John Hornbeck hornbeck

## keybase.md

      
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                keybase.md
              
          
    Keybase proof

I hereby claim:

I am hornbeck on github.
I am hornbeck (https://keybase.io/hornbeck) on keybase.
I have a public key ASCVr-f7Det84FcVrtColYcNi5_mdwyTOQ1AE5VPlVRaqwo

To claim this, I am signing this object:

  
## gist:5312548

Pray for Paris

Pyrex Vision

#Been #Trill

Surface to Air

SSUR

## gist:4449093
setwd("R/")
setwd("NFL Play-by-Play Data 2002-2012/")

## read in the sweet, sweet NFL data
n <- read.csv("2012_nfl_pbp_data_reg_season.csv", header=TRUE)

## grab the no huddle plays
nh <- n[grep("Huddle", n$description),]

## table by offensive team and quarter

## gist:1112419
"The implication is that if we want our organization to thrive for a long time, then how it interacts with conditions inside and outside the company is important. There is no 'finish line' mentality. The objective is not to win, but to develop the capability of the organization to keep improving, adapting, and satisfying dynamic customer requirements. This capability for continuous, incremental evolution and improvement represents perhaps the best assurance of durable competitive advantage and company survival."

"I once mentioned to one of Toyota's supplier support specialists that I'd figured out how to see what one needs to wrok on at a process. My idea was to ask the supervisor what would happen if we were to slow his process cycle down so it was only 15 percent faster than the customer takt time. The obstacles and objections that the supervisor mentioned would be what we needed to wrok on! 'Well,' the specialist replied, 'the supervisor will be telling you her opinion. To understand the true obstacles, m

## gist:1088351
Top 10 Ways to Instill Customer Service into Your Company

1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.
2. Make WOW a verb that is part of your company's everyday vocabulary.
3. Empower and trust your customer service reps. Trust that they want to provide great service...because they actually do. Escalations to a supervisor should be rare.
4. Realize that it's okay to fire customers who are insatiable or abuse your employees.
5. Don't measure call times, don't force employees to upsell, and don't use scripts.
6. Don't hide your 1-800 number. It's a message not just to your customers, but to your employees as well.
7. View each call as an investment in building a customer service brand, not as an expense you're seeking to minimize.
8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.

## problem_solving.txt
Problem Solving. Continuously solve root problems to drive organizational learning. We all solve problems every day whether we like it or not. Usually we do not like it because problems are really crises - fires to fight. The same problems come back because we do not get to the root cause and put in place true countermeasures. In Toyota, even when it would seem a product launch or a team project has gone flawlessly and achieved all of the objectives, there were always many problems that had to be solved. There are always opportunities to learn, so at least those problems are less apt to come up again. Moreover, when someone in Toyota learns an important lesson, they are expected to share it with others facing similar problems so the company can learn.

Jeffrey K. Liker, The Toyota Way Fieldbook

## gist:1076540
"At the most fundamental level, Toyota's leaders see the company as a vehicle for adding value to customers, society, the community, and its associates. This is not naive political mumbo jumbo. It's real. It goes back to the founder, Sakichi Toyoda, and his desire to invent power looms to make life simpler for women in the farming community in which he grew up. It continued when Sakichi asked his son Kiichiro Toyoda to make his own contribution to the world by starting an automobile company. It is imprinted in all of Toyota's leaders today. It sets the foundation for all the other principles." - Jeffrey K. Liker, The Toyota Way Fieldbook

## Runaway
And I always find, yeah, I always find somethin' wrong
You been puttin' up wit' my shit just way too long
I'm so gifted at findin' what I don't like the most
So I think it's time for us to have a toast

Let's have a toast for the douchebags,
Let's have a toast for the assholes,
Let's have a toast for the scumbags,
Every one of them that I know
Let's have a toast to the jerkoffs

## gist:545703
Last login: Mon Aug 23 10:20:40 on console
➜  ~  rvm use 1.8.7@cucumber

info: Using ruby 1.8.7 p302 with gemset cucumber
➜  ~  gem list

*** LOCAL GEMS ***

activerecord (2.3.8)
activesupport (2.3.8)

## ubuntu-pinning.sh
#!/bin/bash

sudo su -

# ubuntu
cat >/etc/apt/preferences <<EOF
Package: *
Pin: release a=lucid
Pin-Priority: -1
	setwd("R/")
	setwd("NFL Play-by-Play Data 2002-2012/")

	## read in the sweet, sweet NFL data
	n <- read.csv("2012_nfl_pbp_data_reg_season.csv", header=TRUE)

	## grab the no huddle plays
	nh <- n[grep("Huddle", n$description),]

	## table by offensive team and quarter
	"The implication is that if we want our organization to thrive for a long time, then how it interacts with conditions inside and outside the company is important. There is no 'finish line' mentality. The objective is not to win, but to develop the capability of the organization to keep improving, adapting, and satisfying dynamic customer requirements. This capability for continuous, incremental evolution and improvement represents perhaps the best assurance of durable competitive advantage and company survival."

	"I once mentioned to one of Toyota's supplier support specialists that I'd figured out how to see what one needs to wrok on at a process. My idea was to ask the supervisor what would happen if we were to slow his process cycle down so it was only 15 percent faster than the customer takt time. The obstacles and objections that the supervisor mentioned would be what we needed to wrok on! 'Well,' the specialist replied, 'the supervisor will be telling you her opinion. To understand the true obstacles, m
	Top 10 Ways to Instill Customer Service into Your Company

	1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.
	2. Make WOW a verb that is part of your company's everyday vocabulary.
	3. Empower and trust your customer service reps. Trust that they want to provide great service...because they actually do. Escalations to a supervisor should be rare.
	4. Realize that it's okay to fire customers who are insatiable or abuse your employees.
	5. Don't measure call times, don't force employees to upsell, and don't use scripts.
	6. Don't hide your 1-800 number. It's a message not just to your customers, but to your employees as well.
	7. View each call as an investment in building a customer service brand, not as an expense you're seeking to minimize.
	8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.
	Problem Solving. Continuously solve root problems to drive organizational learning. We all solve problems every day whether we like it or not. Usually we do not like it because problems are really crises - fires to fight. The same problems come back because we do not get to the root cause and put in place true countermeasures. In Toyota, even when it would seem a product launch or a team project has gone flawlessly and achieved all of the objectives, there were always many problems that had to be solved. There are always opportunities to learn, so at least those problems are less apt to come up again. Moreover, when someone in Toyota learns an important lesson, they are expected to share it with others facing similar problems so the company can learn.

	Jeffrey K. Liker, The Toyota Way Fieldbook
	And I always find, yeah, I always find somethin' wrong
	You been puttin' up wit' my shit just way too long
	I'm so gifted at findin' what I don't like the most
	So I think it's time for us to have a toast

	Let's have a toast for the douchebags,
	Let's have a toast for the assholes,
	Let's have a toast for the scumbags,
	Every one of them that I know
	Let's have a toast to the jerkoffs
	Last login: Mon Aug 23 10:20:40 on console
	➜ ~ rvm use 1.8.7@cucumber

	info: Using ruby 1.8.7 p302 with gemset cucumber
	➜ ~ gem list

	* LOCAL GEMS *

	activerecord (2.3.8)
	activesupport (2.3.8)
	#!/bin/bash

	sudo su -

	# ubuntu
	cat >/etc/apt/preferences <<EOF
	Package: *
	Pin: release a=lucid
	Pin-Priority: -1