Why I Left Chrysler

Why I left Chrysler
Came back to Chrysler after layoff and increased production from approx.750 units a day to 1130 units a day..Someone said they did not want to bring the whites back. I Kept the assembly line running in Assembly area. Increased production by 400 units a day and facilitated the sale of the “scrapped” assembly line to the Russians. (GAZ). The assembly line was scheduled to be scrapped but the Russians bought it instead for over 100 million. (Thanks to my production increase) Shortly afterwards an electrician slipped me a mickey made of toxic brew and I almost died and nobody cared so I took the buyout and left. They did get Roger Painter and no-
one knew any better. even an extra 230 units a day comes to an increase of 4,600,000 in daily productivity. Meanwhile oil prices hit 148.00 a barrel and the CEO found himself flying a corporate jet to congress to ask for a multibillion dollar bailout. I lived after the poisoning and some even referred to me as Lazarus. Since the company was bankrupt and taking train loads of workers away with buyouts, I simply hopped on the buyout train and left when no one was looking. I can not say exactly when the Germans dumped the company and got out but it was very close to the time an article appeared in the paper about In 1997, Pearle Vision bought out the 150-store Nu Vision chain in Michigan.[1] The CEO of Home depot left (with 200 million) and showed up at Chrysler but said he would not take a wage. I still do not know why Steve the electrician wanted to poison me. It could be simply a psychopath with parents that are multimillionaires looking for fun.
One might have thought the poison was a drug and it did appear as though when the last of the model cars were being made (as it was changeover) somehow the FIS System (Factory Information System) was turned off for about 45 minutes while cars were being built. It appeared as though someone rolled off with about 800,000,00 worth of cars right under everyone noses. It turned out Max. line speed at 1 unit every 47 seconds on the former assembly line.

The Future Of RF Tags and the Future Of Transportation.

Working at Daimler Chrysler and seeing how easy it would be to shut of FIS system and run cars off the line without having any accountability made me think of using RF tags on various automotive parts to keep track of vehicles if necessary. RF tags would check in automatically at the dealer reporting vehicle information directly into the local computer system. It might be possible that they can be used for pay toll road access and even automatically deducting funds from vehicle account or social security account.
Fed Ex and United Parcel could have greater ease of automatically keeping status of inventory. Anyone who used a scanner type system can understand the frustration that can occur and the need for more workers to utilize the system.
As far as vehicles is concerned and the concept of energy supply and costs automotive managers will need to take a deeper look into converting over to a comprehensive rail road system. If automotive companies were to step up to the plate they can be in the drivers seat and take the profits from the Alternative technology.

Conveyors At Daimler Chrysler

Working at Daimler Chrysler one of he regularly scheduled duties was to climb up the ladders going to the overhead conveyors and check and report the status of the conveyor chain slack.  The conveyor chain is what drives the car bodies using gear boxes at various locations. Over time The chain streches as air cylinders hold back pressure on the chain. If the chain streches too far it will make a limit switch shutting down the conveyor. Normally millwrights will remove a few links of chain as necessary to keep the limits from making contact. If it happens during production they can just move the limit switch further away temporarily. I remember a time when the electricians would hit the start buttons 30 times and could not figure out why the conveyor would not start. It happened every 2 to 3 weeks and several locations were in constant upkeep.

Working In The Basement Of Paint At Daimler Chrysler.

Working at Daimler Chrysler paint shop for 8 months. Most of the time I worked in the sludge department. Sludge was (paint over spray) was processed and pumped out to waste treatment. One day for some reason the panel for controlling the pumps to waste treatment failed and rafts could not be done and waste was building up in the sludge tank. There was talk of reloading the PLC program but that was not getting done for some reason. I talked to the Boss and told him to bring the laptop with the PLC program for that particular panel. He readily located the floppies and laptop so I instructed him to explore the program and I would tell him when to stop. He scanned through the program and I recognized the area in the panel and the offset numbers that was needed. I simply copied the offset and manually entered it into the keypad in the Control panel in the correct digital location. We were able to do rafts once again saving the department from another calamity.

Working at Daimler Chrysler

When I worked at Daimler Chrysler I worked as a maintenance pipe fitter. I was a scab off the street so I had to show 8 years worth of work letters. I worked in the machine tool industry including hydraulics and air logic build. When I got there I found that about half of the pipe fitters were actually plumbers from local 51. Needles to say I constantly made them look bad working on the assembly line. I do not know where they got their electricians but I made them look bad on several occasions. It is quite possible why I was poisoned but I am not sure because you have to be a psychopath to go around poisoning people. And there were a number of people that were poisoned. Mostly written off as heart attacks.I lived probably because I had a background in consuming dangerous poisons and had built up a resistance. Also because I am mostly Irish. The Union stewards are a little funny. One of them owns an apartment complex on Higgins Lake. Two of the new management bosses came from countries south of the equator. Each with fresh foreign accents. Why does John Sausi like to threaten his trades people with jail? Why does John walk through the showers every morning? Does he like to see who is hanging? Does John’s favorite go to electrician remember how many people he was told to poison? Stay tuned for these and more questions after a word from our sponsor. There were a few hoists used by production people to lift heavy parts and put into the assembly line. For several days they were failing to work. No one knew what to do. Even the Germans could see the problem on the fics (Factory Information control system). One day I took the liberty to drain the oil lubricant reservoirs on them and replace with a lightweight lubricating oil. Problem solved. You are welcome.

Psychopaths in Hospitals

What is psychopathy?  In psychiatry and clinical psychology, it is currently defined as a condition characterized by lack of empathy or conscience, poor impulse control or manipulative behaviours.

For most of us, the word “psychopath” itself seems like a loaded term, and overwhelmingly shocking to use for someone who might be our boss or a colleague in the next cubicle at work.  Other terms used in the organizational context are, “industrial psychopaths”, “organizational psychopaths” or “corporate psychopaths”

In common usage, the term psychopathy probably is more correctly thought of as part of a spectrum: the milder end being populated by persons with narcissism, and the more severe end being populated by mass murders and people who lie to start wars.

On the broad continuum between the ethical everyman and the predatory killer, there’s

plenty of room for people who are ruthless but not violent.  In fact, executives are even more likely to be superficially charming, egocentric, insincere, and manipulative, and just as likely to be grandiose, exploitative, and lacking in empathy.  They may be termed “successful psychopaths.” In contrast, the criminals — the “unsuccessful psychopaths” – tend to be more impulsive and physically aggressive.

High-level executives are more charming but less violent than criminals, but otherwise are quite similar.  Both groups are skilled at coming up with excuses for their behaviour.  In the corporate world, it has become standard practice to justify bad behaviour by saying that you are only doing what your shareholders expect, or that if you didn’t do it, someone else would, or “it’s just market forces at work”.