![]() The problem faced is that inexperienced animators may "over-animate" in their works, that is, a character may move too much and do too much. Master animator Richard Williams explains the KISS principle in his book The Animator's Survival Kit, and Disney's Nine Old Men write about it in Disney Animation: The Illusion of Life, a considerable work of the genre. Heath Robinson contraptions and Rube Goldberg's machines, intentionally overly-complex solutions to simple tasks or problems, are humorous examples of "non-KISS" solutions. 1957): "Expansion means complexity and complexity, decay or to put it even more plainly-the more complex, the sooner dead." Northcote Parkinson, British academic and sometimes military officer and military critic, expressed this idea as "Parkinson’s Third Law" (ca.Steve Jobs's " Simplify, Simplify, Simplify", which simplified Henry David Thoreau's quote “Simplify, simplify, simplify.” for emphasis., "Make everything as simple as possible, but not simpler". Attributed to Albert Einstein, although this may be an editor's paraphrase of a lecture he gave.Colin Chapman, the founder of Lotus Cars, urged his designers to "Simplify, then add lightness".Antoine de Saint Exupéry's "It seems that perfection is reached not when there is nothing left to add, but when there is nothing left to take away".Johan Cruyff's "Playing football is very simple but playing simple football is the hardest thing there is".Seuss's ode to brevity: "So the writer who breeds more words than he needs, is making a chore for the reader who reads." Bjarne Stroustrup's "Make Simple Tasks Simple!".Shakespeare's "Brevity is the soul of wit".Leonardo da Vinci's "Simplicity is the ultimate sophistication".The principle most likely finds its origins in similar minimalist concepts, such as: Navy and United States Air Force, and in the field of software development. The acronym has been used by many in the U.S. Hence, the "stupid" refers to the relationship between the way things break and the sophistication available to repair them. The principle is best exemplified by the story of Johnson handing a team of design engineers a handful of tools, with the challenge that the jet aircraft they were designing must be repairable by an average mechanic in the field under combat conditions with only these tools. While popular usage has transcribed it for decades as "Keep it simple, stupid", Johnson transcribed it simply as "Keep it simple stupid" (no comma), and this reading is still used by many authors. ![]() However, the variant "Keep it Short and Simple" is attested from a 1938 issue of the Minneapolis Star. The acronym was reportedly coined by Kelly Johnson, lead engineer at the Lockheed Skunk Works (creators of the Lockheed U-2 and SR-71 Blackbird spy planes, among many others). Variations on the phrase (usually as some euphemism for the more churlish "stupid") include "keep it super simple", "keep it simple, silly", "keep it short and simple", "keep it short and sweet", "keep it simple and straightforward", "keep it small and simple", "keep it simple, soldier", "keep it simple, sailor", "keep it simple, sweetie", "keep it stupidly simple", or "keep it sweet and simple". The term "KISS principle" was in popular use by 1970. The phrase has been associated with aircraft engineer Kelly Johnson. First seen partly in American English by at least 1938, the KISS principle states that most systems work best if they are kept simple rather than made complicated therefore, simplicity should be a key goal in design, and unnecessary complexity should be avoided. KISS, an acronym for "Keep it simple, stupid!", is a design principle noted by the U.S. His appointment system, called open access or advanced access, operates on a few simple rules, chief among them, “Do today’s work today.” The result is an appointment system in which everybody wins.A simple sign of the KISS principle (without the fourth word). By standardizing appointment types, working down the backlog of previously scheduled appointments and using simple repeated measurements to monitor the system, he demonstrated that it is possible to reduce staff time and hassles, simplify the physician’s life and get patients in when they want to be seen. They require an enormous array of appointment types and expensive telephone triage work that do not serve anyone very well. 1, 2, 3 He realized that most current appointment systems are unnecessarily complex and inefficient. Mark Murray, MD, has demonstrated in many practices that applying systems thinking to the problems of standard appointment systems allows major improvements that benefit each of those participants in medical care. Most appointment systems are problematic for receptionists, physicians, nurses and patients alike. A good example of this is the usual office appointment system. Systems thinking can dramatically improve what few “systems” we do have.
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