Teams to show this coaching staff that CP isn’t the answer. Then put in Thiggy, because they are to proud to admit benching Henne was a mistake. He will prove to be the answer or not. I think it is unlikely he will prove to be the answer. If not Fire Henning and possibly Sparano. The hire John Shoop for OC, and if Sparano is gone, then hire Cowher.
John Shoop is the perfect OC in my mind for what we want to be.
A. He uses a pro style offense. He uses multiple TE and other running formations. These should be our strength next season, as starting a rookie is dangerous no matter what, and you can't expect him to come out and set the world on fire.
A. He usually is 60/40 tending towards the run.
B. He knows when to pass, so you won't see any runs on 3rd and long.
C. He knows how to use his WRs. Both Hicks and Tate came out in the same draft and went in the 1st and 3rd, repectively. That doesn't happen without
Then draft Mallet or Foles at our spot in the first.
Ryan Mallett*, QB, Arkansas - Scouting Report
Height: 6-7. Weight: 238.
Projected 40 Time: 5.05.
Projected Round (2011): 1-2.
10/1/10: Mallett's team is winning and he's putting up good stats, but if you take a closer look his accuracy is highly inconsistent, he has poor mechanics, and he struggles with mobility and has a hard time eluding pass rushers. Mallett is a bit of a statue in the pocket and doesn't create throwing lanes outside the tackle box when his receivers struggle to get open. We're not buying the hype anymore, and neither should you.
3/29/10: At 6-7 with a massive arm, Ryan Mallett looks like a franchise quarterback. His 2009 numbers (3,624 yards, 30 TDs, 7 INTs, 9.0 YPA) will tell you that as well. He's a bit raw and needs to work on decision-making, but he could easily leapfrog Jake Locker on this list next year.
Nick Foles*, Arizona
Height: 6-5. Weight: 235.
Projected 40 Time: 5.01.
Projected Round (2011): 1-2.
9/24/10: I wasn't a fan of Nick Foles last year because of his frequent tendency to check down his passes, but he really has improved this season. He's completing 78.6 percent of his passes with an 8.9 YPA, and really looked sharp against Iowa.
3/29/10: A transfer from Michigan State, Nick Foles threw for 2,465 yards, 19 touchdowns, nine interceptions and a 64.3 completion percentage in his first year as a starter. His YPA of 6.2 was horrendous - a result of his checking it down far too often.
Draft a C in the third. Perhaps the USC C. http://walterfootball.com/draft2011C.php
Draft Devlin out of Delaware in the fourth
Pat Devlin, QB, Delaware
Height: 6-4. Weight: 220.
Projected 40 Time: 4.84.
Projected Round (2011): 3-5.
10/1/10: Devlin is probably the toughest quarterback in college football right now. He fractured his left wrist, and returned to play two weeks later against Richmond going 14-21 for 240 yards. Devlin's production in his first two games was mediocre only throwing for a 6.3 YPA against West Chester and South Dakota State.
3/29/10: As a junior at Delaware, Pat Devlin threw for 2,664 yards, 16 touchdowns and nine picks on a 7.7 YPA and 64.0 completion percentage. He boasts a strong arm and could be a first-round pick with a solid senior campaign.
2/4/09: Pat Devlin doesn't have much playing experience, thanks to Darryl Clark, but he possesses a rocket arm. He transferred over to Delaware in hopes of becoming the next Joe Flacco. With two strong seasons, Devlin could be a first-round pick in 2010.
Delaware - Pat Devlin - 2009 (via brlloyd)
Then draft Tyrod Taylor out of Va Tech in the fifth, as a potential WC QB.
Tyrod Taylor, QB/WR, Virginia Tech
Height: 6-1. Weight: 206.
Projected 40 Time: 4.52.
Projected Round (2011): 5-7.
10/1/10: Tyrod Taylor is certainly not a quarterback prospect you want to hang your hat on, but he's one of the better options in the later rounds if you are looking for a backup at the next level. He is very mobile, athletic and has a solid arm to make all the throws. He needs to be coached up at the next level, but he is worth taking a flier on in Rounds 5 or 6. Taylor has notched 66 percent of his completions for a 10.0 YPA on the year thus far.
3/29/10: A short quarterback who completed only 56 percent of his passes in 2009. On the bright side, he threw only five picks and maintained a 9.5 YPA.
Tyrod Taylor College Highlights (via vthokiefan195)
Tyrod Taylor "T-Mobile" (via VTneverender757)
Virginia Tech's Tyrod Taylor beats Nebraska (via 1080iVids)
Also, to keep all these guys we would have to cut all three QBs. And I’m fine with that. Because apparently neither Henne nor Thiggy is the answer and CP10 is only getting older and his arm is only getting weaker. I don’t even think he is serviceable now.
This would leave us with a fresh start on the season, with three young QBs, two of which look very promising. Their talents won't be sabotaged by their OC, like Henning did to Henne. The sad part is that Henne will be a good QB in this league, just not for us. But new coaches tend to like 'their' QB, not a previous regimes, even if the QB is very good. Also, if you think our troubles on offense are due to Henne, read TheFinReaper's post and read some on Deming's Theory.
An interesting point:
"The problem is at the top; management is the problem."  Dr. Deming emphasized that the top-level management had to change to produce significant differences, in a long-term, continuous manner. As a consultant, Deming would offer advice to top-level managers, if asked repeatedly, in a continuous manner.
"A Lesser Category of Obstacles" includes.....
..........Placing blame on workforces who are only responsible for 15% of mistakes where the system desired by management is responsible for 85% of the unintended consequences
- Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
- End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
- Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
- Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
- a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
- a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis").
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."