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Identity of an Organization: ISO 9004:2018’s Most Important Feature
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Michael Ejercito
2018-08-15 15:49:24 UTC
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http://www.qualitydigest.com/print/31905

Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization

William A. Levinson’s picture William A. Levinson
Published: 08/13/2018

ISO 9004:2018—“Quality of an organization—Guidance to achieve sustained
success” expands considerably on the former (2009) revision. It introduces
the important concept of “quality of an organization” (Clause 4.1), which
makes excellent sense. If the organization’s processes are of high quality,
we can expect good outputs, or at least rapid corrective and preventive
action (CAPA) in response to problems.

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The standard consists mostly of common-sense practices, many of which also
appear in ISO 9001:2015 (which the standard cites). Section 6—“Identity of
an organization” deserves particular attention because it can convey an
overwhelming competitive advantage. This section is tied closely to Clause
9.2—“People,” and its focus on competence, motivation, empowerment, and
engagement of the organization’s members. It also includes “unity of
purpose,” a phrase that appears twice in Section 7—“Leadership.”

Identity of an organization
Clause 6.1 says an organization is defined by 1) its identity; and 2) its
context. Clause 6.2 defines the identity as the organization’s mission,
vision, values, and culture. This ties in directly with quality of an
organization, which reflects the organization’s inherent characteristics as
described in Clause 4.1. Culture is, however, a shared set of values and
expectations, or “the way we do things around here,” so we can treat culture
and values as a single factor. Clause 6.2 also calls for alignment of the
culture with the mission and vision, but a world-class culture will
automatically align with almost any mission and vision, as depicted by Henry
Ford in My Life and Work:

“The health of every organization depends on every member—whatever his
place—feeling that everything that happens to come to his notice relating to
the welfare of the business is his own job.”1

World-class performance results when workers care enough about their
organization to address risks and opportunities outside their job
descriptions, and when they are also sufficiently competent and empowered to
take, or at least initiate, appropriate actions. Both competence and
empowerment are aspects of ISO 9004:2018.

The importance of culture can’t be overemphasized because, “In more than 130
interviews with high-performing CEOs, across a wide variety of industries,
culture was almost universally cited as the single most important factor
contributing to company success,” according to Soyina Coke in the article,
“Five Levers for Building Your Desired Culture.”2 In the BSI webinar,
“Creating a Safety Culture in Manufacturing,” presenter Kate Field noted
that “Culture is [often] a more powerful way of controlling and managing
behavior than organizational rules and regulations.”3 Culture should align
with rather than contradict the organization’s mission and goals, as
reflected by its rules and other documented procedures.

Identity: A proven organizational advantage
The underlying principle was, in fact, recognized more than 150 years ago.
In 1831, Gen. Carl von Clausewitz wrote in his book, On War:

“In this manner, in proportion as the Government separated itself from the
people, and regarded itself as the State, War became more exclusively a
business of the Government, which it carried on by means of the money in its
coffers and the idle vagabonds it could pick up in its own and neighboring
countries. The consequence of this was, that the means which the Government
could command had tolerably well-defined limits, which could be mutually
estimated, both as to their extent and duration; this robbed War of its most
dangerous feature: namely, the effort towards the extreme, and the hidden
series of possibilities connected therewith.”4

That is, government leaders (i.e., executives) used the obsolete business
model in which an organization uses whatever financial resources it has on
hand to hire people whose loyalty had to be bought with relatively poor
wages, and kept through ferocious discipline. They did not regard enlisted
soldiers as relevant interested parties, but rather as resources to be hired
when necessary and discharged as quickly as possible. Armies did not exactly
attract the most competent, loyal, or engaged people, as depicted by famous
marching songs of the 18th-century. George Farquhar’s “Over the Hills and
Far Away” describes how Britons would enlist in the army for almost any
reason except patriotism.

Our ’prentice Tom may now refuse
To wipe his scoundrel Master’s Shoes,
For now he’s free to sing and play
Over the Hills and far away.

...We all shall lead more happy lives
By getting rid of brats and wives
That scold and brawl both night and day
Over the Hills and far away.

“Marching Through Rochester,” or “The Bold Fusilier” (sung to the same music
as “Waltzing Matilda”), depicts the usual motive for enlistment: There is no
wages or employment for me. The governments in question got what they paid
for—men whom the Duke of Wellington described as “the scum of the earth,”
although he added that army discipline made fine fellows of them.

King Frederick II of Prussia said essentially the same thing 50 or more
years earlier. Inhabitants of cities and farmers were exempt from military
service as long as their taxes supported the army that protected them. In
the compilation of his writings, Frederick the Great on the Art of War (Da
Capo Press, 2009 edition), he says, “For this reason our armies for the most
part are composed of the dregs of society—sluggards, rakes, debauchees,
rioters, undutiful sons, and the like, who have as little attachment to
their masters or concern about them as do foreigners.”5 The enlisted
soldiers cared about little more than staying out of trouble, and getting
paid and fed. Demotivated modern employees, and that means most employees as
noted in a 2013 Gallup survey, similarly do as little as they can to
continue to collect their pay.

Clausewitz then described the limited efforts, and consequently the limited
results, that governments (i.e., company owners) could achieve with such
armies. Rulers dared not risk the destruction of an army, for they lacked
the resources with which to raise another, and most wars therefore ended
with negotiated treaties rather than total victories or defeats. Frederick
the Great observed, as Clausewitz did, that all European armies were
similarly deficient in commitment, which resulted in an environment in which
no ruler could do serious harm to another. Frederick also lamented how
European armies were so unlike those of the Romans, who “fought for their
families, household gods, their fellow citizens, and everything else that
was dear to them....” This was in fact a major risk and opportunity for
Europe’s governments; namely, that an organization would arise that shared
these Roman values and beliefs. This is exactly what Revolutionary France
achieved, as depicted by Clausewitz:

“War had again suddenly become an affair of the people, and that of a people
numbering thirty millions, every one of whom regarded himself as a citizen
of the State.... By this participation of the people in the War instead of a
Cabinet and an Army, a whole Nation with its natural weight came into the
scale. Henceforward, the means available—the efforts which might be called
forth—had no longer any definite limits; the energy with which the War
itself might be conducted had no longer any counterpoise, and consequently
the danger for the adversary had risen to the extreme.”

This “identity of an organization,” in this case not only the French Army
but France itself, is exactly why Napoleon conquered most of Europe. France
did not have better weapons than its adversaries, but it had 1) soldiers who
regarded themselves as French citizens rather than mercenaries; and 2) the
enthusiastic support of the French people.

This leads us forward to Soyina Coke’s statement, “In more than 130
interviews with high-performing CEOs, across a wide variety of industries,
culture was almost universally cited as the single most important factor
contributing to company success.”

Clause 7.1.1 (a)—‘Unity of purpose’
Rome’s success secret
The Romans to whom Frederick the Great referred deserve particular mention
in the context of unity of purpose, which is an element of organizational
values, and culture, and therefore organizational identity. There is a
reason why the Roman Republic and Empire lasted almost two thousand years,
with the last remnant falling to the Ottoman Empire in 1453, and why Roman
history still has an enormous influence on modern culture. This was unity of
purpose as depicted by Lord Macaulay’s poem Horatius, about three Roman
soldiers who held a bridge against the enemy to give their comrades time to
destroy it.

For Romans in Rome’s quarrel
Spared neither land nor gold,
Nor son nor wife, nor limb nor life,
In the brave days of old.

Then none was for a party—
Then all were for the state;
Then the great man helped the poor,
And the poor man loved the great;
Then lands were fairly portioned!
Then spoils were fairly sold:
The Romans were like brothers
In the brave days of old.

It was exactly this kind of unity of purpose that enabled Rome to win the
Second Punic War, even after it lost an entire army to Hannibal at Cannae,
and Roman allies began to defect to the Carthaginians. Almost any other
nation or city state would have collapsed, but the Romans spent whatever
they had to raise more armies and continue to fight until they won. The
Roman Empire fell much later when it lost its organizational identity and
unity of purpose by 1) allowing ambitious generals and politicians to pursue
their own interests at the country’s expense; and 2) outsourcing Rome’s
security to mercenaries and foreigners.

The faltering Roman Empire, in other words, relied on the counterparts of
Frederick the Great’s “dregs of society.” When the dregs in question, along
with the genuine but non-Roman professional soldiers among them, woke up to
the fact that they controlled the means of violence while their paymasters
controlled only the money, they came to the obvious conclusion.

There is a lesson here for companies that outsource their key activities
and, even worse, tell experienced workers to train their replacements so
they can pay the replacements as little as possible. These companies should
not be surprised when experienced workers walk out and sell their
hard-earned skills to the nearest competitor, and also when they can’t hire
anybody who can find work elsewhere.

Competence and motivation
The Russian Army, as commanded by Aleksandr V. Suvorov during the 18th
century, was probably the only entity that could have beaten Napoleon during
the 1790s or, had Suvorov lived, early 1800s. Suvorov did beat everybody he
fought, including some of Napoleon’s future marshals. While conscripted
Russian serfs had no particular reason to fight for the tsar, Suvorov made
them feel like they were the most important members of the Russian Army—even
to the extent of engaging and empowering them as recommended by ISO
9004:2018 clauses 9.2.2 and 9.2.3. Enlisted soldiers in most armies dared
not do anything without an order from a superior, but Suvorov encouraged
them to exercise judgment and initiative to get results.

Suvorov also ensured that his soldiers were the best trained in the world,
which supports ISO 9004:2018 Clause 9.2.4—“Competence of people.” Lord Byron’s
Don Juan dismissed Suvorov’s success secret as a waste of time:

Glory began to dawn with due sublimity,
While Souvaroff, determined to obtain it,
Was teaching his recruits to use the bayonet.

It is an actual fact, that he, commander
In chief, in proper person deign’d to drill
The awkward squad, and could afford to squander
His time, a corporal’s duty to fulfil

A painting by Klavdy Vasiliyevich Lebedev (1862—1916) depicts Suvorov
holding a musket—an enlisted soldier’s weapon that few officers of that era
would so much as touch—while instructing soldiers on how to use a ladder to
go over a fortress’s walls. Suvorov did construct a mock-up of Ismail’s
fortifications on which his soldiers could practice in preparation for the
actual assault in 1790, so this is probably the context of Lebedev’s
painting. Lord Byron added, “He show’d them how to mount a ladder (which was
not like Jacob’s) or to cross a ditch.”


Klavdy Vasiliyevich Lebedev, 1852–1916, Suvorov Teaches Soldiers the Methods
of Assault. Note Suvorov in the middle of the picture holding an enlisted
man’s weapon.

Most armies delegated this kind of work to noncommissioned officers, but
Suvorov’s personal leadership (ISO 9004:2018 clause 7.1) by example showed
the previously unmotivated recruits that they were the most important
members of the Russian Army; battles were won primarily by the enlisted
soldiers’ muskets rather than the officer’s swords. It also showed the
entire organization that “training is the most important thing we do here,”
with the result that the training got done.

In contrast, as George Michael wrote in Lean Six Sigma (McGraw-Hill, 2002),
even W. Edwards Deming could not hold the attention of executives after
their CEO told them how important it was that they learn total quality
management from him—and then walked out of the room. 6 Suvorov also wrote
his Science of Victory to be understandable by enlisted soldiers as well as
officers, thus communicating (clause 7.4) the organization’s policies and
strategy as well as its shared values.

My opinion is that competence and motivation should, as prerequisites,
precede empowerment and engagement in the standard. People who aren’t
competent, and must therefore be told what to do, can’t exercise the
judgment and initiative that make up empowerment; and if they aren’t
motivated (i.e., committed to the organization for more than a paycheck),
they have no reason to do so. The key takeaway is, however, that the
competence, motivation, empowerment, and engagement aspects of the identity
of the organization made the Russian Army the most formidable war machine in
Europe during the late 18th century.

The answer to French nationalism was eventually Prussian nationalism, which
caused men to join the Prussian Army out of loyalty rather than a desire for
pay. France’s mistreatment of Spanish peasants incited the latter to become
partisans, and to fight at least nominally for their king, while Russian
civilians similarly harassed the French. That is, the answer to a strong
organizational identity was the development of at least moderately strong
organizational identities by France’s rivals.

These issues are every bit as important today, and they have exactly the
same implications. Only 30 percent of U.S. employees are, on average,
engaged with their work, while 20 percent are disengaged. Only 35 percent of
managers, the people upon whom the organization relies to lead by example,
are engaged while 14 percent are “actively disengaged” 7. If almost two
thirds of the managers are unengaged, why should the workers care? In
addition, “But in about 85 percent of companies, our research finds,
employees' morale sharply declines after their first six months—and
continues to deteriorate for years afterward” 8.

Can our organization be the one in six exception?
Can we nonetheless achieve similar results in industry? The Ford Motor Co.
proved during the first quarter of the 20th century that it can indeed be
done, and not with décor, fancy meeting rooms, or innovative employee
perquisites. Writing of the leadership culture at that time, Ford’s
production chief Charles Sorensen said, “With this group, work was play. If
it had not been play, it would have killed them. They were as men possessed.
They often forgot to eat. They drove themselves much harder than they drove
anyone else.”9 He added that these leaders had to be visible on the shop
floor, and that he didn’t allow even superintendents to have private
offices. Instead, they had to practice what Tom Peters calls “management by
wandering around” (MBWA) and what the Japanese call gemba management.

Ford himself had an office, but he didn’t use it very much. His security
chief Harry Bennet wrote, “Henry Ford loved machinery. He was never in his
office. He circulated through the plant observing with an expert
eye—encouraging with the useful suggestion.... At all times he knew what was
happening in every department.”10 Recall that Suvorov made it clear that the
muskets of the soldiers won the battles, and Ford made it similarly clear
that the machines in the factory, and the employees who ran them, earned
unprecedented profits for the business and also unprecedented wages for the
workers.

The identity of the organization comes from the top down. ISO 9004:2018
describes some of the things leaders must do to build a world-class
identity, and history shows some additional practices that have proven
overwhelmingly successful.

In summary:
• Organizational identity and organizational culture are easily the most
important factors in business competition. Technology and financial
resources, while important, often can’t offset a poor culture, while a
world-class culture finds ways to offset technological and financial
disadvantages. Napoleon Bonaparte said of this, “An army’s effectiveness
depends on its size, training, experience, and morale, and morale is worth
more than any of the other factors combined.”
• Achieve unity of purpose by recognizing that our relevant interested
parties, including our suppliers, employees, and customers, are partners who
need a square deal from the relationship, as opposed to adversaries whom we
seek to exploit.
• A square deal for employees earns their commitment, which is a
prerequisite for empowerment and engagement. Training (i.e., competence) is
the other prerequisite. Organizations must create and maintain, rather than
hire, engaged and empowered workers.
• What leaders do, as opposed to what leaders say, communicates to the
organization what is important. Personal leadership of worker training,
projects that involve worker participation, carried out on the shop floor
(gemba) go a long way here.

Sources cited
1. Ford, Henry, and Crowther, Samuel. My Life and Work. Doubleday, Page &
Co., 1922.
2. Coke, Soyina. “Five Levers for Building Your Desired Culture.” Quality
Digest, July 11, 2018.
3. “Creating a Safety Culture in Manufacturing,” webinar by BSI Canada, July
19, 2018.
4. Clausewitz, Carl von., trans. by J. J. Graham. On War. Routledge and
Kegan Paul (ninth printing, 1968).
5. Luvaas, Jay, trans. Frederick the Great on the Art of War. Da Capo Press,
1999.
6. George, Michael. Lean Six Sigma: Combining Six Sigma Quality with Lean
Production Speed. McGraw-Hill, 2002.
7. Gallup. “State of the American Workplace: Employee Engagement Insights
for U.S. Business Leaders.” 2013.
8. Sirota, David; Mischkind, Louis A.; and Meltzer, Michael Irwin. “Stop
Demotivating Your Employees!” Harvard Business Review, 2006. Results are
based on a survey of 1.2 million employees at 52 (primarily) Fortune 1000
companies.
9. Sorensen, Charles E., with Samuel T. Williamson. My Forty Years with
Ford. Wayne State University Press, 2006 reprint of 1956 edition.
10. Bennett, Harry, as told to Paul Marcus. 1951. Ford: We Never Called Him
Henry. Tor Books, 1987 reprint of 1951 edition.

About The Author
William A. Levinson’s picture
William A. Levinson
William A. Levinson, P.E., FASQ, CQE, CMQOE is the principal of Levinson
Productivity Systems P.C. and the author of the book The Expanded and
Annotated My Life and Work: Henry Ford's Universal Code for World-Class
Success.


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jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
2018-08-16 12:36:09 UTC
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Raw Message
On Wed, 15 Aug 2018 08:49:24 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
http://www.qualitydigest.com/print/31905
Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization
William A. Levinson’s picture William A. Levinson
Inane plagiarised shite from Levinstein AGAIN mong???

Will you NEVER leave his fat jew rectum?

Cheers!

RJ (preferred jew aliash)

--

"You are full of shit. You'll never convince any of us real Jews that
there is no Jewish look. I know my people and I can see their
Jewishness. Susan is not a Jew. If you want to get down her panties
just ask her she'll let you. She's a non-Jew."
Message-ID: <bfbdb526-1042-4e8e-a39f-***@z28g2000prd.googlegroups.com>

"You can try all you want and get all the plastic surgery you want but
you'll never look like one of us because you are not a Jew. You are
an Irish Shiksa that Isn't even a righteous non-Jew a Ger Tzadeck You
are VEEDMUS amongst us and are a gentile. I would not be surprised if
you ever go to Eretz Israel and spout off your non-senseical lies that
a Jew doesn't kill you or a gentile murder you. You are wicked because
you antagonize and lie about the Tzadeckim. The best place for you is
scrubbing toilets and urinals in a gymnasium that is predominate used
by Negros."
Message-ID: <ee17d097-89f7-4e72-a41a-***@p2g2000prn.googlegroups.com>

- drug-fucked jew wannabe Y-chi Netfish, mocking neo-jew Suzy KKKohen's
attempted 'conversion' to the jew race

"Warren is not well. He's a non-Jewish mental patient who usually declines to
take his medications. Please keep this in mind when viewing future posts."
Message-ID: <JZQTk.1726$***@nwrddc02.gnilink.net>

- neo-jew 'convert' Suzy KKKohen, mocking drug-fucked jew wannabe Y-chi Netfish's
claim to be a jew
The Peeler
2018-08-16 15:52:49 UTC
Permalink
Raw Message
On Thu, 16 Aug 2018 05:36:09 -0700, serbian bitch Razovic, the resident
psychopath of sci and scj and Usenet's famous sexual cripple, making an ass
of herself as "jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry'
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Post by Michael Ejercito
http://www.qualitydigest.com/print/31905
Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization
William A. Levinson’s picture William A. Levinson
Inane plagiarised shite from Levinstein AGAIN mong???
PROVE it's "plagiarized", poor psychotic idiot!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Will you NEVER leave his fat jew rectum?
Will you NEVER be able to stop exposing your FLAMING FAGGOTRY, Razoshit?
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Cheers!
BTW, "cheers"??? Is that what you say when you are about to swallow nazi
jizz, you housebound cocksucking wanker? <BG>
--
Dumb anal Razovic admitting about his nazi kind:
"We've Been Counting jew ani and sucking them dry!!"
MID: <***@4ax.com>
!Jones
2018-08-17 21:37:54 UTC
Permalink
Raw Message
On Thu, 16 Aug 2018 17:52:49 +0200, in talk.politics.guns The Peeler
Post by The Peeler
PROVE it's "plagiarized", poor psychotic idiot!
Oh, I'd bet a dollar I could do so; however, this is usenet and
plagiarism isn't particularly defined here... besides, how would I
collect my dollar?

OTOH, I wouldn't pay if I lost, so it evens out.

Jones
Klaus Schadenfreude
2018-08-17 23:47:59 UTC
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Post by !Jones
On Thu, 16 Aug 2018 17:52:49 +0200, in talk.politics.guns The Peeler
Post by The Peeler
PROVE it's "plagiarized", poor psychotic idiot!
Oh, I'd bet a dollar I could do so; however, this is usenet and
plagiarism isn't particularly defined here.
It's defined here the same as everywhere else.

Do you have a dollar you could part with?

[chuckle]

Michael Ejercito
2018-08-16 16:33:08 UTC
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"jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
On Wed, 15 Aug 2018 08:49:24 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
http://www.qualitydigest.com/print/31905
Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization
William A. Levinson’s picture William A. Levinson
Inane plagiarised shite from Levinstein AGAIN mong???
Mangina, you were never able to deal with LevinSON's wit and wisdom.

You can not even spell his name right!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Will you NEVER leave his fat jew rectum?
So you fantasize about his rectum?


Michael


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jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
2018-08-17 12:37:08 UTC
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On Thu, 16 Aug 2018 09:33:08 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
"jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
On Wed, 15 Aug 2018 08:49:24 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
http://www.qualitydigest.com/print/31905
Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization
William A. Levinson’s picture William A. Levinson
Inane plagiarised shite from Levinstein AGAIN mong???
Mangina, you were never able to deal with LevinSON's wit and wisdom.
Dreckgook, LevinSTEIN's inane plagiarised shite never HAD any wit or
wisdom.
Post by Michael Ejercito
You can not even spell his name right!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Will you NEVER leave his fat jew rectum?
So you fantasize about his rectum?
Michael
So you STILL zsuckle his fat jew rectum?

THIS should be you two:


Cheers!

RJ (preferred jew aliash)


--

"You are full of shit. You'll never convince any of us real Jews that
there is no Jewish look. I know my people and I can see their
Jewishness. Susan is not a Jew. If you want to get down her panties
just ask her she'll let you. She's a non-Jew."
Message-ID: <bfbdb526-1042-4e8e-a39f-***@z28g2000prd.googlegroups.com>

"You can try all you want and get all the plastic surgery you want but
you'll never look like one of us because you are not a Jew. You are
an Irish Shiksa that Isn't even a righteous non-Jew a Ger Tzadeck You
are VEEDMUS amongst us and are a gentile. I would not be surprised if
you ever go to Eretz Israel and spout off your non-senseical lies that
a Jew doesn't kill you or a gentile murder you. You are wicked because
you antagonize and lie about the Tzadeckim. The best place for you is
scrubbing toilets and urinals in a gymnasium that is predominate used
by Negros."
Message-ID: <ee17d097-89f7-4e72-a41a-***@p2g2000prn.googlegroups.com>

- drug-fucked jew wannabe Y-chi Netfish, mocking neo-jew Suzy KKKohen's
attempted 'conversion' to the jew race

"Warren is not well. He's a non-Jewish mental patient who usually declines to
take his medications. Please keep this in mind when viewing future posts."
Message-ID: <JZQTk.1726$***@nwrddc02.gnilink.net>

- neo-jew 'convert' Suzy KKKohen, mocking drug-fucked jew wannabe Y-chi Netfish's
claim to be a jew
Sick old nazoid pedo Andrew "Andrzej" Baron (aka "Ron Jacobson")
2018-08-17 12:54:58 UTC
Permalink
Raw Message
In article <***@4ax.com>,
A shiteating cowardly nazoid sub-louse PEDO named Andrew "Andrzej"
Some GREAT material hacked from David Irving's emails!!
Names, bank accounts, email addresses, and other numerous
info from his email files!
http://wlstorage.net/file/david-irving-emails-2009.txt
TSSK!!!!!!!
The Peeler
2018-08-17 13:57:16 UTC
Permalink
Raw Message
On Fri, 17 Aug 2018 05:37:08 -0700, serbian bitch Razovic, the resident
psychopath of sci and scj and Usenet's famous sexual cripple, making an ass
of herself as "jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry'
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Post by Michael Ejercito
Mangina, you were never able to deal with LevinSON's wit and wisdom.
Dreckgook, LevinSTEIN's inane plagiarised shite never HAD any wit or
wisdom.
PROVE that his intelligent articles are "plagiarized", retard!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Post by Michael Ejercito
You can not even spell his name right!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Will you NEVER leave his fat jew rectum?
So you fantasize about his rectum?
Michael
So you STILL zsuckle his fat jew rectum?
And you HAD to run along again and prove, ON THE SPOT AGAIN, your master's
point again! Just HOW retarded are you, Retardovic? LOL
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
THIS should be you two: http://youtu.be/JlooXvZEZP4
This IS you, asshole Razovic:
Loading Image...
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Cheers!
BTW, "cheers"??? Is that what you say when you are about to swallow nazi
jizz, you housebound cocksucking wanker? <BG>
--
tomcov about poor psychotic asshole Razovic:
"Assholes come
Assholes go
But the revd asshole goes on forever.
(and he speaks through it)"
MID: <83356bf8-8666-4f4f-ac9a-***@n35g2000yqf.googlegroups.com>
Michael Ejercito
2018-08-17 15:28:32 UTC
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"jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
On Thu, 16 Aug 2018 09:33:08 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
"jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
On Wed, 15 Aug 2018 08:49:24 -0700, "NOT Michael Ejercito"
Post by Michael Ejercito
http://www.qualitydigest.com/print/31905
Identity of an Organization: ISO 9004:2018’s Most Important Feature
World-class performance results when workers care about their organization
William A. Levinson’s picture William A. Levinson
Inane plagiarised shite from Levinstein AGAIN mong???
Mangina, you were never able to deal with LevinSON's wit and wisdom.
Dreckgook, LevinSTEIN's inane plagiarised shite never HAD any wit or
wisdom.
Nithing, he is a prolific author at Quality Digest.

http://www.qualitydigest.com/read/content_by_author/12103
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Post by Michael Ejercito
You can not even spell his name right!
Again, you can not even spell his name right!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Post by Michael Ejercito
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
Will you NEVER leave his fat jew rectum?
So you fantasize about his rectum?
Michael
So you STILL zsuckle his fat jew rectum?
Wrong, for I never did.

Instead of fantasizing about sucking Jewish men's erectums, you coul;d
instead fantasize about fucking Jewish women's vaginas!
Post by jew pedophile Ron Jacobson (jew pedophile Baruch 'Barry' Shein's jew aliash)
THIS should be you two: http://youtu.be/JlooXvZEZP4
For what crimes?


Michael


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