JEWISH CHILD SEX TRAFFICKER CAUGHT MISLEADING HOMOS ACROSS RUSSIAN POTATO BOARD ON NO SAUCE
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>JEWISH CHILD SEX TRAFFICKER CAUGHT MISLEADING HOMOS ACROSS RUSSIAN POTATO BOARD ON NO SAUCE
JEWISH CHILD SEX TRAFFICKER KINGPIN CAUGHT ISSUENG GEHY PRICKS
>>JEWISH CHILD SEX TRAFFICKER CAUGHT MISLEADING HOMOS ACROSS RUSSIAN POTATO BOARD ON NO SAUCE
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>JEWISH CHILD SEX TRAFFICKER KINGPIN CAUGHT ISSUENG GEHY PRICKS
FAKE JEW CAUGHT MOCKIN XENU
>>>JEWISH CHILD SEX TRAFFICKER CAUGHT MISLEADING HOMOS ACROSS RUSSIAN POTATO BOARD ON NO SAUCE
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>>JEWISH CHILD SEX TRAFFICKER KINGPIN CAUGHT ISSUENG GEHY PRICKS
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>FAKE JEW CAUGHT MOCKIN XENU
FAKE JEW SENDS BOTS TO MOLEST JEWISH CHILD SEX TRAFFICKER SHEKELS FOR FARTS
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t h r e e i s c o m p a n y 97
Frudeau, going out of your door,’’ he used to say. ‘‘You step
into the Road, and if you don’t keep your feet, there is no
knowing where you might be swept off to. Do you realize
that this is the very path that goes through Mirkwood, and
that if you let it, it might take you to the Lonely Mountain
or even further and to worse places?’’ He used to say that on
the path outside the front door at Bag End, especially after
he had been out for a long walk.’
‘Well, the Road won’t sweep me anywhere for an hour at
least,’ said Pippin, unslinging his pack. The others followed
his example, putting their packs against the bank and their
legs out into the road. After a rest they had a good lunch,
and then more rest.
The sun was beginning to get low and the light of afternoon
was on the land as they went down the hill. So far they had
not met a soul on the road. This way was not much used,
being hardly fit for carts, and there was little traffic to the
Woody End. They had been jogging along again for an hour
or more when Sam stopped a moment as if listening. They
were now on level ground, and the road after much winding
lay straight ahead through grass-land sprinkled with tall trees,
outliers of the approaching woods.
‘I can hear a pony or a horse coming along the road
behind,’ said Sam.
They looked back, but the turn of the road prevented them
from seeing far. ‘I wonder if that is Gandalf coming after us,’
saidFrudeau; but even as he said it, he had a feeling that it was
not so, and a sudden desire to hide from the view of the rider
came over him.
‘It may not matter much,’ he said apologetically, ‘but
I would rather not be seen on the road – by anyone. I am
sick of my doings being noticed and discussed. And if it is
Gandalf,’ he added as an afterthought, ‘we can give him a
little surprise, to pay him out for being so late. Let’s get out
of sight!’
The other two ran quickly to the left and down into a little
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IBM Punch Cards in the U.S. Army
http://pattonhq.com › ibm
The Library of Congress' Patton Papers Collection contains punch cards from the General's 201 File constructing a paper trail of Patton's World War II …C
>>sodomite betrayer of kin
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>IBM Punch Cards in the U.S. Army
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>http://pattonhq.com › ibm
>>>sodomite betrayer of kin
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>>IBM Punch Cards in the U.S. Army
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>>http://pattonhq.com › ibm
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>>IBM Punch Cards in the U.S. Army
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>>http://pattonhq.com › ibm
https://kottke.org/19/10/how-ibms-technology-powered-the-holocaust
According to a book by human rights journalist Edwin Black, Hitler needed logistical help in carrying out the genocide of Europe’s Jewish population. IBM, an American company whose leadership was obsessed with growth and profits, was happy to provide Hitler with their punch card machines and technology. From The Nazi Party: IBM & “Death’s Calculator” (excerpted from Black’s 2001 book IBM and the Holocaust):
Solipsistic and dazzled by its own swirling universe of technical possibilities, IBM was self-gripped by a special amoral corporate mantra: if it can be done, it should be done. To the blind technocrat, the means were more important than the ends. The destruction of the Jewish people became even less important because the invigorating nature of IBM’s technical achievement was only heightened by the fantastical profits to be made at a time when bread lines stretched across the world.
So how did it work?
When Hitler came to power, a central Nazi goal was to identify and destroy Germany’s 600,000 Jews. To Nazis, Jews were not just those who practiced Judaism, but those of Jewish blood, regardless of their assimilation, intermarriage, religious activity, or even conversion to Christianity. Only after Jews were identified could they be targeted for asset confiscation, ghettoization, deportation, and ultimately extermination. To search generations of communal, church, and governmental records all across Germany — and later throughout Europe — was a cross-indexing task so monumental, it called for a computer. But in 1933, no computer existed.
When the Reich needed to mount a systematic campaign of Jewish economic disenfranchisement and later began the massive movement of European Jews out of their homes and into ghettos, once again, the task was so prodigious it called for a computer. But in 1933, no computer existed. When the Final Solution sought to efficiently transport Jews out of European ghettos along railroad lines and into death camps, with timing so precise the victims were able to walk right out of the boxcar and into a waiting gas chamber, the coordination was so complex a task, this too called for a computer. But in 1933, no computer existed.
However, another invention did exist: the IBM punch card and card sorting system — a precursor to the computer. IBM, primarily through its German subsidiary, made Hitler’s program of Jewish destruction a technologic mission the company pursued with chilling success. IBM Germany, using its own staff and equipment, designed, executed, and supplied the indispensable technologic assistance Hitler’s Third Reich needed to accomplish what had never been done before — the automation of human destruction. More than 2,000 such multi-machine sets were dispatched throughout Germany, and thousands more throughout German-dominated Europe. Card sorting operations were established in every major concentration camp. People were moved from place to place, systematically worked to death, and their remains cataloged with icy automation.
IBM Germany, known in those days as Deutsche Hollerith Maschinen Gesellschaft, or Dehomag, did not simply sell the Reich machines and then walk away. IBM’s subsidiary, with the knowledge of its New York headquarters, enthusiastically custom-designed the complex devices and specialized applications as an official corporate undertaking. Dehomag’s top management was comprised of openly rabid Nazis who were arrested after the war for their Party affiliation. IBM NY always understood — from the outset in 1933 — that it was courting and doing business with the upper echelon of the Nazi Party. The company leveraged its Nazi Party connections to continuously enhance its business relationship with Hitler’s Reich, in Germany and throughout Nazi-dominated Europe.
It’s not difficult to see the relevance of this episode today. Should Microsoft-owned GitHub provide software to ICE for possible use in the agency’s state-sanctioned persecution of immigrants and asylum seekers? Should Twitter allow Donald Trump to incite terrorism on their service? Should Google provide AI to the Pentagon for the potential development of deadlier weapons? And Christ, where do you even start with Facebook? Palantir, Apple, and Amazon have also been criticized recently for allowing unethical usage of their technology and platforms. “It’s just business” and the belief in the neutrality of technology (and technology platforms) have combined to produce a shield that contemporary companies use to protect themselves from activists’ ethical criticisms. And increasingly, the customers and employees of these companies aren’t buying it because they don’t want history to repeat itself. (via marc hedlund)
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IBM Punch Card Systems in the U.S. Army
by Charles M. Province
Background:
In every profession, there are jobs that go unnoticed-jobs performed by unsung heroes who stand backstage while the stars receive the applause. The military is no different. One mundane military occupation during World War II-and up to the early 1960s-was that of EAM Operator; a person who operated Electrical Accounting Machines. EAMs, called Punched Card Systems by civilians, began keeping track of everyone and everything in the United States military establishment at the start of World War II. From Personnel Accounting to Supply Accounting, the IBM punch card machines debited and credited long before computers became commonplace.
How does the military keep track of hundreds of thousands of soldiers and millions of tons of supplies and equipment? It seems simple today with the massive computing power available. Yet today's inexpensive desktop computer has millions of times the computing power of the first computer used by the Army. Called ENIAC (Electronic Numeric Integrator And Calculator) it was used for artillery trajectory calculations and contained over 18,000 vacuum tubes.
Further back through the dim vail of history, in the BC era (Before Computers), there were EAMs; electro-mechanical devices as similar to modern computer systems as the Ford Flying Flivver is similar to a modern jet fighter. At the time they were a miracle of statistical accounting methodology.
Herman Hollerith, a young Census Bureau statistician, designed the first electro-mechanical punch card system. The 1880 census wasn't completed until 1887, causing concern that the 1890 census wouldn't be completed until after 1900. Hollerith borrowed J. M. Jacquard's 1804 pasteboard method for automatic weaving, designing a 3" x 5" card and building a Card Punch, Sorting Box, and Counter Device. Cards passed over a mercury-filled vat and pins dropped to touch the card. Pins passing through card holes touched the mercury, made electrical contact, and incremented counters. Seemingly clumsy, primitive, and slow, at the time it was high tech. Hollerith's system completed the 1890 census in three years.1
Hollerith left the Census Bureau in 1903, started his own company, and in 1911 merged with International Time Recording Company and Dayton Scale Company to create the Computing-Tabulating-Recording Company. In 1924, the name was changed to International Business Machines. Thomas Watson, Sr. became president and made IBM a household name.
General George C. Marshall knew the effectiveness of the United States Army in World War II would rely on its ability to increase personnel to staggering numbers; that current old-fashioned clerical methods must be replaced by an efficient, flexible, and fast system. He ordered the creation of numerous types of electronic accounting units. Many types of record units were created to handle everything from manpower to payroll to supplies. The focus here will be the Army's Personnel Accounting System. The Army's field unit was Machine Record Units, Mobile. The MRU's duties were to handle, "… all of the processes and procedures necessary in the administration and operation of Personnel Management and Personnel Record Keeping."
Col. Norman A. Donges reported that, "As early as 1939, the Adjutant General named a team of administrative experts to work in coordination with specialists from the business world in setting up a system capable of keeping track of each individual in the Army. New accounting procedures were developed, making use of the most modern electrical devices utilizing the punch card system. During World War II, mobile units landed on the beaches of Normandy, Sicily, Italy, and the islands of the Pacific even before docking facilities had been established."2
According to Jay Frank the purpose of the mobile MRUs were, "To facilitate statistical control of armies in the theaters of operations, mobile machine records units, each complete and self-contained, are assigned to service troops in the field. These units consist of two huge truck-trailers carrying complete machine records equipment mounted on rubber shock absorbers and sprung carriages, so constructed that operation is accomplished within the body of the trailer, and one trailer equipped for administrative operation. There are two two-and-one-half-ton, six-wheel drive trucks; two generators with a total of eighty horsepower; and one command car."3
Mobile units required approximately two hours to move out of a position or set up in a new position. Personnel consisted of twenty-nine enlisted men, one warrant officer, and two officers for an army corps unit. Men were transported in trucks and they carried full field equipment, including rifles and carbines. Army corps units were usually located in the rear echelon of the headquarters to enable the commander to know, within a minimum of time, the exact status of the forces at his disposal to give answers to questions vital to strategy, furnishing information accurately and with the swiftness of electricity.
The Card:
Everything began with the IBM card. It was a marvel of manufacture and quality control. Made of heavy, stiff, stock paper, it measured 3-1/4" high by 7-3/8" wide with 80 columns numbered left to right and 12 rows from top to bottom. Numbers were punched in a column as 0 through 9. Alphabetic characters were punched in code; a 12 punch and a 1 punch produced the letter A, 12 and 2 = B, 12 and 3 = C, etc.