• Ironies of Corporate Life

Motivational Quotes

Sarcasm involves saying one thing and meaning the opposite. Adapted from Reader's digest: Very few companies require any physical-fitness program. Everybody gets enough exercise 'jumping' to the conclusion, 'running' late to the meetings, 'dodging' the responsibilities, 'flexing' their muscle to prove their superiority, 'beating' around the bush, 'walking' around the policies, 'fudging' the data, 'painting' the grim picture of the situation and 'fighting' like fools!

The following version of story is similar to a tale from Akabar-Birbal. This is a story about four people named 'Everybody', 'Somebody', 'Anybody' and 'Nobody'. There was an important job to be done and 'Everybody' was asked to do it. 'Everybody' was sure 'Somebody' would do it. 'Anybody' could have done it, but 'Nobody' did it. 'Somebody' got angry about that, because it was Everybody's job. 'Everybody' thought 'Anybody' could do it but 'Nobody' realized that 'Everybody' wouldn't do it. It ended up that 'Everybody' blamed 'Somebody' when 'Nobody' did what 'Anybody' could have done.

There are many versions of the tale. One version describes it Birbal's way to set the expectations right when Akbar was boasting about his supremen authority and absolute compliance he enjoyed from the public (subject, प्रजा) he ruled. Another version is based on the thought process of humans. Now Akabar-Birbal story: Once Akbar heard that every man thinks differently. He asked Birbal whether it is true or not? Birbal said, "No, Your Majesty! In fact, wise men think alike." Akbar was interested to know more about and said, "Birbal, You will have to prove your saying." The next day, Birbal asked all the attendants of the palace to empty the royal pond. Then he announced to the people in the city to pour a glass of milk in the pond during the night. He also informed Akbar on his act (and what Birbal expected in the pond the next day). The next day morning, Akbar and Birbal went to the pond to see the pond was filled with water. Akbar was surprised and asked Birbal, "Why this pond is filled with water instead of milk?" Birbal politely said, "Your Majesty! Everybody has deliberately poured a glass of water in the pond yesterday night. Because they think all others will pour milk and no one could find that they pour water in the pond." That is why it is said that "Wise men think alike".


How to Prepare a Business Case

A business case can be justification for any investment or it can an estimate of profit and loss of any new area of oppportunity. The main intent is to seek approval from the project sponsors and other interested parties.

Background Information: CFD (Flow and Thermal) simulations are computationally intensive and required not only high computational power, it requires high RAM machine for local processing of data
Typically, a 32 GB RAM machine can handle models with (tetrahedral) cell counts 20-30 millions with reasonable response time
Machines with 32 GB RAM take longer time to generate mesh, becomes unresponsive, does not allow to open MS-office programs, cannot be used for intensive post-processing such as generation of animations or velocity vectors on larger models (cells counts > 30 millions)
Description of Requirement: X new machine with RAM size Y GB which act as shared resource to handle key projects requiring large CPU memory
Business Objective: Reduce manual approach to mesh generation and use automated mesh generation features to reduce lead time
Reduce usage of server resources and costly solver licenses - local operation require different and cheaper license
Avoid frequent (soft- and hard-) reboot of machines leading to overload on IT personnel
Option Identification and Selection: Use available cluster or servers to post-process. This leads to blocking of server cores and solver license. Local post-processing will require only cores and no solver license.
Use existing high end machine available with team. This is already in practice though only 2 engineers can use in a day and requires high data transfer time
Queue such projects with longer lead time category and inform customer accordingly
Cost: New machine with  32 GB RAM: INR 0.69 lakh (Dell T40)
New machine with 128 GB RAM: INR 1.39 lakh (HP Z4)
Benefit and Limitations: This is an incremental cost and is a pre-requisite to meet growing demand from customers. Expected return on investment is in terms of ability to maintain the UT while team is growing.
Note:
  1. Meshing Error: Insufficient memory available to complete mesh generation
  2. As per various software vendors, it requires 1.5 ~ 2.5 GB RAM per million cells

Delegation of work
There is limit to multi-tasking and some routine tasks needs to be delegated to subordinates. A clear-cut desription of tasks and instructions are pre-requisite to make the delegation effective. Some examples of delegation are:
Task Description Expected Action
Status update Weekly reporting on ongoing tasks and pipeline
Resource planning Create forecast of hardware, software, man-power
Assess training needs Collect informtion based on project types for competency enhancement needs
Lead Industry, Applications Tools Team
Responsibilities (Duties) Previleges (Rights) Names Member Duties Rights
Assess team capabilities
Allocate work, create pipeline
Review deliverables
Monitor targets
Forecast and bill revenue
Allocate tasks
Allocate shifts
Depute and delegate
Set targets
Upgrade skills
A Automotive FLUENT, CFX, ICEM CFD X11 Gupta, X12 Murthy, X13 Kumar Ensure Quality, Cost and Schedule
Get trained and skilled
Adhere company norms
Avoid being followed-up
Raise concerns in-time
Seek help, avoid delay
Get feedbacks
Attend trainings
B FMCG, Process Industry FLUENT, CFD-Post, FM Y11 Sinha, Y12 Kumar, Y13 Pandey
C Machinery, Buildings ANSA, STAR-CCM+ Z11 Yadav, Z12 Kumar, Z13 Prabhu
D Electronic Cooling ICEPAK, FloTHERM U11 Verma, U12 Singh, U13 Sarkar
E Aerospace, Medical FLUENT, OpenFOAM, SU2 V11 Pawar, V12 Gowda, V13 Rao
Prepare training modules
Assess competency gaps
Demand status of project issues
Enforce project reivews
G Specialist and Subject Matter Expert
FLUENT, ICEM CFD, FLUENT Mesher Engines, Multi-phase Flows, Combustion, Cavitation, Turbo-machines
H Specialist and Subject Matter Expert
ANSA, STAR-CCM+ Acoustics, Fluid-Structure Interaction, Erosion, Multi-physics

Commmon steps to outsource engineering activities: RFQ: Request for Quotation, SOW: Statement of Work

Steps Description of Activity Responsibility Lead Time [days]
Step-1: Prepare RFQ or SOW document A 2
Step-2: Get quotations from at least two vendors B 3
Step-3: Prepare business case and get approval from Department Head
  1. Reason: peak load, competency gap...
  2. Forecast of utilization of internal resources (manpower, hardware, software)
  3. Profit margin
B 3
Step-4: Create purchase request or get it created A 1
Step-5: Get the PO released Finance 5
Step-6: Upload the documents and inputs for execution of task by vendor A 1

Boss in a meeting: "WE WANT CHANGE". The participants starts putting coins on the table... ha ha ha :) Boss: How can we keep the office clean? Me: By staying at home. HR: What’s your biggest weakness?, Me: Interviews, HR: And besides that?, Me: Follow up questions.

If you ever feel useless, just remember that US took 4 Presidents, thousands of lives, trillions of dollars and 20 years to replace Taliban with Taliban..


THE SIX PHASES OF A PROJECT

  1. Enthusiasm
  2. Disillusionment
  3. Panic
  4. Search for the guilty
  5. Punishment of the innocent
  6. Praise and honor for the non-participants

Boss: Just go to hell!, Me: So, should I stay or leave? I’m confused.

Self-deprecation
Funny people are seen as more intelligent and skilled. During his presidential campaign, John F. Kennedy faced accusations that his wealthy father was attempting to buy the election. At the 1958 Gridiron dinner, Kennedy addressed those accusations by saying, "I just received the following wire from my generous daddy: ‘Dear Jack, don't buy a single vote more than is necessary. I'll be damned if I'm going to pay for a landslide.'"
Business Jokes and One-liners
  • Some cause happiness wherever they go. Others whenever they go.

  • I do not take you seriously any way! मैं आपको गम्भिरता से वैसे भी नहीं लेता!
  • Doubting duck is better than quick dimbit A crisis is when you cannot say "let's just forget the whole thing".
  • If an argument lasts more than 10 minutes, probably both sides are wrong!
  • There is nothing called "work-life balance", there are mostly "work-life choices"!
  • There is never a "right time". If you cannot predict the future, you cannot predict the right time.
  • If love and care would produce high performers, more than 80% of families in the world would have one.
  • If you dread Monday, your in the wrong place!
  • A 'consensus' means that everyone agrees to say collectively what no one believes individually - Abba Eban
  • It is better to deserve honours and not have them than to have them and not to deserve them - Mark Twain
  • Don't feel bad. A lot of people have no talent.
  • Your colleagues ego is inversely proportional to his knowledge and intellect.
  • Poor by thoughts or poor by means?
  • Opposite of love is not hate, hate is not phobia! Differentiation is not discrimination.
  • Who said bad memory is bad. The people live in deep distress who remember everything.
  • Is it a sane definition of success?
  • Be emphatic, be caring, be forgiving but do not be a fool!
  • Be nice but do not get exploited!
  • Wise men talk because they have something to say, fools talk because they have to say something.
  • Don't be irreplaceable, if you can't be replaced, you can't be promoted.
  • You can go anywhere you want if you look serious and carry a clipboard.
  • Never ask two questions in a business letter. The reply will discuss the one you are least interested in, and say nothing about the other.
  • When the bosses talk about improving productivity, they are never talking about themselves.
  • Everything can be filed under "miscellaneous".
  • Never delay the ending of a meeting or the beginning of a cocktail hour.
  • Anyone can do any amount of work provided it isn't the work he is supposed to be doing.
  • Important letters that contain no errors will develop errors in the mail.
  • The last person that quit or was fired will be the one held responsible for everything that goes wrong - until the next person quits or is fired.
  • There is never enough time to do it right the first time, but there is always enough time to do it over.
  • If you are good, you will be assigned all the work. If you are really good, you will get out of it.
  • You are always doing something marginal when the boss drops by your desk.
  • When you don't know what to do, walk fast and look worried.
  • You will always get the greatest recognition for the job you least like.
  • No one gets sick on Wednesdays.
  • The longer the title is, the less important the job.
  • Once a job is fouled up, anything done to improve it makes it worse.
  • Success is just a matter of luck, just ask any failure.
  • If you face dilemma to chose between finance and fiance, take a pragmatic approach and check which is easier to replace!
  • Some people are clouds, when they disappear - the day becomes beautiful!
  • Making mistakes is better than faking perfection - like some religions claim!
  • Sometimes it is not the person who change, only the masks come out!
  • Fake people and fake religions have an image to maintain. Real people and real religions just do not care!
  • How funny it is that the people who know the least about you have the most the say!
  • If people talk about you behind your back, that means you are in front and stay on your course!
  • A wise man never know all, only fools know everything!
  • You cannot force a person to respect you, but you can refuse to be disrespected!
  • Who gossips with you will gossip about you!
  • People who continuously try to control others do not have control over themselves!

Correct Interpretation of Employee Traits

Average Not too bright
Approaches problems with logic Finds someone else to do the job
Exceptionally qualified Has committed no major blunders
Very creative Can do anything but actual work
Uses resources well Delegates everything
Unlimited potential Will stick with us until retirement
Active socially Drinks heavily
Character above reproach Still one step ahead of the law
Quick thinking Offers plausible excuses for errors
Indifferent to instruction Knows more than superiors
Tactful in dealing with superiors Knows when to keep mouth shut
A keen analyst Thoroughly confused
Expresses self well Can string two sentences together
Spends extra hours on the job Miserable personal life
Demonstrates qualities of leadership Has a loud voice
Judgment is usually sound Lucky so far!
Strong adherence to principles Stubborn, arrogant
Of great value to the organization Turns in work on time
Is unusually loyal Wanted by no-one else
Hard worker Usually does it the hard way
Enjoys job Needs more to do
Happy Paid too much
Well organized Does too much busywork
Competent Gets work done if supervisor helps
Consults with supervisor often Annoying
Will go far The 'Yes' man
Uses time effectively Clock watcher
Experience vs. Knowledge
'Experience' is an attribute which is very often confused with knowledge and skill. While ‘knowledge’ defines the relevant information a person might possess, the actual application of the knowledge on real-life examples is the experience. Hence, in a job the experience plays important role because it prepares one to take future challenges. As we gain experience, it build confidence to apply the knowledge he/she has gained though academic and self-learning route to new application and foresee the challenges that might crop up. The analogy is between fresh wine as knowledge and old wine as experience even though the chemical composition of wine remains almost same which is analogous to the knowledge.

With experience, our knowledge may or may not increase in proportion but our value and capability to serve a particular role increase. While the definition of "most relevant experience" for a job is debatable and varies from person to person, experience and capabilities are two complementary traits to assess a person for "fitness to a role". To a certain extent, a person who has been successful in one domain and gained experience in a particular area of work, it is highly likely that he will succeed another area of work not vastly different from the previous one. For example, a person teaching only algebra for last five years and rated as good tutor is very likely to succeed and be equally effective teacher in calculus or trigonometry if certain minimum qualification criteria are met. Hence, a 'relevant' experience indicates a person's ability to be productive right away similar to "ready-to-serve" food, a person's knowledge and capability defines the slope of time curve which will take him to be ready to deliver expected output.

  1. Do you mind if someone quote you later what you said in past?
  2. What switched you off that is what you dislike most about yourself and others?
  3. Do you like to be monitored and to what extent?
  4. If you are asked to implement an unpopular move, what will you do?
  5. What makes you not trust your manager?

Case study: discussion at the end of a job interview!
Interviewer: I appreciate your interest to work with us. We will come back to you with our final assessment?
Candidate: Is there any time-frame you can share with me?
Interviewer: Not at the moment! We are in the process of evaluating few more candidates? Do you have any feedback on our selection process?
Candidate: What kind of feedback handling mechanism is in place here?
Interviewer: Thank you! We will call you if you get selected.
Question: do you find anything strange in this discussion?
Value addition and Service Offerings: Value can be added by providing better or extra services, provide customers with not only a satisfactory product but create a memorable experience for the customer. Example:
  1. Fulfill a Need
  2. Help with non-core applications
  3. Arugment skilled resource
  4. Meet short-term requirement such as peak load or one-off cases
  5. Create round-the-clock operation
  6. Vendor consolidation

Typical list of activities in an organization. Note that order is neither important nor relevant.
Category Activities Need
Customer Projects Data Security, Proposal, Plan, Regular Update, Invoicing
Customer Engagement Capability Presentations, Data Transfer, Contract Management, Service Level Agreements
Finance Billing Generate Invoices, Record purchase orders, Maintain Timesheets
Finance Procurements Receipt and Expense Management, Hardware, Software, Vendor Management, Stationary
Finance Salaries Salary Management Systems, Reimbursements
Employee Hiring Workforce Management: Attrition, Growth, Replacement
Employee Performance Management Promotions, Increments, Transfers, Target Setting, Appraisals, Feedbacks
Employee Behavioural Trainings Make fit to company culture and help employees realize their potential
Employee Technical Trainings Competency Management System, Project Management, New skill, Cross-skill, New Role
Process Customer centric Quality Assurance, Corrective and Prediction Actions
Process Administrative Seat Management, Real Estate, Ensure Law of the Land
Process Short-term data Business Forecasts, Employee Statistics, Workforce Productivity, Travel, Internaltion Mobility
Process Medium-term data Employment History, Salary Slips, Training Records
Process Strategic (long-term) data Knowledge Management, Information Security Systems

Fallacies

Fallacy = mistaken belief an unsound questionable logic without factual evidence to support it. These are (a)defects that weaken the argument, (b)tend to be quite persausive, (c)Difficult to classify an argument as fallacies. Claims with sweeping words like All (सभी), None (कोइ नहीं), Every (प्रत्येक), Always (सदैव, सर्वदा, हमेशा), Never (कभी नहीं), Everyone (हर कोई, सब लोग) tend to contain some elements of fallacies. These are not inherently and/or necessarily bad arguments - they are deceptively false beliefs and half-truths!

Also known as cognitive distortions, there are inherent weaknesses in human thought-process as well as decision making. Not all decisions we make in our daily life are based on logical evaluation of pros and cons or use of checklists. While crossing the road, we do not try to guess the vehicle speed and time taken to cross the road. Most of the decision makings are based on intuition and heuristics. For example, we tend to 'believe' a good looking person or lady! As a climate is combination of weathers, biases are like 'climate', influenced by personal experiences, conditioning, training, upbringings, social circumstances, education...

  1. Ad Hominem (Argument to the Man): A common form is an attack on sincerity. For example, "How can you argue for vegetarianism when you wear leather shoes?"
  2. Needling: simply attempting to make the other person angry, without trying to address the argument at hand. Sometimes this is a delaying tactic.
  3. Straw Man (Fallacy of Extension): For example, the claim that "evolution means a dog giving birth to a cat."
  4. Burden of Proof: the claim that whatever has not yet been proved false must be true (or vice versa). Essentially the arguer claims that he should win by default if his opponent can't make a strong enough case.
  5. Slippery Slope Fallacy (Camel's Nose): there is an old saying about how if you allow a camel to poke his nose into the tent, soon the whole camel will follow. "If I make an exception for you then I shall have to make an exception for everyone."
https://www.ucl.ac.uk/clinical-psychology/competency-maps
All or nothing (binary) thinking Also referred as Polarized Thinking, Black and White Thinking or "my way or high way thinking", this refers to viewing a situation in only two categories rather than on a broader perspective (e.g. classifying events or beliefs as either good (right) or bad (wrong).
Catastrophising Predicting the future negatively without considering alternative outcomes disqualifying or discounting the positive – telling yourself that positive experiences/ qualities do not count. Usually the person exaggerates (or inappropriately shrink) the importance of insignificant events.
Emotional Reasoning "If I feel that way, it must be true". Reasoning from how you feel rather than from any evidence.
Labelling Putting a fixed, global label on self or others without considering evidence that would lead to a less disastrous conclusion magnification / minimisation - exaggerating the negative and minimising the positive (blowing things out of proportion or shrinking their importance). It usually involves use of words and language that is highly colored and emotionally loaded.
Selective Abstraction Paying undue attention to negative detail rather than seeing the whole picture.
Mind-reading Making (negative) assumptions about the way in which others think about you when there is no evidence for this.
Over-generalisation Drawing a sweeping conclusions from a single of few incidents and applying it to related and to unrelated situations.
Personalisation Relating external events to yourself when there is no basis for making such a connection. It is literally taking everything personally, even when something is not meant in that way.
Imperatives statements Excessive use of 'should' and 'must' as a way of having an overprecise idea of how they and others should behave. Over-estimating the consequences of how bad it would be not to meet these expectations. It often leads to feeling of anger, frustration and resentment.
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The content on CFDyna.com is being constantly refined and improvised with on-the-job experience, testing, and training. Examples might be simplified to improve insight into the physics and basic understanding. Linked pages, articles, references, and examples are constantly reviewed to reduce errors, but we cannot warrant full correctness of all content.