2 lfc

GringoLixo wrote: »

Dark you deserve a clan 10 times better than that shtty clan you joined.

Finally your clan hopping skills will be useful!

GringoLixo wrote: »

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So shtty.

Mr_Troll wrote: »

OMG!!!!! HAHAHAHAHAHAHAHAHAHA your sublime? The guy I kicked from that DT SND match? Your the "kid" that raged 5 minutes with me whinning and complaining? LOL. Talk about immature, you honestly to goodness, QQ'ed like I've never seen anyone else before. I kicked you in that match because all you did was say how shtty your team was and how much better you were and telling off players on the other team. Quite frankly, I got tired of it (and players in the match obviously) so we kicked you.

Your're a talented player but you need learn to keep your mouth shut and do what you always tell others. To be mature.

I can't speak for Swags (swagger) as I have no control over what he says or does. However, you did tank some of his shots and he didn't like it, espicially when you pulled off some amazing counter shots against him.

GringoLixo wrote: »

Let me get something straight, I never raged. I said 1 player was bad. Know why? Because all he did was QQ his fcking ass off. And then I get kicked for telling HIM to stop QQ'ing? How ironic.

You should honestly NOT kick someone when you know NOTHING about what happened.

All Im saying is, your clan seems dumb as hell at times, and VERY immature. Some of your members seem like they have the mental capabilities of a kid with downs.

YOUR clan should learn to be mature, and some of them should go back to school.

You and your clan need to get good.

Mr_Troll wrote: »

I'm responding this in order of your post.

A) Yes you did rage. You raged 5 minutes with me with our "whisper battle". You cannot denny this and if I could've I would have recorded it. You raged very hard at me and your raging now (which puts the cherry on top). Yes he was QQ'ing but you did not help the situation by retaliating and telling off everyone else in the room. I was watching family guy and not really trying so I at first found it amusing. Then I told swag to stop which he did in away. All he said after was "wow, really" You continued on to troll everyone on our team and tell of the others, which in my opinion, is very disrepectful and immature.

I listened to you QQ 50 minutes in that SND match and I heard enough to know what was going on. I wasn't the only one annoyed in that match with you as the voting was 14-2 (or something like that).

C) I'm sure you'd do the same if someone kept killing you, espicially if you feel that they've tanked your shots. I cannot speak for what Swags or others do. Everyone is dumb at times, even me.

D) Many of our players are over the age of 17 but many of our "developing" players like swags are younger. I hope that myself and other older members can lead by example and they can learn maturity through our actions.

E) I've never said my clan was a beast but it is "good". When we feel like it or aren't drunk, we can be a deadly clan to recon with, espicially with our "A" players.

Nuff said and I hope you have the maturity to stop your current flamming and can drop this issue. If you were mature, you could move on from this "incident".

GringoLixo wrote: »

I must be hung over because I don't remember ANY of my so called "putting everyone on my team down" or even raging for that matter.

And if you were mature, you wouldn't have said ANYTHING when I whispered you asking why you kicked me. Kind of ironic that you say it's immature of me to retaliate to source QQ'ing, when you retaliated to me by "making fun of me", which you aren't very good at, nor is anyone in your clan.

Also when I get my ping sorted out, Ill scrim you and bottom frag because your members are very smart and KNOW that Im just awful!

Im just going to leave it at this "argument" from swag

Me : My ping is bs

Swag : Because you're a BR...

Me : I live in Florida.

Swag : I never said anything about location. If you have high ping you need a new computer.

Me : Since when does a computer have to do with ping? If that were the case, then a lot of BR's would have low ping.

Swag is very smart.

Mr_Troll wrote: »

Perhaps you were hung over. You didn't "rage" hard core but you did constantly put down plenty of people in the room.

Yes I admit I was immature for kicking you in the first place, as with 1 round to go I should have just sucked it up and finished the match. However I hope that you can understand that the constant bickering between you and Swag, along with all the krap talking in the match drove me to my limits. I admit I snaped and brought up the kick option. Obviously, like I said before, the whole room agreed with me because the kick almost went unopposed. Yes, I was immature and retaliated to your whispers and from there I went downhill. Like I said before, I was to my limits.

However I hope that you understand the reason I've fought this issue as long as I have with you is to stick up for my clanmate. I believe thats what clanmates are for, even if they are stupid, I feel that you should stick up for them. I divided clan will always fail.

There is no reason to challenge us as I already know your a very talented player. I've watched you and saw that you are a deadly rifler. You could beat half the clan w/o a doubt and perhaps, even beat me. However getting your ping fixed would be appreciated as you do tank quite a few shots.

I hope we can both take off are masks of red rage and move on. Personally, this whole thing, in my opinion, has gone overboard. I cannot speak for swag for what he says or does to you but I can say I'm sorry for my own rage. I got sick of that krap that was going on in that room and naturally, I'm going to stick up for my clanmate. After getting a good nights rest last night I've decided to move on. I hope that we both can, and put this behind us. As for Swag, whatever. He doesn't like you and you don't like him so what happens between you two is up to you guys.

Peace,
Valens

uMerked wrote: »

This makes me yawn.

thePHENATIK wrote: »

Xerox Business Systems Expository Essay

The history of its outstanding management starts in the 1980’s, when the company changed its market strategy and introduced a new kind of management that lately transformed into their fantastic quality management practice. Their program “Leadership through quality” against the Japanese competitors set new quality standards for the market and opened their way to success. The program established the manage-for-results as the primary goal for all of the operations within the company. The expected results were improved productivity and increased revenue growth achieved through the quality-oriented strategy. After experiencing difficulties on market before the company opened a new era in management and created a model that will lately be followed by almost every single one company.
The quality philosophy of the company- the customer-demands orientation- is one of the most remarkable traits that makes Xerox an upstart company. The customer-based orientation was the first one at that time, due to the major orientation of the companies on the quantity, not quality of manufacturing. This philosophy is completely based on the quality of every aspect of the company’s activity, including the final product. It starts with the employee’s management and ends up in the final result of their work – Xerox products. This final result started being evaluated from the objective point of view of a customer. The three factors that are taken into account the most are: the customer, the process and the people. The goal of the company was, is and will be “Total customer satisfaction”. Basically saying the customer was to become the “quality controlling team” of the company. This philosophy is reflected in their introduction of Total Quality Management (TQM). The main change that this management philosophy brought to the Xerox Corporation was moving from a production-based over to a customer-based company. The Total Quality Management of the Xerox Corporation includes principles that are used by the company’s employees and directors: strong customer focus, entrepreneurial spirit of the employees, integrations through market focus and quality control. Nowadays, owing to this philosophy the company is eager and able to meet all the requirements that the customer has. The satisfaction of the customers became the criterion of evaluation of the company’s work. The main orientation of the company is continued integration through total quality of their products and of the customer service. The knowledge management of the Xerox Corporation resulted in a very deep research of the market and the customer needs and made a great platform for the realization of the philosophy of the company. The whole Xerox Corporation is a quality control mechanism with an extremely high level of quality assurance that makes the customers turn to this company over and over again.
The main criterion for measuring quality for the company has always been the customer. The satisfaction of the customer through high-quality products was a thing that Xerox always achieved through quality control. At the same time customer satisfaction is a generalized term and in its turn it depends on many factors. The quality control is than achieved through analyzing such data as the conformance to specifications of the company’s product, comfort in usage and the price of the given product. To measure the quality of work Xerox made an accounting of defects per every produced machine and kept track of all the breakages and complaints through the “Automated Installation Quality Report” system. All the complaints on the performance of the machines after being analyzed by special teams later on improved and modified the manufacturing process in order to prevent their repetitions. Avoiding the possible and known defects became the most important part of the company’s activity and the machine performance data became a tool to measure the quality of the products. The quality-improving phase is the most important in the “Leadership through quality” program. As the Xerox management model (XMM) developed, it also produced six main categories of evaluation of the quality level: the level of management leadership, the level of human resource management, the level of customer and market focus, the level of business process management, the level of information utilization and quality tools and finally the level of the business results achieved. All this categories in the long run result and define the quality level of the company. These activities in connection with the effectiveness of the organizational structure provide the guarantee of obtaining first-class quality. So generally speaking the main criterion of measurement of the quality is the defects data, obtained through putting the customer at the center of the business process with its future evaluation and improvement changes made. The quality approach is to be measured by the changes that were made in it in order to correspond to the Total Quality Management goal. So converting the performance of the machines into a measurable data and its future evaluation is the secret of the Xerox’s high level of customer satisfaction.
Quality management did result in a great success for the Xerox Corporation. The examples of this success are very easy to trace and are known all over the world. Its first and main success was the impossibility to reproduce the quality of the company products. The adjusted work of the new management model of the company showed an excellent ability to function and improve the manufacturing. Therefore, the quality level take-off of other became very significant. Xerox built its own information model that provided data required to support the business quality planning and therefore giving strategic advantage over other companies. The policy of workforce empowerment increased the level of customer-satisfaction, through high-level human resources approach and the introduction of quality improvement teams. Xerox became the leading company not only in the production of the copying machines but it also helped in creating the personal computer. The company showed an outstanding ability to stand all the market changes owing to its unique organizational architecture and quality principles as the base of this structure. Nowadays, Xerox offers the document industry's best variety of business -proposals. The company supports its vitality for the customers and employees by the manufacture of fundamentally new products. The company culture is very strong and besides caring about the business results the environmental problems are one of its vital problems. The company tries to achieve:”Zero defects”, “Zero disposal” and “Zero pollution”. The customers of the company can contact the company and report any defects found in the machine they purchased, which gives two main advantages: the breakage can be fixed and the data about the breakage can be collected. The collected data allows the company to improve the quality of the process of manufacturing of the machine and therefore put in a new level of quality.
Xerox has always been a client-focused and market connected company and truly achieved their leadership in the market through the quality level of its products. The Xerox Corporation was not on top of the existing market – it created and leaded its own market by being able to recognize the true requirements of the customers. The values of the customers resulted to be not just “recommendations” for the management process of the company, but its driving force. The quality strategy of the company results was primarily reached directly by the management leadership. Even now, when almost every company uses this scheme Xerox still remains a benchmark.

thePHENATIK wrote: »

Different colour fonts are cool.