
    • Use meeting minutes, trip reports, and further communications to your best advantage

Develop a “Let’s go see!” attitude

When people approach you with problems they have observed for which you are responsible, invite them to have a look with you – “Let’s go see!” – rather than remaining at your desk and speculating

  • Before being able to solve a problem, you need insight.
    • Insight can only be developed by observing first-hand

Avoid the very appearance of vacillating

The extremes of obstinacy and dogmatism should be avoided, but remember that reversed decisions could be held against you

Don’t be timid – speak up – express yourself and promote your ideas

There are times when it is wise to keep silent, but, as a rule, it pays to express your point of view whenever you can contribute something

  • The quiet individual who says nothing is usually credited with having nothing to say
  • The first person to speak up with a definite and plausible proposal often has a better-than-even chance of carrying the floor
  • The person who talks most knowingly and confidently about the project will often be assigned to carry it out
    • If you do not want the job, say nothing and you’ll be overlooked, but you’ll also be overlooked when it comes time to assign larger responsibilities

Strive for conciseness and clarity in oral or written reports

State the essence of the matter as succinctly as possible first

  • Convey the maximum of significant information in the minimum of time
  • When it is difficult to get a direct answer out of you, your usefulness is greatly diminished
  • The literary inverted pyramid:
    • Start with the single most important fact, the one that the audience most know before learning more
    • Broaden the pyramid by constructing each sentence to build upon its predecessor
    • Present your facts in the order of importance, as if you might be cut off at any minute

Be extremely careful of the accuracy of your statements

A reputation for dependability and reliability can be one of your most valuable assets

  • Do not habitually guess when you do not know the answer to a direct question, lest you lose the confidence of your peers and superiors
  • If you do not know, say so, but also say, “I’ll find out right away”
  • If you are not certain, indicate the exact degree of certainty or approximation upon which your answer is based

In Relation to Your Supervisor

Every manager must know what goes on in his or her domain

A manager cannot manage successfully without knowing what’s going on

One of the first things you owe your supervisor is to keep him or her informed of all significant developments

The main question is: How much must a manager know – how many of the details?

  • In the majority of cases, the manager’s problem is to extract enough information to keep adequately posted
  • It is much safer to risk having your supervisor say, “Don’t bother me with so many details,” than to allow your supervisor to say, “Why doesn’t someone tell me these things?”
  • Your manager is constantly called upon to account for, defend, and explain your activities to others, as well as to coordinate these activities into a larger plan
    • Provide all the information that is needed for these purposes
  • In event of unexpected problems or failures, the best you can hope to do is to develop solutions to present alongside the problem, so that they can be implemented with the greatest urgency

Do not overlook the steadfast truth that your direct supervisor is your “boss”

Primarily you should be working for and through your supervisor, the manager to whom you directly report

  • If conflict arises, remember that resolving conflicts is part of every manager’s job, your supervisor’s included
  • Generally speaking, you cannot get by whoever evaluates your performance

Be as particular as you can in the selection of your supervisor

The influence of senior engineers and the engineer to whom you report is a major factor in molding your professional character

  • A properly selected mentor will have experience necessary to guide you through obstacles much easier than you can manage alone
  • What if the supervisor is lousy?
    • Either accept your boss as representative of a higher authority and keep plowing, or move to some other department, division, or company at the first opportunity

Whatever your supervisor wants done takes top priority

Your boss has good reasons for wanting a job done now

  • Unless you obtain permission it is usually unwise to put any other project ahead of a specific assignment from your own supervisor

Whenever you are asked by your manager to do something, you are expected to do exactly that

Violation of this law puts your trustworthiness at risk

  • Break this law only when you are certain that circumstances demand it, and that the others involved will agree with your decision
  • Whenever assigned to perform a specific task, you have two possible responses: you do it exactly as requested, or you come back and talk it over some more
  • It is unacceptable either not to do it, or to do something different instead
  • If you are concerned that the planned action isn’t worth doing as originally assigned (in view of new data or events), you are obligated to discuss the entire matter again, stating your intentions and reasons so that your manager can reconsider it
  • You will sometimes want to prove your initiative by doing not only the assigned task, but also something in addition thereto: these can be done in addition to your original assignment, and your drive and inventiveness will be immediately apparent

Do not be too anxious to defer to or embrace your manager’s instructions

In general, a program laid down is a proposal, rather than an edict

  • Keep others informed of what you have done at reasonable intervals
  • Ask for approval of any well-considered and properly planned deviations that you may have conceived

Regarding Relations with Colleagues and Outsiders

Never invade the domain of any other department without the knowledge and consent of the manager in charge

The rule applies particularly to:

  • The employment of a subordinate
    • There may be excellent reasons why that person should not be disturbed
  • Engaging the time or committing the services of someone from a different department or division for some particular project or trip
    • Do not step over the line without direct authority
  • Dealings with customers or outsiders, with particular reference to making promises or commitments involving another department
    • Managers of the department may have very good reasons not to want these promises made or not to be able to keep them
  • Performing any function assigned to another department or individual
    • The law is based upon three underlying principles
      1. Most people strongly dislike having anyone undermining their job by appropriating their functions
      2. The individual who is in charge of the job usually knows much more about it than you do, and chances are that you’ll overlook some important factor
      3.  Whenever you are performing the other person’s function you are probably neglecting your own
  • In general you will get no credit or thanks for doing the other person’s job at the expense of your own
  • If you put your own house in order first, then an understanding of and an active interest in the affairs of others will lead to promotion to a position of greater responsibility

In all transactions be careful to “deal in” everyone who has a right to be in

Most people do not like to be left out when they have a stake in the matter, and the effect upon morale may be serious

  • There will be crisis times when you have to move ahead with little regard for personal consequences, but you cannot do it with impunity too often
  • You should give others a fair chance to deliver on their own or else agree to have you take over
  • If you must offend in this respect, at least you should realize that you are being offensive

Cultivate the habit of seeking other peoples’ opinions and recommendations

As a beginning engineer, you must ask for help from others because you cannot possibly know all you must about your field and your employer’s business

This is particularly useful during a confrontation of any sort

  • A good first question to ask is: “What do you recommend?”
    • A warning: condescending attitudes toward others and their opinions are gratuitous and unwelcome
      • If you have no intention of listening to, properly considering, and perhaps using someone’s information or opinion, don’t ask for it

Promises, schedules, and estimates are necessary and important instruments in a well-ordered business

You must make promises based upon your own estimates for the part of the job for which you are responsible, together with estimates obtained from contributing departments for their parts

  • Even the most uncertain case can be narrowed down by first asking, “Will it be done in a matter of a few hours or a few months, a few days or a few weeks?”
  • You have a right to insist upon having estimates from responsible representatives of other departments
    • Make sure that you are dealing with a properly qualified representative
    • When you ignore or discount other engineers’ promises you dismiss their responsibility and incur the extra liability yourself

When you are dissatisfied with the service of another department, make your complaint to the individual most directly responsible for the function involved

Complaints made to an individual’s supervisors, over his or her head, engender strong resentment and should be resorted to only when direct appeal fails

  • Give the individual a fair chance to correct the grievance, make sure that they are aware of any dissatisfaction
  • There are individuals who would never forgive you for complaining to their supervisor without giving them a fair chance to take care of the matter
  • It is almost as serious an offense to send a person’s supervisor a copy of a document containing a complaint or an implied criticism
  • There are exceptions – just be sure you know what you are doing

In dealing with customers and outsiders, remember that you represent the company, ostensibly with full responsibility and authority

Most outsiders will regard you as a legal, financial, and technical agent of your company in all transactions, so be careful of your commitments

Part II – Relating Chiefly to Engineering Managers

The following is a partial list of basic commandments, readily subscribed to by all managers, but practiced only by the really good ones

Individual Behavior and Technique

Every manager must know what goes on in his or her domain

This applies primarily to major or significant developments and does not mean that you should attempt to keep up with all the minor details of functions assigned to subordinates

Do not try to do it all yourself

You must delegate responsibility even if you could cover all of the ground yourself

  • Executives should have their business organized so that they could be away on business or vacation at any time and still have everything go along smoothly
  • Don’t excuse yourself by saying that subordinates are too young or inexperienced: it’s part of your job to develop your subordinates, which includes developing initiative, resourcefulness, and judgment
    • Load them with all the responsibility they can carry without danger of serious embarrassment to any person or group
  • Where details matter, make sure that they are handled by engineers of appropriate competence and experience and that all considerations have been made

Put first things first in applying yourself to your job

Develop the habit of concentrating on the important things first: those for which you are held directly responsible and accountable

  • Assign these responsibilities top priority in budgeting your time; then delegate as many as possible of the items that will not fit into your schedule
  • Draw upon all available resources for assistance
    • Especially true in a large organization, where the service of others can almost always get an answer more efficiently than you could independently
  • There will be cases in which it would be wise for you to limit yourself, personally or as a business manager, to performing only those functions to which you can bring some special talent, skill, or contribution, or in which you enjoy some natural advantage
  • The common belief that everyone can do anything if they just try hard enough is a formula for inefficiency at best and for complete failure at worst

Cultivate the habit of “boiling matters down” to their simplest terms

Make it a practice to integrate, condense, summarize, and simplify your facts rather than expand, ramify, complicate, and disintegrate them

  • Getting to the heart of the matter is one of the most valuable qualities of a good executive

Do not get excited in engineering emergencies – keep your feet on the ground

Most crises aren’t half as bad as they appear at first, so make it a point not to magnify a bad situation

  • Do not ignore signs of trouble, but learn to distinguish between isolated cases and real epidemics
  • Hazards – human safety or environmental – warrant an immediate, aggressive response; potential liability demands it
  • Get the facts first, as promptly and as directly was possible. Then act as soon as you have enough evidence from responsible sources to enable you to reach a sound decision

Engineering meetings should neither be too large nor too small

Skill is required to manage a sizable meeting so as to keep it on the proper subject, avoiding long-winded digressions or reiterations of the arguments

  • It should be the function of the chairperson, or the presiding manager, to bring out the pertinent facts bearing upon the matter, in their logical order, and then to secure agreement upon the various issues by asking for general assent to concrete proposals, taking a vote, or making discretionary decision
  • Small meetings (three or four persons) can arrive at solutions much more effectively than large meetings
    • Drawbacks lie in that all interested parties may not be represented, and considerable mischief may result from failing to take account of significant facts or points of view
      • Strong resentment or discouragement may be aroused in the neglected parties
  • In general it is fitting, proper, and helpful to have present those whose particular territory is under discussion
  • A worthwhile guideline to observe is to limit attendees to two levels of the organizational structure, especially for working, decision-making meetings
    • A third or fourth level in attendance has no decision-making power anyway, practically speaking; aside from the exception of presenting information their presence is usually wasteful
      • If lower levels can make decision on the items being discussed, attendance by the higher level people is even more wasteful
  • In any meeting, face the issues and dispose of them
  • Count any meeting a failure that doest not end up with a definite understanding as to what’s going to be done, who’s going to do it, and when, and this should be confirmed in written minutes

Cultivate the habit of making brisk, clean-cut decision

This is the most difficult and important part of a manager’s job. It can be hastened by observing a few simple principles:

  1. Decisions will be easier and more frequently correct if you have the essential facts at hand
    • Keep well informed, or else bring out the relevant facts before attempting a decision
    • Ask yourself when in doubt: “Am I likely to lose more by giving a snap judgment or by waiting for more information?”
  2. The application of judgment can be facilitated by formulating it into principles, policies, and precepts in advance
    • Make up your own code, if you will, but at least have some sort of code
  3. You do not have to right every time
  4. The fact that a decision is difficult usually means that the advantages and drawbacks of the various alternatives are pretty well balanced, so that the net loss cannot amount to much in any event
    • It is frequently more important to arrive at somer decision promptly than to arrive at the best decision ultimately
  5. It is futile to try to keep everybody happy in deciding issues involving several incompatible points of view
    • Give everyone a fair hearing, but after all parties have had their say and all facts are on the table, dispose of the matter decisively even if someone’s toes are stepped on

When the factors are indecisive, ask yourself these questions:

  • Does it expedite and forward the undertaking, or doers it only produce procrastination and delay?
  • Is it fair and sure and aboveboard?
  • Is it in line with established custom, precedence, or policy? A good reason is generally required for departure
  • Is it in line with a previous specific decision or understanding? Even a good reason for making a change will sometimes not offset the impression of apparent instability
  • What are the odds? Can we accept the risk? How does the possible penalty compare with the possible gain in each of the alternatives offered?

Do not allow the danger of making a mistake to inhibit your initiative to the point of “nothing ventured, nothing gained”

  • Expect to make mistakes, take a few good risks now and then, and take your medicine when you lose
  • There are few mistakes that cannot be turned into profit somehow, even if only for the experience
  • Never mistake the true meaning of the statement, “Don’t be afraid to make mistakes”
  • Incorrect decision resulting in catastrophic consequences such as huge financial losses or personal injury will not be overlooked
  • Make clear-cut, swift decisions, but only if a mistake won’t create wreckage for your organization – and you

Do not overlook the value of suitable “preparation” before announcing a major decision or policy

It is good diplomacy to prepare the ground for such announcements by discussing the matter in advance with various key personnel or directly interested parties

  • Much embarrassment and bad feeling can be caused by announcing a major change or embarking upon a new program or policy without consulting those directly affected or those who are apt to bring up violent objections later on

Managing Design and Development Projects

Learn project management skills and techniques, then apply them to the activities that you manage

Examples include resource planning, calendar scheduling, and progress tracking

To manage projects properly you must plan your work, then work your plan

Project Management Institute’s Best Practices

  1. Define your project’s objectives
  2. Plan the job by:
    • outlining the steps to be accomplished;
    • defining the required resources, including people, money, and facilities;
    • preparing a definite schedule
  3. Execute the plan
  4. Monitor the progress and respond to deviations
    • Watch for bottlenecks; hit lagging items hard by applying additional time, money, and people
    • Revise your schedule as required
  5. Drive to a finish on time

Plan your development work far enough ahead of production so as to meet schedules without a wild last-minute rush

Everyone has the natural tendency to become preoccupied with one’s own problems and areas of expertise, and to underestimate or even ignore those of other departments of disciplines

  • Have foresight to offset this natural tendency
  • Plan the program early enough and provide for all stages in the process of getting it done

Beware of seeking too much comfort in planning your engineering programs

Too much preoccupation with the pursuit of security is apt to lead to greater danger and insecurity

You must take chances – bold and courageous chances – or else others will, and they will win out just often enough to keep you running, trying to catch up

  • Set a high mark and then work aggressively to meet it
    • With competent direction any representative engineering organization will work its way out of a tight spot under the pressure of the emergency
  • To minimize the risk inherent in aggressive programs, it is good policy to hedge against failure by providing an alternative, wherever practicable

Be content to “freeze” a new design when the development has progressed far enough

In general you have gone far enough when you meet the design specifications and budget, with just enough time left to complete the remainder of the program on schedule

  • There will always be new design improvements coming along, but it is usually better to get started with what you have developed on time, provided only that it is up to the specifications for features, quality, and cost

Constantly review projects to make certain that actual benefits are in line with costs in money, time, and human resources

Projects are often carried along by virtue of Newton’s first law of motion long after they could ever yield a satisfactory return on the investment

Make it a rule to require, and submit, regular periodic progress reports, as well as final reports on completed projects

Your business simply isn’t fully organized and controlled until you have established this practice

  • No other instrument is as compelling and effective in requiring an engineer to keep the facts properly assembled and appraised
  • Generally speaking, an engineering project isn’t finished until it is properly summarized, recorded, and filed such that the information can readily be located and used by all interested parties
    • An enormous amount of effort can be wasted or duplicated in an engineering department when this sort of information is simply entrusted to the memory of individual engineers

On Organizational Structures

Make sure that everyone has been assigned definite positions and responsibilities within the organization

It is detrimental to morale and efficiency when employees do not know just what their jobs are or what they are responsible for

  • Effect organization changes as soon as they become reasonably clear; changing them later is better than leaving people in poorly or improperly defined positions
  • Matrix organization links employees to at least two managers: one for a project and one for a discipline
    • Functional discipline supervisor usually has administrative authority over the employee

Make sure that everyone has the authority they need to execute their jobs and meet their responsibilities

Authority must be commensurate with responsibility

  • Ideally each individual should have full authority and control over all of the factors essential to the performance of his or her particular job (budgets, expenditures, and personnel)
    • Although seldom achievable, the amount of dependency on others should be kept to a practical minimum; increased dependency results in increased difficulty in getting things done
  • Encourage yourself and your subordinates to assume, albeit delicately, however much authority is needed to do the job

Make sure that all activities and all individuals are supervised by someone competent in the subject matter involved

Ideally, every novice engineer working in a technological area should be supervised by a veteran seasoned in the same area

  • Offer subordinates complete competence and instill in them the same when overseeing them in their technical activities
  • Complement yourself with other experienced people under your supervision, people who can properly judge what you cannot, thereby shoring up any breaks in your expertise
  • Assign technical as well as project responsibilities to every engineer in the organization, and then have the technical experts act as consultants for others
  • Conventional guidelines suggest having no more than six or seven people report to one supervisor
    • Never deprive an employee of adequate supervision because of a lopsided reporting structure

What All Managers Owe Their Employees

Never misrepresent a subordinate’s performance during performance appraisals

You have the obligation to do this as accurately as possible

It is also your responsibility to talk things over with employees if – and as soon as – you become sincerely dissatisfied with their work, or you recognize deficiencies that are working against them

  • Remember that she you fire someone for incompetence, it means not only that the employee has failed, but also that you have failed

Make it unquestionably clear what is expected of employees

Communicate explicitly the expectations on the job: it is not enough to hope for certain behaviors or performance from your subordinates

  • Follow up with monitoring and support

Promote the personal and professional interests of your employees on all occasions

This is the opportunity and the privilege of every manager

  • The interests of individual engineers ought to coincide with the company’s interests
  • It is to the company’s advantage to preserve the morale and loyalty of individual engineers
    • This has reached a healthy development when employees feel that they will always get a square deal, plus a little extra consideration on occasions

Do not hang on to employees too selfishly when they are offered a better opportunity elsewhere

You are justified in shielding your people from outside offers only when you are sincerely convinced that they have an equal or better opportunity where they are

  • Consider soliciting the opinion of the employee involved; it is his or her career, not yours
  • Select and train backups for all key personnel, including yourself

Do not short-circuit or override your subordinates if you can possibly avoid it

It can be very demoralizing to the subordinate involved when managerial authority is exercised without regard to the engineer assigned to the job

  • Once you assign jobs to your people, let them do those jobs, even at the cost of some inconvenience to yourself
  • You can do irreparable damage by exercising authority without sufficient knowledge of the details of the matter

You owe it to your subordinates to keep them properly informed

Hold occasional meetings to acquaint employees with major policies and developments in the business of the department and the company

  • Furnish engineers with ample background knowledge in their particular domain
  • There are occasions when it is worthwhile to send young engineers along on trips what they can get out of a job, regardless of how little they can directly contribute
  • Include interested individuals in introductions, luncheons, and so on, when hosting visitors

Do not criticize a subordinate in front of others, especially his or her own subordinates

This damages prestige and morale

Be very careful not to criticize someone when it is really your own fault

  • Did you fail to advise, or warn, or train the individual properly?

Show an interest in what your employees are doing

Inquire, comment, or otherwise take notice of your employees’ work – a little goes a long way

Never miss a chance to commend or reward subordinates for a job well done

A first-rate manager is a leader as well as a critic

  • Help, advise, encourage, and stimulate your subordinates
  • Never miss a chance to build up the prestige of your subordinates in the eyes of others
  • However, get tough when the occasion justifies it

Always accept full responsibility for your group and the individuals in it

You are credited with the success as well as the failure of your group – never pass the buck or blame any of your employees, even when they may have let you down badly

Do all you can to see that your subordinates get all of the salary to which they are entitled

Any recommendation or an increase in compensation must be justified on one of these three bases: outstanding work, greater responsibility, or increased value to the company

Do all you can to protect the personal interests of your subordinates and their families

Most employees will appreciate your honest, unprying interest in their lives outside of the workplace

  • In event of personal difficulties, offer your support
  • Respect the family and religious desires and obligations of your employees

Treat your people as human beings making up a team rather than as cogs in a machine

Managers who insist, at every opportunity, upon flagrantly displaying power over their subordinates by disrupting their personal lives can expect bitterness and resentment in return

Part III – Professional and Personal Considerations

A number of empirical studies of on-the-job excellence have clearly and repeatedly established that emotional competencies – communication, interpersonal skills, self-control, and so on – “play a far larger role in superior job performance than do cognitive abilities and technical expertise” (Goleman)

Laws of Character and Personality

One of the most valuable personal traits is the ability to get along with all kinds of people

The prime requisite of personality in any type of industrial organization; generally be good-natured and friendly and fairly consistent in observing the Golden Rule

  1. Cultivate the tendency to appreciate the good qualities, rather than the shortcomings, of each individual
  2. Do not give vent to impatience and annoyance on slight provocation
  3. Do not harbor grudges after disagreements involving honest differences of opinion
  4. Form the habit of considering the feelings and interests of others
  5. Do not become unduly preoccupied with your own selfish interests
  6. Make it a rule to help the other person whenever an opportunity arises
  7. Be particularly careful to be fair on all occasions
  8. Do not take yourself or your work too seriously
  9. Put yourself out just a little to be genuinely cordial in greeting people
  10. Give people the benefit of the doubt if you are inclined to suspect their motives, especially when you can afford to do so

Do not be too affable

It is a mistake to try too hard to get along with everybody merely by being agreeable or even submissive on all occasions

  • Do not give ground too quickly just to avoid a fight, when you know you’re in the right
  • You can earn the respect of your associates by demonstrating your readiness to engage in a good fight when your objectives are worth fighting for – just don’t make it personal
  • With subordinates it is unwise to carry friendliness to the extent of impairing discipline

Discipline is not resented so long as it is reasonable, impartial, and fair, especially when it is balanced by appropriate praise, appreciation, and compensation

Regard your personal integrity as one of your most important assets

Maintain the highest standards for honesty and sincerity of which you are capable

  • The reward for uncompromising integrity is confidence: the confidence of associates, subordinates, and outsiders
  • Let your word be your bond, and your motives lie above question

Never underestimate the extent of your professional responsibility and personal liability

An engineer is uniquely positioned with the power and knowledge to create, identify, avoid, and correct problems

  • You contribute to making decisions, whether the results are good, bad, or catastrophic
  • Approach all of your engineering systematically, especially when developing new products, processes, or equipment
  • Identify and apply the requisite expertise to all engineering activities
  • Be aware of and use applicable codes and standards
  • Use established procedures for design reviews and failure analyses
  • Keep records of your and your department’s engineering activities

Let ethical behavior govern your actions and those of your company

Having the courage of your convictions includes having the courage to do what you know to be right, technically as well as ethically and morally, without undue fear of possible criticism or of the need to explain your actions

  • Know what is ethically right, both for you and for your company, and then act appropriately

Regarding Behavior in the Workplace

Be aware of the effect that your personal appearance has on others and, in turn, on you

Three rules of thumb will serve you well:

  1. Look at how those in the positions to which you aspire are dressed and groomed, then follow their lead
  2. Dress appropriately for the occasion, whatever it is, including everyday work. When in doubt, slightly overdressing is prudent
  3. Conservative styles and colors in clothing as well as conservative grooming will never be wrong, at least in most engineering circles
    • Clothing should be clean, well-fitting, and in good condition
    • Hair and nails should be clean and well-kept
    • Perfumes and colognes should be used sparingly, if at all, in the workplace
    • Men should pay particular attention to shaving habits and the trimming of beards and mustaches

Refrain from using profanity in the workplace

Not using profanity will never be offensive to anyone

Take it upon yourself to learn what constitutes harassment and discrimination – racial, ethnic, sexual, religious – and tolerate it not at all in yourself, your colleagues, your subordinates, or your company

There is no room in the workplace for harassment or discrimination of any kind

  • Confronting a colleague or subordinate on such matters must be handled discretely and delicately
  • Whether you are a target or an observer of suspected harassment or discrimination, you may choose to informally approach the alleged offender directly, but any formal discipline should be handled together with your manager, personnel department, or both

Beware of what you commit to writing and of who will read it

Be careful about who gets copies of your letters, memos, and messages, in whatever form or medium they are created, especially when the interests of other departments are involved

  • If a message is to be distributed widely or if it concerns manufacturing or customer difficulties, you’d better get a higher authority to review and approve it before it goes out
  • Once you have issued something in writing, you will have relinquished control of its distribution and its life
  • Anger, malice, disrespect, and ridicule toward another will be remembered in written documents forever, which may be long after you wish they had been forgotten

Beware of using your employer’s resources for personal purposes. It may be considered suspicious at best, and larcenous at worst

Whenever you use your company’s property, equipment, or supplies for anything other than company business, you risk suspicion

  • Your employer has every right to investigate your behavior, including examining all of your personal domain at work for any evidence of misconduct
  • For what little you will likely gain by appropriating anything of your employer’s assets, in the end it is not worth the risk, even if only to your integrity

Regarding Career and Personal Development

Maintain your employability as well as that of your subordinates

If your skills and knowledge are valuable only to your current employer, you are in trouble

  • Be an adherent and a proponent of life-long learning
  • You must find ways to keep up-to-date on new technology in your field regardless of how much or how little your employer supports you

Analyze yourself and your subordinates

Simply recognizing that people are remarkably different will help you accept different personalities as normal, and not to view them as somehow wrong

Consider when and how much managerial and administrative responsibility is appropriate

  • It has been assumed that any normal individual will be interested in either
    • Advancement to a position of greater responsibility
      • There should be other ways of rewarding an employee for outstanding accomplishment, outside of increased executive and administrative responsibility
        • People are sometimes surprised to find that they are much less happy in a new, higher-level job than they thought they were going to be
        • It by no means follows that a good engineer will make a good manager
    • Improvement in personal effectiveness as regards quantity and quality of accomplishment

Do what you do best; you will also be the happiest

  • Try to improve your best traits and make them the most visible

Conclusion

It will pay for you to contemplate at least a little of the rules of the game to develop your own set of principles and practices to guide you through your professional career

To engineers interested in improving their professional effectiveness further, study in not only technical, but also in professional and administrative subjects is recommended

On Choosing a Chamber Vacuum Sealer

I found the following comment influential as I was choosing my first chamber vacuum sealer. Slight modifications have been made from the source to improve on clarity.

The three most important components that differentiate a quality vacuum chamber sealer are the pump, the pump, and the pump.

A dry pump will not pull nearly as high a vacuum as an oil pump.

An oil pump will last far longer than a dry pump.

All pumps slowly lose their maximum vacuum with use, but dry pumps will do so much faster than oil based pumps.

Busch pumps are at the top of the food chain, followed by DVP, followed by the VP mystery chinese oil pump, in terms of quality and maximum vacuum.

Serviceability is another major issue. Busch pump parts are widely available, and the pumps can be restored to “new” condition for about $375. The lower end Busch pumps (16 and 21 m3/minute) found in the smaller chamber machines are rated for 730,000(!) cycles prior to a rebuild. Good luck getting that VP pump fixed in a few years.

While price is not always an indicator of quality, it is worth noting that the smallest Busch pump (just the pump) costs more than a VP210.

Personally, I’d rather spend $2,000 on a Busch pump based machine that will, in a home environment, probably last forever, than $1,250 on one with a questionable, perhaps impossible to repair pump.

As to the other features like vacuum by percentage, vacuum by H2O sensor, soft air, gas flush, etc…they’re nice to have, but it’s the pump that matters most.

Source: GlowingGhoul on eGullet.org forums, http://forums.egullet.org/topic/137429-chamber-vacuum-sealers-2011–2014/?p=1853446

The only problem with following this advice is that you won’t find Busch pumps in entry-level chamber vacuum sealers.

They are featured in Henkelman’s vacuum sealers (http://www.henkelman.com), but these retail for several times the price of entry-level units. Such an investment puts the best pumps out of range for most home sous vide enthusiasts.

GlowingGhoul might say that I’m taking a gamble on my decision to order the VacMaster VP215. The good news about the VP215 is that there are replacement parts available for it. I can purchase a replacement pump to keep on hand for when the original pump does fail.

The comment is still useful.

How a Prisoner Funds America, Analysis

I am hashing through Redemption Movement materials that have been sent to me by WW. He is still trying to wrap his head around the lie that has been sold to him since his incarceration. Copied text appears in blockquotes: anything that appears outside of blockquotes is my writing.

Source: http://educate-yourself.org/cn/prisonersfundamerica03oct04.shtml

How a Prisoner Funds America

[Editor’s Note: In the mid 1990’s, I began finding out information about an educational process called ‘Redemption’ which referred to taking back your sovereign rights as a natural born citizen of America due to a deception that was perpetuated on the American people by the Illuminati during the 1930’s.

I’m going to come back to this for fun later, but there really are people who believe this.

A number of legal ‘fictions’ were created at that time by federal fiat that declared that the U. S. was in a state of bankruptcy and that a ‘policy’ would now take over that established all legal matters-from civil to criminal-to be under the jurisdiction of the Uniform Commercial Code, the UCC, which is created by statutory laws (‘laws’ created by legislatures without approval -and usually without knowledge-of the general public), in place of Constitutional law which was created with the approval of the American people.

Believers of the Redemption Movement cite House Joint Resolution 192 as revealing the supposed bankruptcy of the United States.

This fiction took you, the flesh and blood creation of God out of the picture and substituted in your place something called ‘the straw man’. Whenever you get a summons to appear in court, your name is printed in all capital letters because that is how the ‘straw man’ is distinguished from the flesh and blood, God-created man. Since you show up and answer to your all-capital name on the docket, the court accepts you as the ‘representative’ of the straw man and proceeds to play the game with you. If you don’t show up, they’re still arrest you for failure to appear, because the state has already recognized you as the representative of the straw man-unless you learn how to break that connection (called a ‘nexus’) and take back your straw man from state ‘ownership’.

This passage establishes how the farce became known as the “Redemption Movement” – it stems from the desire to redeem the “strawman.”

I know it sounds complicated and you weren’t told a thing about it, but I did tell you it was a deception, remember?

If you don’t realize that you are ‘owned’ by the state, then consider this: whenever you go to a car dealer and buy a new car, the deed (from the manufacturer) of that car is sent by the car dealer to the Secretary of State of the state in which you live. It’s recorded and then destroyed. You, in turn, are given a title of certificate by your state which says that you have a legal right to possess and use this car which is now owned by the state who received its deed.

This would be great if not for the fact that deed and title are used interchangeably here.

For those who are unaware: by the time that you see your new car at a car dealership, it’s already got a title on it. The owner of that vehicle is typically a bank, with which the car dealership has a line of credit. Ask anyone who has worked at a car dealership, particularly those individuals in their finance departments. They will have seen a representative from the bank coming around to inspect the vehicles at one point or another.

The manufacturer of a vehicle does not issue titles, nor do they issue deeds. Vehicles don’t come from the factory with legal documents. Those documents aren’t then delivered with the vehicles to the car dealership. The original (first) title on any car goes to whoever purchased it. In the case of a car at the dealership, the name on the title is probably a bank. If the car was purchased in cash and built to order for the buyer, then the title will reflect the name of the original buyer.

The state has no such ownership over the vehicle. Your title states that you own the vehicle. If you financed the vehicle, a lien will appear on the title. Lienholders have rights to the vehicle so long as the lien is in effect.

Your ownership of the car is an illusion, the reality is-the state owns the car.

Patently untrue.

Same for a marriage licence. You are asking the state to give you permission to become man and wife.

No: by seeking out a marriage license, you are making a public record that you are entering into marriage.

By seeking out said marriage licence, you are affirming to the state that your are slaves of the state (“chattel”) and you recognize that the ‘massah’ has authority over you for such things, otherwise you wouldn’t be asking for its ‘permission’ in the first place. Beginning to see the big picture, Bunky?

Bunky, if you are still nodding your head in agreement with the editor, keep reading. Otherwise consider yourself learned.

To learn more, type in “redemption + straw man” into Google and see what comes up. Don’t forget, the debunkers are there too to dissuade you about the Redemption process, so don’t let a little sand in your eyes throw you for a loop…Ken]

Yes, someone is lying. Is it the followers of the Redemption Movement?

By Lynn Schmaltz
http://educate-yourself.org/cn/prisonersfundamerica03oct04.shtml
October 3, 2004
Hi–here’s some interesting research on ‘crimes’.

Ready whenever you are, Lynn. Oh, you wrote this ten years ago?

It appears that all crimes are commercial and have a commercial value to them.

Wait – all crimes are commercial and have a commercial value to them? What is that supposed to mean?

It makes you look at improvements to the freeways, cities and towns in a different light…….especially when those improvements are funded by ‘municipal bonds.’ You’ll also understand why there’s no hurry to end the war in Iraq, and you may ask the question “who is shooting whom?” Take care, Lynn

OK, take it away!

**********
Gxxx is investigating more into the criminal jail/prosecution aspects. The results are incredible.

Let the results speak for themselves.

His strawman is currently on probation from activities that were the result of Cxxxx prosecution of 17 to 18 people who were attempting to help patriots to buy Cadillacs. He was put in jail for a year, then a half way house.

G’s strawman was put in jail, or he was put in jail?

He’s been researching admiralty. When he was ready to leave the half way house he was caught on the computer creating a bill of exchange and the guards and matrons thought it was criminal activity so they jerked him back into jail for violating his probation for putting a blank bill of exchange.

It’s questionable whether this blank bill of exchange was backed by anything of substance

Jxxx had advised him that he had to quit fighting these people or he’d be in dishonor under admiralty and he had to keep raising questions rather than fighting and denying the charges.

I don’t think that this has anything to do with admiralty. Citizens are read their rights in rather precise language. Anything you say or do may be used against you in a court of law.. Meaning shut up and don’t do anything stupid. Or ask rhetorical questions.

He was only in jail about 4 or 5 days and when they tried to interrogate him to get him ready for his hearing where the judge would eventually put him back into prison. He started using the correct tactic of accepting and asking questions. He got the prosecutor (assistant) to throw up her hands and scream he was too smart for her, to just get out. He’s been in a half way house since May.
The last time he had a probation hearing with his officer in Cxxxx, he’d gone to the meeting personally.
Before he went, he’d written a letter to her, the judge, the prosecutor, and others, and said that he requested that they deliver to him the bonds from CUSIP which were being used to underwrite his time in prison and his time on probation. He wanted them to deliver the bonds being held by CUSIP and other government agencies so he could accept them for settlement and closure.

Why would it be their business to retrieve bonds which were allegedly being held by CUSIP? If G was confident that these bonds were held by CUSIP, why didn’t he get them from CUSIP?

When he went to his probation officer meeting he was disappointed because his probation officer wasn’t there to meet with him. He filled out a form and left. It seems that no one wants to talk with him or meet with him now that he’s asked for the CUSIP bonds so he can settle and close the bonds.

Is it possible that his tactics are wearing them down?

CUSIP is an acronym.

Yes and no; CUSIP:
– is a 9-character alphanumeric code that identifies a North American financial security for the purpose of facilitating clearing and settlement of trades.
– is an acronym derived from the Committee on Uniform Security Identification Procedures, a committee of the American Bankers Association
… but so what? WASP is an acronym. USA is an acronym.

Gxxx is telling us that all criminal prosecution is for the purpose for raising revenue for the United States of America and he’ll tell us who that is.

Looking forward to it, G.

Now you’ll have a better understanding of why people are in jail, why they are in prison, why they are on probation and why they are charged with everything from jaywalking on up through murder one.

It might be a stretch here, but might it be because these people have broken laws?

Jack further heard from others researching, and Gxxx is also saying that every American soldier who dies in Afghanistan and Iraq probably carries a $10 million life insurance on him carried by our government.

Cursory research reveals that there is a Servicemembers Group Life Insurance (SGLI), but this is not paid to the government. Jack and G are operating under hearsay on this topic.

After all, every soldier, marine, or air force person is an asset to the United States of America. They have a huge investment in that particular soldier and his activity and it can explain why it is that the US is not so anxious to withdraw its troops from that area.

An asset to the one is a liability to the other. Unfortunately, this statement does not say much..

It’s a money making activity and they don’t want to talk about the fact that they are making money on death and that they are making money the incarceration and imprisonment on otherwise good hearted people.

What logic lead to this conclusion?

Gxxx:
The key to finding out what you want on the Internet is knowing how to put it into the computer. If you put the right information in there, you get the right answer. He’s been finding out who the investor is, the 144 holders

Investor in what? (it appears that there is a Form 144)

They have a rule called the 144 holder.

Who are they?

The rule is that they can’t sell private investment securities that are not registered. The rule prohibits them from selling the prison bonds.

OK – G and Lynn Schmaltz are telling us that prison bonds can be traded. This is getting interesting.

They have to wait 6 months before they can sell a certain quantity of private securities without being registered, selling them as private securities.

This is probably written in Rule / Form 144 somewhere.

Basically there are 8 people on the board of directors of CCA (Corrections Corporation of America)-Joseph E. Russell, the top holder, and John M Ferguson. Russell owns 64,000 shares of CCA stock which is worth about $70 million. Ferguson owns 34,000 shares valued at about $37 million.

Corrections Corporation of America is a real entity that is involved in the prison game. It appears that today, insiders own $32.84 mil of stock in Corrections Corporation of America (CXW). Source: http://investors.morningstar.com/ownership/shareholders-overview.html?t=CXW&region=usa&culture=en-US&ownerCountry=USA

Fidelity Management and Research is the top stock holder, the top investment firm that is selling the bonds as investment securities.

As of today, this is not the case. I’m showing that Vanguard Group, Inc. is the top institutional shareholder with nearly 16 million shares. Fidelity comes in second with nearly 6.4 million shares. Both companies are investment firms, but nowhere has it been established that prison bonds are investments or marketable securities. Source: http://investors.morningstar.com/ownership/shareholders-major.html?t=CXW&region=usa&culture=en-US&ownerCountry=USA

They pool them and sell them as mortgage backed securities.

A mortgage backed security is just that.. A security that is backed by mortgage payments. I’d venture a guess that G and Lynn are clutching onto buzzwords here.

They also when they pool them, they sell them as mutual funds on the stock market.

Mutual funds don’t get traded on the stock market. G’s not looking too sure of himself with a statement like that.

By pooling you mean the securities on the inmates.

What securities? Oh.. Let me guess – the CUSIP allegedly tied to their social security numbers, right?

What they are doing is they are actually taking the mortgage backed securities, which are really bid bonds, performance bonds and payment bonds. They pool these bonds and when they pool them together they call them mortgage backed securities.

No.

They take these to TBA which is the Bond Market Association. It’s an actual market for bonds.

Bullshit. To be announced (TBA) is a term used to describe a forward mortgage-backed securities trade. The term derives from the fact that the actual mortgage-backed security that will be delivered to fulfill a TBA trade is not designated at the time that the trade is made. Source: http://www.investopedia.com/terms/t/tba.asp

Where does the Bond Market Association come into this? The settlement procedures of mortgage-backed securities TBA trades are established by the Bond Market Association.

TBA is not a market for bonds, nor is the Bond Market Association.

Anytime a bond is issued there has to be an underwriter. The bonds have to be underwritten. Bonds that are issued have to be indemnified so there has to be surety (spelling?) to indemnify the bonds. The brokerage houses and the insurance companies indemnify the bonds. They’re called surety companies.
After the surety companies indemnify the bonds, which is underwriting them, they do this through an investment banker or the banks themselves do this. They job it out to them. They buy up all these shares and turn around and sell them as investment securities. The shares represent the stock which represent the account of CCA. All of this has been funneled through CCA, the Corrections Corporation of America. What they are doing is selling stock in the prison system by selling the prisoners’ accounts as securities through the securities exchange.

Just to get this straight.. G is claiming that the Corrections Corporation of America is buying up all these shares (of what?) and selling them as securities. Specifically, they’re packaging these shares into mortgage-backed securities. And these shares are made up of prisoners’ accounts. Those accounts being their strawman’s accounts. Right.

They are making huge amounts of money off it. They privatize the prisoners’ accounts and bring all these investors in and what they are doing is underwriting all these prisoner’s accounts (bonds). This is after the surety company guarantees the bonds. Then they are underwritten through an investment bank or banker. Then they are put out on the market and resold to the public. In other words the banks are buying up all the shares and then they resell them as investment securities to the public. The public them buys them as mutual funds or they can buy them as debt instruments, equity instruments. What they are really doing is they are buying up debt instrument. They are using the fiscal accounting cycle of accrual and they sell the prisoner’s ‘capital and interest’ as it is called in accrual accounting. They resell these to the public because the prisoner did not do full settlement and closure on the account.

There is no account. I said it.

They sell the prisoner accounts as a commercial dishonor and sell it to the public as a commercial dishonor.

For the record, G is pulling strings from the U.C.C., specifically the part on dishonor pertaining to negotiable instruments.

When you go in the courts they always say they are operating under a statute jurisdiction. The Black’s Law Dictionary 4th edition says a statute is a bond or obligation of record. That’s what all the criminal statutes are……..bonds or obligation of record. Go in and read the definition of a recognizance bond and you find that it is a bond or obligation of record. They are selling bonds. They are charging prisoners under a bond; the prisoner signs the bond and the bond becomes the agreement for the payback. This is done when the prisoner signs the final court papers at a sentencing hearing.

Individuals within the Redemption Movement love the fourth edition of Black’s Law Dictionary. Supposing that the fourth edition does include this definition of “statute,” amongst others, it’s possible that a criminal statute is really a criminal bond or obligation of record. However, is this bond the same bond as is traded in financial markets? It strikes me that G’s entire argument hinges upon this one word.

Just: how many of us remember when our government attempted to finance from the private sector during the second world war? Weren’t they selling war bonds? They were soaking up the people’s equity in terms of buying bonds, transferring your funds to the government. The government by purchasing those bonds, was promising to pay you back your investment at sometime in the future with interest.

I remember WWII like it was yesterday. And yes, bonds represent a financial obligation.

At that time what they were collecting from the people was their so-called cash equity. What Gene saying now is that people have gotten too poor, too stingy, too smart to buy bonds to finance the government.

G is actually Gene. Cool. Gene may have been poor, stingy, maybe too smart for his own good.

How long has it been since you heard the Post Office or anyone trying to get you down to buy US savings bonds? So what they are doing now instead of getting us to voluntarily give our cash equity to the government for a promise to be paid back in the future, they are securing from us some violation of a statute by which the law ascribes from us a penalty; i.e., the payment of a sum of money due.

When you break the law, there are consequences.

Instead of collecting the cash from us, they put us through a criminal procedure where we dishonor the system and what Gene said is what is happening is they are selling our capital and our interest.

Actually, you can pay (in cash) for breaking some laws. Others will have you put through a criminal procedure, and it’s entirely your own damn fault if you dishonor the system. You could always be honorable.

Gene’s point was flimsy at best.

In other words, they are selling the liability you had in whatever charge was brought against your strawman. They are taking that capital and interest that you should pay and are grabbing that from us and selling it on the open market to bankers and investors to transfer their funds to government which is covered by the bond of the violation of your strawman of that statute. In order to secure the bond the living soul is placed in prison as the surety to back the bond which is financed on the investment of the public market place in terms of the sales of stocks and bonds.

Here’s where things get very interesting. There have already been some pretty generous assumptions made in the course of establishing “all crimes as commercial” and in painting the notion of prison bonds being securitized. By sticking a living soul into prison, what capital have we taken in? What interest is accruing to collect upon?

The public doesn’t directly bid on my (the prisoner’s) debt. Your debt is assumed by the bankers.

Who owns the banks?

The bankers issue secondary paper that allows me to invest in what they are holding as the holder in due course of the claim against your strawman. The reason they are doing this is because you dishonored the post settlement procedures for settlement and closure of the account.

Nope. Again – what account? How did you dishonor the procedures for settlement and closure of this account?

The prisoner should have come in and accepted and used his exemption.

What exemption is that?

Since the prisoner dishonored the post settlement proceedings, then the prisoner is in dishonor and the issuance of the bonds by the financing system was done in order to pass the punishment on to him because of his inability to fulfill his post settlement objectives.

See above

If you get into to dishonor by nonacceptance, what they are trying to do is get an acceptor which is the same thing as a banker. They need someone to pay off the obligation and if you get into dishonor, they sell your dishonor and put you into prison as the collateral and they sell the bond. The bond is issued and they get a surety to underwrite the bid bond with a performance bond and then they get an underwriter to underwrite the performance and payment bonds. What the performance bond does is it guarantees the bid contract, or the bid bond. What the bid bond does is guarantee the payment of the performance bond. This is done through a surety company. Then they get an underwriter or an investment banker to underwrite it. After it’s underwritten, they sell it to the public as investment securities, debt instruments, or mutual backed securities.

*hand-waving*

It’s all done through bonds…bonding. That’s what all these municipal bonds are. What they doing is following everything through the prison system. The prison system is being privatized. Through privatization , private enterprise can fund the prison system cheaper than the government can. They are subsidizing everything through privatization.

Ignoring the whole nonsense about the bonds, this person is onto something. The prison system is being privatized, and you should be glad that it is if you don’t like big government.

ALEC does this; the American Legislative Exchange Council, promotes privatization through foundations like the Reason Foundation owned by David Knott. They get the foundations to promote this and gets investors to come in. Cornell was merged with Trinity venture Company which is an investment company. What they did was change their name to Reid Trinity Venture and then merged with SB Warburg. (Warburg was out of Germany or France and partnered with Rothschild). SB Warburg is in Chicago, Illinois, and they merged with BIF in Switzerland, which is a settlement and closure bank, and the biggest bank in the world for settlements. They are connected to Cornell Company which is owned by David Cornell.

Whenever you want to spice things up, mention the Rothschilds.

Everyone is tied in.

For argument’s sake, sure.

Paine Webber Group is the United States of America and all the big international corporations are the stockholders and own all the stock in CCA.

Did you catch that? The claim is that Paine Webber Group is the United States of America. And that all the big international corporations (hand-waving) own all the stock in Corrections Corporation of America. Which, by the way, is false as evidenced by looking at the major shareholders of that company.

Everyone is using our exemptions on the private side.

Who? What exemptions?

They filed a 1096 tax return and show it as a prepaid account, as prepaid interest and they returned it back to the prisoner.

Oh, now we’re talking taxes.. Where’s the record of this taking place?

They took the prisoners deduction for the exemption and they deduct the tax and the IRS bills the prisoner for the tax.

I’m pretty sure that the prisoner will be able to produce a record from the IRS then, right?

So the corporations are stealing your exemption which is your intellectual property.

What a load of horse dung. You’re filing taxes, not inventing a better mousetrap.

What’s wrong with this? They are not telling us what they are doing.

Let me guess – you connected the dots yourself?

It’s all commercial. When you go into the court room everything is commercial.

Again, this was established on flimsy grounds.

Vxxxxx in her seminar says the facts don’t matter, the facts are on the moon.

Is V trustworthy?

What matters is honor and dishonor. The courts have to dishonor the potential prisoner or get that ‘person’ to argue or get that ‘person’s’ attorney to argue. Just like Martha Stewart. Argue and you’re in dishonor and you’ll end up in jail.

Wrong. Martha Stewart broke a law. There was evidence that showed her engaged in insider trading. Any fool knows that.

The attorneys are actors to make us think the whole process is a factual issue.

If there’s one thing that never ceases to amaze me, it’s how people manage to rope others into believing that our American attorneys have sworn allegiance to the British crown. More on that, later.

They get us into the guilty/not guilty mode and they get into all the cloak and dagger or what evidence to present.

Well look, at least you’re innocent until proven guilty.

It’s a dog and pony show to cover up that they are after the debt money.

*sigh*

All corporations work on a fiscal accounting year which means that they spend debt.

By nature of the fiscal accounting year, corporations spend debt?

They can’t get rid of the debt and balance the books unless they run it through our accounts on the private side.

What led to that conclusion?

We the people run on a calender year and the corporations run on the fiscal year.

Making corporations sound pretty alien

They can only balance their books is to run it through our accounts using our exemptions. Then they can do their reverse bookkeeping entry and go to post settlement and closure.

How are they using your exemptions? Are they doing it without your permission? What are we settling here?

They can’t do that until the prisoners do the cceptance (if they do it). That what they are looking for in the court room under 3-410 is the acceptor. That means we are assuming the liability for the debt as the principal. A lot of times with debt the principal is always the primary libelant in the commercial setting. He has to assume the liability and then you get your remedy. Otherwise you don’t get a remedy.

3-410..

They sell your account to some corporation while you’re sitting in prison.

This document was meant to show how exactly this was taking place, but so far we’ve gotten nothing of substance.
How many times has government ever had a case against anyone.

Every single federal case. If you haven’t gotten to that level, it’s because you’re just smalltime.

The attorneys have to attempt to get you to go right into argument and trial and go into dishonor.

Your attorney knows that your only shot at getting a lighter sentencing is to play nicely at the trial. If the facts in the case weigh in your favor, then you get off free or with a lighter sentence.

Axxxx was given documents from Redwood Trust on a mortgage foreclosure. She did an conditional acceptance and she did a heck of a job. She stopped them cold and they took the property off the market. At the end she said if they didn’t answer her within 14 days she was going to resort to notarial protest and get remedy for dishonor.

Conditional acceptance form letters are strewn about the internet on various websites promoting the Redemption Movement.

She went into the fact that their charter doesn’t allow them to loan credit, she wanted to know the name of the company who was the source of the credit, she wanted the name of the account number, she wanted certified copies of the font and back of the promissory note.

She read their charter, I’m sure…

She was trying to get them to divulge that it was her secured party creditor that was the source of everything they were doing.

Who is her secured party creditor?

She was forcing them to admit that it was her promissory note that was the basis of the credit instrument that they loaned and that they had already sold the note to someone else and they didn’t have it in their possession.

What promissory note did she possess?

What they do is they sell the notes just as they do when you go into prison.

See above… Lynn fails to make a convincing argument that a prison bond is a marketable security

They endorse the note and they no longer the holder of the note. The mortgage company wasn’t involved in this process….the attorneys are doing all this. What they are doing is coming to the private side to get the debt without any permission from the mortgage company.

Again, emphasizing that attorneys are evil and in bed with corporations.

IN this case they quoted from the UCC, and it’s from Lex Mercatoria, the Law of the Merchant.

What was quoted from the UCC?

If you read John Hall’s book, it talks about letter Rogatory, indictments where you are indicted and brought into the court under a warrant. What the warrant is, is a demand for payment of debt.

Not all warrants are demands for payment of debt.

What they did under admiralty in the court room is they are demanding payment. You sign a bond to be released until the civil complaint is prosecuted and then they release you under the bond until civil bond is prosecuted. If you didn’t pay the debt they put you in prison until the debt is paid. They use the same terms in this practice book from 1700. This is an actual practice book. It was written by Courts Practice who worked in the Court of Arches for the Crown as a registrant. This is a private book, not meant for public viewing. It laws out the whole practice of admiralty during the American Revolution.

Not going to budge until I see evidence of this book. Until then, it sounds like Lynn has access to very privileged, very old information.

Hall translated this and put it in put it in district court in Maryland in 1809. This was written in 1692. It’s an actual practice. Benedict is not a practice; it gives information about what admiralty is.

Source?

Admiralty is all debt and it’s all civil;

What is admiralty law? Admiralty law deals with maritime questions and offenses. We’ve not yet established why admiralty law applies to us landlubbers. That will come in a future post.

it becomes criminal when the prisoner gets a contempt charge when he refuses to pay. They can keep you in jail until you pay the debt. The initial get out of jail bond releases you until you’ve successfully paid the debt.

We should talk more about criminal procedure, as I’m certain that there are misunderstandings being expressed in this writing.

This book goes into the history and practice of admiralty. It tells how to set the bond, and do court room procedure. The laws haven’t changed; the circumstances of the government have changed so admiralty can be applied instead of constitutional law. Warden comes from admiralty-warden of the sea. The warden is the warehouse man who is warehousing all the goods; he’s the bailee. The commitment order is your bailment, your contract for the commitment of the goods. Then they put the goods in a warehouse and store them there (prisoners stored in prisons, just like the people stored in the pods in the movie, The Matrix).
Lynn Schmaltz

Lynn Schmaltz should consider writing children’s fiction. Her email is riddled with holes and arguments that rely upon liberal interpretations of outdated sources.

Only a certain type of desperate individual would exclaim, “Aha! My questions have all been answered, and thanks to Lynn Schmaltz, I now understand how prisoners fund America!” I urge anyone who dares venture further into texts belonging to the Redemption Movement to maintain objectivity.

As for further discussion of why followers of the Redemption Movement believe admiralty law to be the dominant law in courtrooms, this is a question for another time.