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From: wwwNEALETHOMASnet To: Sent: Sunday, March 03, 2013 11:54 AMSubject: Can industry learn lessons from horse meat? — mandir folding bike Brompton supply chain short close to home but surely Boeing 787 bigger better by far as exemplar for extended supply side as essential element of greasing gears for market materialisation


From: The Engineer To: Neale Thomas Sent: Friday, March 01, 2013 12:12 PM

Can industry learn lessons from the horse meat crisis? 1 March 2013 | By Jon Excell As you can t fail to have noticed it s becoming increasingly difficult here in the UK to escape the metaphorical — and occasionally literal — whiff of horse meat. And with fresh evidence of the degree to which our food supplies have been compromised emerging on a daily basis, it s tempting to wonder where the crisis will lead us next. .Might the composite wings of Boeing s grounded Dreamliners contain traces of nag DNA? Is there some as yet uncovered equine dimension to the bankers bonuses debate? And, perhaps most worryingly, if our beef-burgers are full of horse, what on earth is in our horse burgers?

The crisis is, of course, something of a disaster for the food industry, and has triggered perhaps one of the biggest damage limitation exercises in the history of our supermarkets. Tesco s full page ad in yesterday s newspapers — in which the normally mulish retailer announced we are changing — was a sign of just how rattled they ve become. The reasons for the current crisis are complex, with a host of factors from government cuts to the Food Standards Agency (FSA) to, bizarrely, changes in Romanian traffic laws restricting the use of horse and carts, all suspected to have played a role.

But at the root of the problem is our insatiable appetite for cheaper food, which has fuelled a relentless search for the lowest cost supplier and led to complex, unwieldy supply chains that are increasingly open to corruption and contamination. It s a stark illustration of one of the potential pitfalls of outsourcing production to the cheapest bidder which, though it might make short term financial sense, can often, unless very carefully managed, lead to some major problems. So are there lessons here for the engineering and manufacturing sectors, themselves no strangers to complex, often labyrinthine, international supply chains? There are certainly some recent parallels. The public criticism faced by Apple in recent years over the working conditions at Foxconn, the Taiwanese contract manufacturer that builds most of its products, is one particularly notable example.

And here on The Engineer we do often hear of supply chain … stories, where a decision to out-source manufacturing hasn t quite had the intended results. I m reminded of a conversation with the managing director of folding bike manufacturer Brompton, frequently championed as a paragon of UK manufacturing excellence, in which he recalled how his firm s short-lived effort to license manufacture of the iconic bike to a manufacturer in the Far-East had led to a disjointed supply chain and a vastly inferior product. Far better, he argued, to ensure your manufacturing standards remain high by keeping your supply chain short and close to home. It s perhaps difficult to do when your consumers are demanding ever cheaper products, but as the food industry is discovering to its cost, the customer isn t necessarily always right. Parallels with the engineering sector do break down after a while.

And in truth, despite a few exceptions, there are many more examples of successfully managed supply chains. Indeed, it s perhaps far easier and more tempting to cut corners in food production than it is in the manufacture of, for instance, cars or consumer electronic devices, where inferior quality raw materials will directly affect the performance of the end products. So while the current crisis could certainly be viewed by all industries as a reminder of the perils of sacrificing quality on the alter of lower costs, perhaps our beleaguered food and drink sector could do a lot worse than look at how manufacturing maintains quality, and manages its supply chains, and remains competitive.

From: wwwNEALETHOMASnet To: EBN Cc: Sent: Friday, March 01, 2013 12:56 PMSubject: Boeing 787 problems frontline failures need frontline faultfixers not committee carpers — said as OEM fixer on UK ICT125+Sprinter+LUG trains From: EBN To: Sent: Thursday, February 28, 2013 8:23 PM

EDITOR’S BLOG Brian Fuller Dreamliner Lessons/Counterfeiting as Art It’s fast becoming a business school case study in real-time: the Boeing 787 Dreamliner’s supply-chain problems. Next week, the US government is expected to announce whether Boeing’s suggested fix for the lithium-ion battery problems is good to go, but as the problem festers, more people are taking a deeper (and more critical) look into the unique supply chain Boeing created for the aircraft. This week, a UCLA professor suggested that Boeing’s biggest supply-chain challenge was human. Elsewhere around the global supply chain, Douglas Alexander takes a very different look at the gnawing electronics-counterfeiting problem, wondering just how much it can be considered art. Another fester industry problem — conflict minerals — may be nearer to a solution, according to Bolaji Ojo.

He reports that a UK company has developed an extraction process that could make such minerals cheap and plentiful. BRIAN FULLER # Blame the Supply Chain for Boeing Dreamliner Problems? Bio Email This Print Comment Brian Fuller, Editor in Chief 2/12/2013 (13) comments NO RATINGS Login to Rate inShare7Sometimes, you want to pull your hair out. Government investigators in both the United States and Japan have been furiously trying to figure out what caused a fire aboard a JAL Boeing 787 Dreamliner.

Early in the investigation, officials focused on the charred battery and then on the battery’s auxiliary power unit (APU). The APU, manufactured by Securaplane Technologies Inc. in Tucson, Ariz. was quickly absolved of blame when investigators found no anomalies in the suspect unit. The latest thinking focuses on the battery cells themselves.

As the investigation continues, Boeing has already pointed the finger at its own supply chain, at least according to an investigative story in The Seattle Times. The newspaper reported this week: Company engineers blame the 787’s outsourced supply chain, saying that poor quality components are coming from subcontractors that have operated largely out of Boeing’s view. Anonymous engineers quoted in the story are blaming power panels as the probable source and noting that, while faults experienced in the 787 are not out of the range of those experienced with the Boeing 777, there has been an unusual number of electrical faults.

The Seattle Times story continues: A senior Boeing engineer not directly involved with the 787 said he believes the company’s early delegation of control on 787 outsourcing to multiple tiers of suppliers is now coming back to bite the jet program, though it made belated efforts to tighten up oversight of suppliers. The supplier management organization (at Boeing) didn’t have diddly-squat in terms of engineering capability when they sourced all that work, he said. Boeing won’t comment on the allegation other than to deny any lax supply-chain oversight.

Damning, anonymously Two things about this story make my head spin. First off, the most damning information in the story is attributed to a senior Boeing engineer not directly involved with the 787. That should speak for itself.

A jealous engineer who didn’t get a plum 787 job when the project started? Or perhaps an engineer with an offshoring/outsourcing axe to grind? Second, one of the keys to the Dreamliner project was the extensive use of the supply-chain.

Like any other huge manufacturing company, Boeing has extensive procurement rules and regulations and a favored suppliers lists. So I have to believe that Boeing — no fly-by-night organization — has a pretty solid supply-chain oversight system. Of course, there could be lax oversight, but my real point here is if the problem is traced to a supplier, it’s not the supply chain’s problem — it’s the supplier’s problem and, ultimately, an engineering problem. Electronics design and manufacturing is hugely complex and open to bugs, shorts, and faults, whether it’s outsourced or done by Boeing’s internal engineering. Maybe it’s just me, but let’s not blame a supply chain that companies trust and rely on because of a fault along the chain.

Identify the source of the problem and fix it by tightening the Q/A within that company or removing the company from the chain. Am I nuts here? What do you think? #

From: wwwNEALETHOMASnet To: Energy Generation Supply KTN Sent: Sunday, March 03, 2013 10:40 AMSubject: TSB KTN RESILIENT ENERGY SYSTEM POST 2020 — How will it work? quisling quango codswallop as coal capacity about to busted by Brussellian Bureauggery’s baseload blockers and no sign of sensible susbstitution for foreseeable future

From: wwwNEALETHOMASnet To: Cc: ; Sent: Sunday, March 03, 2013 10:18 AMSubject: Re: How to stop antisocial behaviour — Weoley News Spring 2013 sent to victim of anarchistically antisocial extremity of electoral boundary gerrymandering that stole of our 10% house valuation, ineptly issued from formerly our own Selly Oak constituency

From: wwwNEALETHOMASnet To: Sent: Sunday, March 03, 2013 9:58 AMSubject: Charged bees sense flower fields # RHS and Prince s Trust team-up flip facets of folly futilities of inconsonsequential insignificance, former for nebulous neon duplicating defencies, latter as banner banter for cowboy careerists and quango quislings


From: The Pro Landscaper Team To: Sent: Friday, March 01, 2013 3:02 PM

RHS Harlow Carr and The Prince s Trust team-up Posted by ProLandscaper on Monday, February 25, 2013 Leave a Comment For the first time, the Royal Horticultural Society (RHS), The Prince s Trust and agricultural college, Askham Bryan College, have joined forces to help unemployed 16-25 year-olds, in North Yorkshire, find work in horticulture as part of a new pilot programme set to roll-out nationally. The RHS is hosting the training programme, Get into Horticulture , at The Bramall Learning Centre at RHS Garden Harlow Carr, which is funded by Platinum Patrons of The Trust, The Bramall s. Askham Bryan College, which is the fastest growing land-based college in the country, is delivering the programme. Students, recruited by The Prince s Trust, are taking part in a three week programme of workshops and activities designed to increase skills, confidence and knowledge as well as to help them find employment within the horticultural industry after the training has finished.

A 12-strong first group of students have already started their training. During week one, they took part in team-building exercises and developed enterprise skills by planting up alpine troughs which they will sell at the RHS Plant Centre. The final week will see the group job searching, brushing-up their CVs and sitting mock interviews.

The course ended on a high, with a celebratory event on Friday 22 Febsxploitation ruary. The team have been on work experience and three of the trainees will be offered volunteer opportunities at RHS Garden Harlow Carr Plant Centre with the view of continuing to develop key employability skills and possibly securing permanent, paid employment. Other members of the group have been on placement with Harrogate Borough Council and are being interviewed for seasonal jobs.

Ruth Evans, Director of Education, Funding and Communities, said: We re so pleased to be playing a part in this fantastic new programme working for the first time with two brilliant partners to help young people out of work find employment. We re only two weeks in, and we ve had a really positive response so far and all trainees are picking up key skills and building the sort of confidence that ll allow them to flourish in their new positions. We want to run similar initiatives at all four RHS Gardens in order to help change the lives of many more people. Lucy Hornsby, of The Prince s Trust, said: There are currently just under one in four (24 per cent)[1] young people who are unemployed in Yorkshire and The Humber. Our vital partnerships with organisation such as the Royal Horticultural Society and Askham Bryan College ensure that we are able to run much needed programmes like Get into to give young people the skills and confidence they need to move closer to a job.

Horticulture is a thriving industry and one that can provide young people with a successful and fulfilling career. One young person, Shane Ashe, from Ripon, who was unemployed before taking the course, said: The Get into Horticulture programme has been brilliant so far and I ve learned so much. I have always been interested in gardening and plants but I didn t think about it as a career.

Being unemployed was very tough so I m glad I ve been able to take this course, as I now have skills, more confidence and a great CV so that I can go on to hopefully get my first job in the industry.

From: wwwNEALETHOMASnet To: Events@LSE.AC.UK Cc: Sent: Friday, March 01, 2013 1:24 PMSubject: LSE LSESU Energy Society What is Sustainable Development and How Can We Achieve It? JD Sachs bizarrely banal terminillogicality when core concept still deemed so indefinite as to demand definition decades after designation by mantra merchants! Jeffrey D. Sachs is a world-renowned professor of economics, leader in sustainable development, senior UN advisor, bestselling author, and syndicated columnist whose monthly newspaper columns appear in more than 80 countries. He has twice been named among Time Magazine’s 100 most influential world leaders. He was called by the New York Times, probably the most important economist in the world, and by Time Magazine the world’s best known economist. A recent survey by The Economist Magazine ranked Professor Sachs as among the world’s three most influential living economists of the past decade.

Professor Sachs serves as the Director of The Earth Institute, Quetelet Professor of Sustainable Development, and Professor of Health Policy and Management at Columbia University. He is Special Advisor to United Nations Secretary-General Ban Ki-moon on the Millennium Development Goals, having held the same position under former UN Secretary-General Kofi Annan. He is co-founder and Chief Strategist of Millennium Promise Alliance, and is director of the Millennium Villages Project.

He has authored three New York Times bestsellers in the past seven years: The End of Poverty (2005), Common Wealth: Economics for a Crowded Planet (2008), and The Price of Civilization (2011). Professor Sachs is widely considered to be one of the world s leading experts on economic development and the fight against poverty. His work on ending poverty, promoting economic growth, fighting hunger and disease, and promoting sustainable environmental practices, has taken him to more than 125 countries with more than 90 percent of the world s population.

For more than a quarter century he has advised dozens of heads of state and governments on economic strategy, in the Americas, Europe, Asia, Africa, and the Middle East. Sachs is the recipient of many awards and honors, including membership in the Institute of Medicine, the American Academy of Arts and Sciences, Harvard Society of Fellows, and the Fellows of the World Econometric Society. He has received more than 20 honorary degrees, and many awards and honors around the world.

Professor Sachs is also a frequent contributor to major publications such as the Financial Times of London, the International Herald Tribune, Scientific American, and Time magazine. Prior to joining Columbia, Sachs spent over twenty years at Harvard University, most recently as Director of the Center for International Development and the Galen L. Stone Professor of International Trade. A native of Detroit, Michigan, Sachs received his B.A.

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M.A. and Ph.D. degrees at Harvard.

From: wwwNEALETHOMASnet To: Aviation Week REJECTED Cc: warwick@ Sent: Friday, March 01, 2013 10:34 AMSubject: High-Speed VTOL DARPA Tries Again — We cannot afford to get bogged down. We will not suffer non-A teams. We want small teams of personalities, with outstanding leadership exemplifying why only EConomic EUtrophiocation emerged from Brussellian Bureauggery

From: wwwNEALETHOMASnet To: EBN Cc: Sent: Friday, March 01, 2013 12:56 PMSubject: Boeing 787 problems frontline failures need frontline faultfixers not committee carpers — said as OEM fixer on UK ICT125+Sprinter+LUG trains # Startup of You: Are You Ready? emporially empty bookend banter on making megamoney morelike meagremoany formost


From: EBN To: Sent: Thursday, February 28, 2013 8:23 PM

The Startup of You: Are You Ready? This is the inaugural post from noted electronics-industry career consultant Ruth Glover, who will offer insight and information about how you can engineer your career. I might not have read The Start-Up of YOU, if I hadn’t attended a by invitation only LinkedIn presentation in Dallas recently. With 100+ degree temperatures, I trudged into the session with little enthusiasm, as I use LinkedIn daily and actually provide basic LinkedIn training to candidates.

Would this be just a sales presentation? Would I learn anything new? My spirits improved when I saw recruiter friends I hadn’t seen in years. LinkedIn arranged the meeting for established agency recruiters in Dallas. Seeing former colleagues was not all that happened.

LinkedIn IPO’d last year and has spent money to improve their products for both paying and non-paying participants. Their presentation was first class. Each attendee was given a copy of Reid Hoffman and Ben Casnocha’s book, titled The Start-Up of YOU. I might not have purchased the book thinking, . just another business book. Much to my surprise, the book is as good as or better than the presentation.

I want this synopsis to encourage you to read and heed the information in the book. Cheery thought: We are all born as entrepreneurs and must manage our careers with that in mind. The book: The Start-Up of YOU Reid Hoffman is the co-founder and chairman of LinkedIn, the social networking Internet phenomenon of the business world. LinkedIn is the best way to connect with people you used to know, currently know, or want to know.

Reid, investor and thought guru, started LinkedIn in 2003. He met Ben, the co-author, about the same time when Ben was in transition. Ben loved to write but his interest in travel and technology companies left him stranded, pondering his next step. While building a friendship, they realized, we are all born as entrepreneurs and must manage our lives as if we are self-employed with urgency and doubt along the way. The birth of the book started to grow.

Most career books suggest you determine what you want to do and then passionately … the plan. I happen to agree with the authors, who state we more often evolve, rather than making a conscious decision on what comes next. I loved the premise they call permanent beta. Career planning The authors suggest fitting three pieces together, much like a puzzle where all pieces must interact with each other.

They include: Assets — strengths, experience, skills Aspirations — helping others, creating music, building new companies, going green Market realities — the economy, local community, and the world Once you determine these three aspects, be ready to adapt, as you need both Plan A and Plan B, plus they suggest Plan Z. Plan A is your current status. Plan B is what you’d like to become, and Plan Z is how to support yourself in the process. You may work at Starbucks or do home repair for a friend, which could actually lead you to a new Plan A! Plans often take many years to achieve where you want and need to be. The book suggests we take advantage of surprises, such as layoffs, to become more productive by pivoting. A critical aspect of growth is who we know; the authors discuss the power of we.

We are the social network that LinkedIn helps us develop. We need coaches, mentors, relatives, and friends to help and encourage us along the path. Career success stories Examples of long climbs to success are rampant in the book. George Clooney arrived in Hollywood 12 years before his acting career jettisoned to success. Tim Westergren pitched his business idea for music on Pandora 300 times before he was given $9 million to expand his company.

His passion and his team supported him through the feast and famine. Risk is a factor no matter what we plan. Whenever we implement Plan A, we need to start Plan B, and as they suggest, use Plan Z, as the unexpected happens daily. Seek advice and listen carefully as opportunity may knock loudly when you least expect it.

My favorite quote from the book is, To move forward in your career, you have to commit to specific opportunities as part of the iterative plan, despite doubt and despite inconvenience. Calculated career risk Since I’m self-employed, I relate to that statement, more than I care to recall. My business started as a training company, evolved into recruiting, and now provides career management for individuals. Every time I create a new business model, risk looms like a big cloud.

But for your startup to survive, change is inevitable. What can you do today to further your Plan B? Who is on your board of directors who will give you honest feedback to help you achieve that next step? Are you adding new, worthwhile connections to your social network? Our global economy is and will continue to be chaotic.

Our old economy is gone and we live in a global, electronic age. You must be ready, willing, and able to adapt with the help of people who know and love you. Truly we are all in startup mode, regardless of our age or status in life. Networking need not be a chore, but simply a way of moving our lives forward with the knowledge that we are not there yet! Who is part of your we?

What action will you take today to further your career? Let the new you begin!

PRINDIVILLE Electric Hummer – Lead-acid battery 72V drive system
PRINDIVILLE Electric Hummer – Lead-acid battery 72V drive system
PRINDIVILLE Electric Hummer – Lead-acid battery 72V drive system
PRINDIVILLE Electric Hummer – Lead-acid battery 72V drive system
PRINDIVILLE Electric Hummer – Lead-acid battery 72V drive system

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