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Lean manufacturing, Lean Enterprise, or lean production, often simply, "lean", is a systemic method for the elimination of waste ("Muda") within a manufacturing process. Lean also takes into account waste created through overburden ("Muri") and waste created through unevenness in work loads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.
Essentially, lean is centered on making obvious what adds value by reducing everything else. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) (hence the term Toyotism is also prevalent) and identified as "lean" only in the 1990s.[1][2] TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker,[3] has focused attention on how it has achieved this success.
Lean principles are derived from the Japanese manufacturing industry. The term was first coined by John Krafcik in his 1988 article, "Triumph of the Lean Production System," based on his master's thesis at the MIT Sloan School of Management.[4] Krafcik had been a quality engineer in the Toyota-GM NUMMI joint venture in California before coming to MIT for MBA studies. Krafcik's research was continued by the International Motor Vehicle Program (IMVP) at MIT, which produced the international best-selling book co-authored by Jim Womack, Daniel Jones, and Daniel Roos called The Machine That Changed the World.[1] A complete historical account of the IMVP and how the term "lean" was coined is given by Holweg (2007).[2]
For many, lean is the set of "tools" that assist in the identification and steady elimination of waste (muda). As waste is eliminated quality improves while production time and cost are reduced. A non exhaustive list of such tools would include: SMED, Value Stream Mapping, Five S, Kanban (pull systems), poka-yoke (error-proofing), Total Productive Maintenance, elimination of time batching, mixed model processing, Rank Order Clustering, single point scheduling, redesigning working cells, multi-process handling and control charts (for checking mura).
There is a second approach to lean Manufacturing, which is promoted by Toyota, called The Toyota Way, in which the focus is upon improving the "flow" or smoothness of work, thereby steadily eliminating mura ("unevenness") through the system and not upon 'waste reduction' per se. Techniques to improve flow include production leveling, "pull" production (by means of kanban) and the Heijunka box. This is a fundamentally different approach from most improvement methodologies, which may partially account for its lack of popularity.[citation needed]
The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective.
Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[5] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. The disconnected nature of some of these principles perhaps springs from the fact that the TPS has grown pragmatically since 1948 as it responded to the problems it saw within its own production facilities. Thus what one sees today is the result of a 'need' driven learning to improve where each step has built on previous ideas and not something based upon a theoretical framework.
Toyota's view is that the main method of lean is not the tools, but the reduction of three types of waste: muda ("non-value-adding work"), muri ("overburden"), and mura ("unevenness"), to expose problems systematically and to use the tools where the ideal cannot be achieved. From this perspective, the tools are workarounds adapted to different situations, which explains any apparent incoherence of the principles above.
Also known as the flexible mass production, the TPS has two pillar concepts: Just-in-time (JIT) or "flow", and "autonomation" (smart automation).[6] Adherents of the Toyota approach would say that the smooth flowing delivery of value achieves all the other improvements as side-effects. If production flows perfectly (meaning it is both "pull" and with no interruptions) then there is no inventory; if customer valued features are the only ones produced, then product design is simplified and effort is only expended on features the customer values. The other of the two TPS pillars is the very human aspect of autonomation, whereby automation is achieved with a human touch.[7] In this instance, the "human touch" means to automate so that the machines/systems are designed to aid humans in focusing on what the humans do best.
Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. These concepts of flexibility and change are principally required to allow production leveling (Heijunka), using tools like SMED, but have their analogues in other processes such as research and development (R&D). The flexibility and ability to change are within bounds and not open-ended, and therefore often not expensive capability requirements. More importantly, all of these concepts have to be understood, appreciated, and embraced by the actual employees who build the products and therefore own the processes that deliver the value. The cultural and managerial aspects of lean are possibly more important than the actual tools or methodologies of production itself. There are many examples of lean tool implementation without sustained benefit, and these are often blamed on weak understanding of lean throughout the whole organization.
Lean aims to make the work simple enough to understand, do and manage. To achieve these three goals at once there is a belief held by some that Toyota's mentoring process,(loosely called Senpai and Kohai, which is Japanese for senior and junior), is one of the best ways to foster lean thinking up and down the organizational structure. This is the process undertaken by Toyota as it helps its suppliers improve their own production. The closest equivalent to Toyota's mentoring process is the concept of "Lean Sensei," which encourages companies, organizations, and teams to seek outside, third-party experts, who can provide unbiased advice and coaching, (see Womack et al., Lean Thinking, 1998).
In 1999, Spear and Bowen[8] identified four rules which characterize the "Toyota DNA":
Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome.
Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.
Rule 3: The pathway for every product and service must be simple and direct.
Rule 4: Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.
There have been recent attempts to link lean to service management, perhaps one of the most recent and spectacular of which was London Heathrow Airport's Terminal 5. This particular case provides a graphic example of how care should be taken in translating successful practices from one context (production) to another (services), expecting the same results. In this case the public perception is more of a spectacular failure, than a spectacular success, resulting in potentially an unfair tainting of the lean manufacturing philosophies.[9][not in citation given]
The avoidance of waste has a long history. In fact many of the concepts now seen as key to lean have been discovered and rediscovered over the years by others in their search to reduce waste. Lean manufacturing builds on their experiences, including learning from their mistakes.
Most of the basic goals of lean manufacturing are common sense, and documented examples can be seen as early as Benjamin Franklin. Poor Richard's Almanack says of wasted time, "He that idly loses 5s. worth of time, loses 5s., and might as prudently throw 5s. into the river." He added that avoiding unnecessary costs could be more profitable than increasing sales: "A penny saved is two pence clear. A pin a-day is a groat a-year. Save and have."
Again Franklin's The Way to Wealth says the following about carrying unnecessary inventory. "You call them goods; but, if you do not take care, they will prove evils to some of you. You expect they will be sold cheap, and, perhaps, they may [be bought] for less than they cost; but, if you have no occasion for them, they must be dear to you. Remember what Poor Richard says, 'Buy what thou hast no need of, and ere long thou shalt sell thy necessaries.' In another place he says, 'Many have been ruined by buying good penny worths'." Henry Ford cited Franklin as a major influence on his own business practices, which included Just-in-time manufacturing.
The concept of waste being built into jobs and then taken for granted was noticed by motion efficiency expert Frank Gilbreth, who saw that masons bent over to pick up bricks from the ground. The bricklayer was therefore lowering and raising his entire upper body to pick up a 2.3 kg (5 lb.) brick, and this inefficiency had been built into the job through long practice. Introduction of a non-stooping scaffold, which delivered the bricks at waist level, allowed masons to work about three times as quickly, and with less effort.
Frederick Winslow Taylor, the father of scientific management, introduced what are now called standardization and best practice deployment. In his Principles of Scientific Management, (1911), Taylor said: "And whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment."
Taylor also warned explicitly against cutting piece rates (or, by implication, cutting wages or discharging workers) when efficiency improvements reduce the need for raw labor: "...after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering [marking time, just doing what he is told] can prevent it."
Frank Bunker Gilbreth, Sr. established the fundamentals for predetermined motion time system, used in systems like Methods-time measurement or similar.
Shigeo Shingo, the best-known exponent of single minute exchange of die and error-proofing or poka-yoke, cites Principles of Scientific Management as his inspiration.[10]
American industrialists recognized the threat of cheap offshore labor to American workers during the 1910s, and explicitly stated the goal of what is now called lean manufacturing as a countermeasure. Henry Towne, past President of the American Society of Mechanical Engineers, wrote in the Foreword to Frederick Winslow Taylor's Shop Management (1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by the products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes."
Henry Ford continued this focus on waste while developing his mass assembly manufacturing system. Charles Buxton Going wrote in 1915:
Ford, in My Life and Work (1922),[12] provided a single-paragraph description that encompasses the entire concept of waste:
Poor arrangement of the workplace—a major focus of the modern kaizen—and doing a job inefficiently out of habit—are major forms of waste even in modern workplaces.
Ford also pointed out how easy it was to overlook material waste. A former employee, Harry Bennett, wrote:
In other words, Ford saw the rust and realized that the steel plant was not recovering all of the iron.
Ford's early success, however, was not sustainable. As James P. Womack and Daniel Jones pointed out in "Lean Thinking", what Ford accomplished represented the "special case" rather than a robust lean solution.[14] The major challenge that Ford faced was that his methods were built for a steady-state environment, rather than for the dynamic conditions firms increasingly face today.[15] Although his rigid, top-down controls made it possible to hold variation in work activities down to very low levels, his approach did not respond well to uncertain, dynamic business conditions; they responded particularly badly to the need for new product innovation. This was made clear by Ford's precipitous decline when the company was forced to finally introduce a follow-on to the Model T (see Lean Dynamics).
Design for Manufacture (DFM) also is a Ford concept. Ford said in My Life and Work (the same reference describes just in time manufacturing very explicitly):
This standardization of parts was central to Ford's concept of mass production, and the manufacturing "tolerances", or upper and lower dimensional limits that ensured interchangeability of parts became widely applied across manufacturing. Decades later, the renowned Japanese quality guru, Genichi Taguchi, demonstrated that this "goal post" method of measuring was inadequate. He showed that "loss" in capabilities did not begin only after exceeding these tolerances, but increased as described by the Taguchi Loss Function at any condition exceeding the nominal condition. This became an important part of W. Edwards Deming's quality movement of the 1980s, later helping to develop improved understanding of key areas of focus such as cycle time variation in improving manufacturing quality and efficiencies in aerospace and other industries.
While Ford is renowned for his production line it is often not recognized how much effort he put into removing the fitters' work to make the production line possible. Until Ford, a car's components always had to be fitted or reshaped by a skilled engineer at the point of use, so that they would connect properly. By enforcing very strict specification and quality criteria on component manufacture, he eliminated this work almost entirely, reducing manufacturing effort by between 60-90%.[16] However, Ford's mass production system failed to incorporate the notion of "pull production" and thus often suffered from over-production.
Toyota's development of ideas that later became lean may have started at the turn of the 20th century with Sakichi Toyoda, in a textile factory with looms that stopped themselves when a thread broke. This became the seed of autonomation and Jidoka. Toyota's journey with just-in-time (JIT) may have started back in 1934 when it moved from textiles to produce its first car. Kiichiro Toyoda, founder of Toyota Motor Corporation, directed the engine casting work and discovered many problems in their manufacture. He decided he must stop the repairing of poor quality by intense study of each stage of the process. In 1936, when Toyota won its first truck contract with the Japanese government, his processes hit new problems and he developed the "Kaizen" improvement teams.
Levels of demand in the Post War economy of Japan were low and the focus of mass production on lowest cost per item via economies of scale therefore had little application. Having visited and seen supermarkets in the USA, Taiichi Ohno recognised the scheduling of work should not be driven by sales or production targets but by actual sales. Given the financial situation during this period, over-production had to be avoided and thus the notion of Pull (build to order rather than target driven Push) came to underpin production scheduling.
It was with Taiichi Ohno at Toyota that these themes came together. He built on the already existing internal schools of thought and spread their breadth and use into what has now become the Toyota Production System (TPS). It is principally from the TPS, but now including many other sources, that lean production is developing. Norman Bodek wrote the following in his foreword to a reprint of Ford's Today and Tomorrow:
Although the elimination of waste may seem like a simple and clear subject it is noticeable that waste is often very conservatively identified. This then hugely reduces the potential of such an aim. The elimination of waste is the goal of lean, and Toyota defined three broad types of waste: muda, muri and mura; it should be noted that for many lean implementations this list shrinks to the first waste type only with reduced corresponding benefits. To illustrate the state of this thinking Shigeo Shingo observed that only the last turn of a bolt tightens it—the rest is just movement. This ever finer clarification of waste is key to establishing distinctions between value-adding activity, waste and non-value-adding work.[17] Non-value adding work is waste that must be done under the present work conditions. One key is to measure, or estimate, the size of these wastes, to demonstrate the effect of the changes achieved and therefore the movement toward the goal.
The "flow" (or smoothness) based approach aims to achieve JIT, by removing the variation caused by work scheduling and thereby provide a driver, rationale or target and priorities for implementation, using a variety of techniques. The effort to achieve JIT exposes many quality problems that are hidden by buffer stocks; by forcing smooth flow of only value-adding steps, these problems become visible and must be dealt with explicitly.
Muri is all the unreasonable work that management imposes on workers and machines because of poor organization, such as carrying heavy weights, moving things around, dangerous tasks, even working significantly faster than usual. It is pushing a person or a machine beyond its natural limits. This may simply be asking a greater level of performance from a process than it can handle without taking shortcuts and informally modifying decision criteria. Unreasonable work is almost always a cause of multiple variations.
To link these three concepts is simple in TPS and thus lean. Firstly, muri focuses on the preparation and planning of the process, or what work can be avoided proactively by design. Next, mura then focuses on how the work design is implemented and the elimination of fluctuation at the scheduling or operations level, such as quality and volume. Muda is then discovered after the process is in place and is dealt with reactively. It is seen through variation in output. It is the role of management to examine the muda, in the processes and eliminate the deeper causes by considering the connections to the muri and mura of the system. The muda and mura inconsistencies must be fed back to the muri, or planning, stage for the next project.
A typical example of the interplay of these wastes is the corporate behaviour of "making the numbers" as the end of a reporting period approaches. Demand is raised to 'make plan,' increasing (mura), when the "numbers" are low, which causes production to try to squeeze extra capacity from the process, which causes routines and standards to be modified or stretched. This stretch and improvisation leads to muri-style waste, which leads to downtime, mistakes and back flows, and waiting, thus the muda of waiting, correction and movement.
The original seven muda are:
Later an eighth waste was defined by Womack et al. (2003); it was described as manufacturing goods or services that do not meet customer demand or specifications. Many others have added the "waste of unused human talent" to the original seven wastes. For example, six sigma includes the waste of Skills, referred to as "under-utilizing capabilities and delegating tasks with inadequate training". Other additional wastes added were for example "space". These wastes were not originally a part of the seven deadly wastes defined by Taiichi Ohno in TPS, but were found to be useful additions in practice. In 1999 Geoffrey Mika in his book, "Kaizen Event Implementation Manual" added three more forms of waste that are now universally accepted; The waste associated with working to the wrong metrics or no metrics, the waste associated with not utilizing a complete worker by not allowing them to contribute ideas and suggestions and be part of Participative Management, and lastly the waste attributable to improper use of computers; not having the proper software, training on use and time spent surfing, playing games or just wasting time. For a complete listing of the "old" and "new" wastes see Bicheno and Holweg (2009)[19]
Some of these definitions may seem rather idealistic, but this tough definition is seen as important and they drove the success of TPS. The clear identification of non-value-adding work, as distinct from wasted work, is critical to identifying the assumptions behind the current work process and to challenging them in due course.[20] Breakthroughs in SMED and other process changing techniques rely upon clear identification of where untapped opportunities may lie if the processing assumptions are challenged.
The discipline required to implement lean and the disciplines it seems to require are so often counter-cultural that they have made successful implementation of lean a major challenge. Some[21] would say that it was a major challenge in its manufacturing 'heartland' as well.
Lean is about more than just cutting costs in the factory.[22] One crucial insight is that most costs are assigned when a product is designed, (see Genichi Taguchi).
In summary, an example of a lean implementation program could be:
With a tools-based approach
| With a muri or flow based approach (as used in the TPS with suppliers[23]).
The role of the leaders within the organization is the fundamental element of sustaining the progress of lean thinking. Experienced kaizen members at Toyota, for example, often bring up the concepts of Senpai, Kohai, and Sensei, because they strongly feel that transferring of Toyota culture down and across Toyota can only happen when more experienced Toyota Sensei continuously coach and guide the less experienced lean champions.
One of the dislocative effects of lean is in the area of key performance indicators (KPI). The KPIs by which a plant/facility are judged will often be driving behaviour, because the KPIs themselves assume a particular approach to the work being done. This can be an issue where, for example a truly lean, Fixed Repeating Schedule (FRS) and JIT approach is adopted, because these KPIs will no longer reflect performance, as the assumptions on which they are based become invalid. It is a key leadership challenge to manage the impact of this KPI chaos within the organization.
Similarly, commonly used accounting systems developed to support mass production are no longer appropriate for companies pursuing lean. Lean accounting provides truly lean approaches to business management and financial reporting.
After formulating the guiding principles of its lean manufacturing approach in the Toyota Production System (TPS), Toyota formalized in 2001 the basis of its lean management: the key managerial values and attitudes needed to sustain continuous improvement in the long run. These core management principles are articulated around the twin pillars of Continuous Improvement (relentless elimination of waste) and Respect for People (engagement in long term relationships based on continuous improvement and mutual trust).
This formalization stems from problem solving. As Toyota expanded beyond its home base for the past 20 years, it hit the same problems in getting TPS properly applied that other western companies have had in copying TPS. Like any other problem, it has been working on trying a series of countermeasures to solve this particular concern. These countermeasures have focused on culture: how people behave, which is the most difficult challenge of all. Without the proper behavioral principles and values, TPS can be totally misapplied and fail to deliver results. As with TPS, the values had originally been passed down in a master-disciple manner, from boss to subordinate, without any written statement on the way. Just as with TPS, it was internally argued that formalizing the values would stifle them and lead to further misunderstanding. However, as Toyota veterans eventually wrote down the basic principles of TPS, Toyota set to put the Toyota Way into writing to educate new joiners.[24]
Continuous Improvement breaks down into three basic principles:
Respect For People is less known outside of Toyota, and essentially involves two defining principles:
While lean is seen by many as a generalization of the Toyota Production System into other industries and contexts there are some acknowledged differences that seem to have developed in implementation.
Lean, as a concept or brand, has captured the imagination of many in different spheres of activity. Examples of these from many sectors are listed below.
Lean principles have been successfully applied to call center services to improve live agent call handling. By combining Agent-assisted Automation and lean's waste reduction practices, a company reduced handle time, reduced between agent variability, reduced accent barriers, and attained near perfect process adherence.[25]
Lean principles have also found application in software application development and maintenance and other areas of information technology (IT).[26] More generally, the use of lean in information technology has become known as Lean IT.
A study conducted on behalf of the Scottish Executive, by Warwick University, in 2005/06 found that lean methods were applicable to the public sector, but that most results had been achieved using a much more restricted range of techniques than lean provides.[27]
A study completed in 2010 identified that lean was beginning to embed in Higher Education in the UK (see Lean Higher Education).[28] In addition, Bolton Hospitals NHS Trust published an article reporting to have successfully lowered their mortality rates after implementing Lean.[29]
The challenge in moving lean to services is the lack of widely available reference implementations to allow people to see how directly applying lean manufacturing tools and practices can work and the impact it does have. This makes it more difficult to build the level of belief seen as necessary for strong implementation. However, some research does relate widely recognized examples of success in retail and even airlines to the underlying principles of lean.[15] Despite this, it remains the case that the direct manufacturing examples of 'techniques' or 'tools' need to be better 'translated' into a service context to support the more prominent approaches of implementation, which has not yet received the level of work or publicity that would give starting points for implementors. The upshot of this is that each implementation often 'feels its way' along as must the early industrial engineering practices of Toyota. This places huge importance upon sponsorship to encourage and protect these experimental developments.
Lean management is nowadays implemented also in non-manufacturing processes and administrative processes. In non-manufacturing processes is still huge potential for optimization and efficiency increase.[30]
The espoused goals of lean manufacturing systems differ between various authors. While some maintain an internal focus, e.g. to increase profit for the organization,[31] others claim that improvements should be done for the sake of the customer[32]
Some commonly mentioned goals are:
Taking the first letter of each waste, the acronym "TIM WOOD" is formed. This is a common way to remember the wastes.
The strategic elements of lean can be quite complex, and comprise multiple elements. Four different notions of lean have been identified:[33]
The Total Lean Management Model aligns ALL the pillars of Lean – TFM, TPM, TQM, TSM and THM in a systematic way under one umbrella, making Lean understanding, learning and execution a smooth methodology.
Creating WORLD CLASS ORGANIZATIONS – begins with the basic requirement of having a good 5S in the workplace, followed by identification, reduction and if possible elimination of the 7 Muda's across the value chain: customers to suppliers.
The following steps should be implemented to create the ideal lean manufacturing system:[34]
A fundamental principle of lean manufacturing is demand-based flow manufacturing. In this type of production setting, inventory is only pulled through each production center when it is needed to meet a customer's order. The benefits of this goal include:[34]
The core of lean is founded on the concept of continuous product and process improvement and the elimination of non-value added activities. "The Value adding activities are simply only those things the customer is willing to pay for, everything else is waste, and should be eliminated, simplified, reduced, or integrated" (Rizzardo, 2003). Improving the flow of material through new ideal system layouts at the customer's required rate would reduce waste in material movement and inventory.[34]
A continuous improvement mindset is essential to reach the company's goals. The term "continuous improvement" means incremental improvement of products, processes, or services over time, with the goal of reducing waste to improve workplace functionality, customer service, or product performance (Suzaki, 1987).
Stephen Shortell (Professor of Health Services Management and Organizational Behaviour – Berkeley University, California) states:-
"For improvement to flourish it must be carefully cultivated in a rich soil bed (a receptive organization), given constant attention (sustained leadership), assured the right amounts of light (training and support) and water (measurement and data) and protected from damaging."
Overall equipment effectiveness (OEE) is a set of performance metrics that fit well in a lean environment.
The 9 steps make Lean Learning the easiest possible. Each is Muda can be reduced by Lean Pillars and tools though a step by step approach.
One criticism of lean perennially heard among rank-and-file workers is that lean practitioners may easily focus too much on the tools and methodologies of lean, and fail to focus on the philosophy and culture of lean. The implication of this for lean implementers is that adequate command of the subject is needed in order to avoid failed implementations.[35] Another pitfall is that management decides what solution to use without understanding the true problem and without consulting shop floor personnel. As a result lean implementations often look good to the manager but fail to improve the situation.[35] In addition, many of the popular lean initiatives, coming from the TPS, are solutions to specific problems that Toyota was facing. Toyota, having an undesired current condition, determined what the end state would look like. Through much study, the gap was closed, which resulted in many of the tools in place today. Often, when a tool is implemented outside of TPS, a company believes that the solution lay specifically within one of the popular lean initiatives. The tools which were the solution to a specific problem for a specific company may not be able to be applied in exactly the same manner as designed. Thus, the solution does not fit the problem and a temporary solution is created vs. the actual root cause.[36]
Wikimedia Commons has media related to Lean manufacturing. |


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This or that? with Taylor Chorney
Thursday, 02.04.2009 / 5:53 PM
/ Off the Ice
Defenceman Taylor Chorney is only a few days into his first NHL call-up, but even this fall's rookie camp couldn't prepare him for his first Off the Ice interview. Among the topics addressed? Favourite breakfast staples, coastal cities, and newspaper sections. Check out his answers below.

subset: commoncrawl


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predicting wins and losses in the summer is like predicting who a team will draft. Why bother? We wont even know who is on each team until cut down day.
I prefer to take each opponant the Monday before the game is played, and see how that team is playing and who they have injured and who the Pats have injured.


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Home | Contact Us | Newsletter | Online Payments | Careers | Store | Patient Portal
Dr. Patt completed the ASCO leadership development program in 2014. She received the prestigious ASCO Young Investigator's Award in June, 2006. In July 2006 she was awarded the Fellow of the Year in Research for her excellence in Breast Cancer Research. In March 2006 she was awarded the Jesse H. Jones Fellowship in Cancer Education. Both awards were presented to her by M.D. Anderson Cancer Center. Dr. Patt is a member of the American Society of Clinical Oncology and the American College of Physicians.
Dr. Patt is a member of ASCO's clinical practice and cancer education committees. She has served as chair for the Texas Medical Association's Cancer Committee, the board of the Breast Cancer Resource Center and the Advisory Council for the Texas Cancer Registry. In addition, she is chair of the breast cancer subcommittee for the Seton Family of Hospitals. She has held adjunct appointments at the University of Texas MD Anderson Cancer Center and hte University of Texas School of Public health.


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The A17 has now fully opened after engineers repaired a carriageway damaged whehn a crane caught fire.
Chris Bishop
Thursday, September 13, 2012
Part of the A17 will remain closed into the night, with traffic between the East Midlands and Norfolk diverted via Wisbech.
Repairs are being made to the east-bound carriage way at Cross Keys Bridge.
Drivers are being diverted via the A1101 to Wisbech, to cross the nene at Freedom Bridge, and the A47 to King's Lynn.
Fire crews from Long Sutton, Terrington St Clement, King's Lynn and Swaffham were sent to the fire, near the power Station. No-one was injured.
The wreckage of the crane was removed but police said it was not clear when the road would re-open.
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The New South Wales Teachers Credit Union is a public unlisted, locally owned company. The company generates its revenue though providing retail financial services to its members. The credit union operates out of two branches located in Sydney and employs over 350 staff.
The principal business activities of the New South Wales Teachers Credit Union consists of the provision of retail financial services to members in the form of taking deposits and giving financial accommodation as prescribed by the Constitution.
The credit union offers other services such as:


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Amanda De Santa
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CHARACTER Amanda De Santa | |
Appearance(s): | Grand Theft Auto V |
Full name: | Amanda De Santa |
Also known as: | Mand Mandy |
Status: | Alive |
Gender: | Female |
Date of birth: | 1970 |
Home: | Portola Drive, Rockford Hills, Los Santos |
Nationality: | American |
Family: | Michael De Santa (Husband) Jimmy De Santa (Son) Tracey De Santa (Daughter) |
Main affiliation: | Kyle Chavis (Formerly) Fabien LaRouche (Formerly) |
Vehicle(s): | Red Sentinel |
Businesses: | Stripper (formerly) |
Voiced by: | Vicki Van Tassel |
- "We're not perfect, Michael. But at least we're both trying. It'll take some time, but we'll be okay."
- ― Amanda De Santa
Amanda De Santa, formerly Amanda Townley, is a character in the Grand Theft Auto series who appears as a main character in Grand Theft Auto V.
Amanda was working as a stripper and possibly a prostitute (according to Trevor and as implied by her son) when she first met Michael Townley. Her history before that is unknown minus that when Michael first met her she was living in a trailer park in the Midwest. The relationship between Amanda and Michael has become very sour over the last decade and they barely tolerate each other. Michael spends his time drinking, moping, and losing his temper at her. She spends his money freely on expensive clothing, jewelry, and plastic surgery, while verbally abusing him. They have two children together, Jimmy and Tracey.
In Friends Reunited, Trevor comments that Michael bought breasts implants for Amanda and made money using her as a prostitute.
Events of GTA V
Amanda is first seen in the Prologue mission attending Michael's funeral.
Broken relationship
- "Just don't kill him!"
- ―Amanda after Michael goes after Kyle.
She later appears in the mission Complications, while Franklin is invading Michael's House to retrive Jimmy's BeeJay XL. She is in the kitchen with her tennis coach Kyle Chavis, and Kyle is "demonstrating" to Amanda how to properly use a tennis racket. This gives a hint that Amanda is cheating on Michael with her tennis coach.
This is later confirmed when Michael catches them having sex in his own bed. Kyle, in panic, jumps out the window to escape, but Michael is determined to catch him. He and Franklin chase the tennis coach while Amanda begs Michael to not kill Kyle.
She then appears in her own mission, when she is almost put in jail, after being caught shoplifting from Didier Sachs in Rockford Plaza. Michael needs to rescue her after she calls asking for his help, he takes the police car, with Amanda being restrained and flees from the police. While they are going back to the mansion, they discuss about Amanda's habit of stealing things, Michael's past criminal life and even Michael's investments in the stock market and their house mortgage.
Amanda makes a brief appearance in the mission Mr. Philips if the player starts the mission as Michael. He invites Amanda to go dinner, but she says that she already have to go to a yoga class.
She later appears in the beginning of the mission Fame or Shame, having an discussion about Michael's emotional distance from the family and his change in behavior, when Trevor Philips appears leaving everyone shocked. He and Michael leaves after they discover that Tracey is about to do a audition in the Fame or Shame show and go after her.
Leaving Michael
- "You are ALONE, you pathetic psychopath!"
- ―Amanda, before leaving Michael.
During the mission Did Somebody Say Yoga?, Michael and Amanda are having another argument, this time about Trevor's return, when Amanda's yoga coach, Fabien LaRouche, arrives and invite both of them to a yoga session to relax. Surprisingly, Michael agrees to try a class, much to Amanda's frustration, which appears to be his main reasoning. The session is going well, until Fabien attempts to put Amanda into an inappropriate yoga position. This causes Michael to lash out and attempt to punch Fabien, but he misses and falls in the pool. Amanda gets angry with Michael's constant angry behavior and leaves him, takes the children and moves in with Fabien.
While Amanda is gone, she tries to make Michael jealous, by leaving posts on his Lifeinvader page, saying that Fabien satisfies her physically, emotionally and spiritually. However, after some time, she will show that she still worries about her husband. She will call Franklin after the mission Minor Turbulence, asking if Michael is still alive and leave a message in his Lifeinvader page saying to him let her know that he is ok.
Reunited family
- "Listen, Michael, I'm so glad we're back together and making a go of things. After everything we've been through, I just couldn't give up on our family. Yes, you're awful and clearly you're never going to change, but I guess I want to bury you, when the time comes, as your wife."
- ―Amanda, in an e-mail send to Michael after the mission Reuniting the Family.
After a few weeks, Jimmy finally visits the house to see Michael. He claims that Amanda is not happy with Fabien any longer, and that she is at a Bean Machine café with him. The two then leave and show up at Bean Machine. Fabien is shown verbally abusing Amanda, and the two are then surprised to see Michael. Fabien then insults both Michael and Jimmy but Amanda turns on him, calmly asking Michael to hit him. Michael then grabs a laptop and bashes it over Fabien's head, nearly knocking him out. Satisfied, Amanda tells Michael to take himself and the children to Dr. Friedlander's therapy office, then drives off to abandon Fabien. During the therapy session, the couple vent and argue at each other, but by the end they are both satisfied by the release of anger. They both promise to try and make each other happy and no longer cheat on each other, and Amanda and the children move back in.
Soon after, she and Tracey are held hostage by Merryweather, under orders of Devin Weston. Michael kills all the Merryweather soldiers and saves his family, but Amanda, Jimmy and Tracey once again leave the mansion, this time to lay low while Devin is still trying to kill Michael.
- "We're stuck with each other. And that's as close to a "I love you" as I've been in very long time."
- ―Amanda about the future of her relationship with Michael.
After the final mission, Amanda and Michael will no longer be seen fighting and if Michael speaks with Amanda, she will no longer complain or be sarcastic with him, being now more friendly. She can also be taken on friend activities with her husband, and they both will be more tolerant with each other while hanging out. During their first friend outing after the ending, Amanda and Michael promise to be faithful to each other. When Michael returns to his house for the first time after the ending, he may find Amanda and her children sitting on the couch, contentedly watching TV together.
Amanda will no longer appear in the game if the player chooses this ending, but she will send an e-mail to Franklin, saying that she knows that he has something to do with Michael's death and also warning him to never come close to her family again.
Mission appearances
- Prologue
- Complications
- Father/Son
- Marriage Counseling
- The Good Husband (Boss; optional)
- Mr. Philips
- Fame or Shame
- Did Somebody Say Yoga?
- Minor Turbulence (Post-mission phone-call)
- Reuniting the Family
- Meltdown
- The Time's Come (Post-mission e-mail)
- Amanda holds the position of being the first and only wife to the protagonist in the GTA series.
- The number plate for Amanda's Sentinel is 'KRYST4L'. 'KRYST4L' is a leet-speak of 'crystal'.
- While switching back to Michael, there is a chance he'll walk in on Amanda in their bedroom while she's masturbating; she'll throw away a dildo, saying she thought the door was locked, and goes to sleep.
- Amanda's favorite radio stations are most likely Space 103.2 and The Lowdown 91.1, as they are the default radio stations of her Sentinel.
- Despite the fact that she uses Michael's affairs as ammunition in her arguments with him, she herself has affairs with Fabien LaRouche, Kyle Chavis, Jimmy's third grade teacher, a juice seller, a dog walker, their gardener Carlos, a rubbish collector, Michael's proctologist, a Jesus Christ impersonator, and a homeless, doomsaying hippy. She refers to all of these liasons quite casually in the mission Reuniting the Family.
- On the website "Hushsmush.com", the player has the possibility of running into a page with a user dubbed foxymama21 that very clearly indicates that it is her, even though it is never explicitly said. In her description, she indicates that she "has the mind and body of a girl half [her] age" (She is 43, according to her info), but her husband ignores her and he spends his time drinking in the pool, and is looking for someone to satisfy her in her "prime". It also mentions that she loves yoga.
- Her phone number is 346-555-0118.
- According to Amanda in the mission The Good Husband, she has a habit of stealing things, which could mean that she is a kleptomaniac.
- Amanda appears to have a drinking problem.
- If the player chooses "The Time's Come" and kills Michael, Amanda mourns his death and will figure out that Franklin had a part in his death and message him, telling him she hopes he'll "rot in hell" and warning him to stay away from her and her children.
- After Michael hangs out with Jimmy for the first time, it's possible to call Amanda, she will ask Michael what the deal with Franklin is and Michael will respond that he is just a "personal assistant".
- Trevor and Amanda's dialogue, when playing Tennis at the mansion indicates they might have been friends, before Michael's "death".
- There is a glitch where she, Tracey De Santa, Eva and Carlos will randomly clone themselves within Michael's mansion. Some random Pedestrians can also appear cloning in his mansion as well. The cause of this glitch is unknown.
- When playing as Franklin and/or Trevor and the player injures Michael; or if playing as Michael followed by getting knocked out by either Franklin and/or Trevor for stalking. Amanda will sometimes text either of the two on Michael's behalf in an infuriated manner.
- During friend activities, Amanda tells Michael that she wants to get a job. When Michael jokes about stripping being a business of the young, Amanda reveals that she wants to teach yoga and tennis to the homeless.
- Even after Amanda and Michael reconcile their relationship, upon completing a friend activity together he'll still simply drop her off at some random location as with any friend. Given they're married, the option for "coffee" is not available, this happens when the player chooses Michael, he will be with Amanda on the bed.
- Like other friend combinations, it's possible for Amanda and Michael to get drunk together, leading to unique dialogue between them until it wears off.
- When taken to a bar if asked to hang out, Amanda's makeup will be smudged and running on exit.


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McClean, Emma (2007) Human security in international law: the role of the United Nations. PhD thesis, University of Hull, Faculty of Law.
Full text not available from this repository.
The research is a study of the place of human security in international law and the roles of the UN in the quest for human security.
Item Type: | Thesis (PhD) |
Research Community: | University of Westminster > Law, School of |
ID Code: | 5232 |
Deposited On: | 24 Jun 2008 10:36 |
Last Modified: | 21 Oct 2009 15:58 |
Repository Staff Only: item control page


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New owners of Cafe Main in Cromer, Mark and Maxine Bright. PHOTO: ANTONY KELLY
Richard Batson
Thursday, April 19, 2012
A couple with business backgrounds in crabs and mushrooms have teamed up to tackle a tasty new venture as café owners.
Childhood sweethearts Mark and Maxine Bright who met at high school 33 years ago are well-known in the Cromer area.
During 30 years at the local crab factory Mark worked his way up from the production line to operations director.
Maxine was the town's carnival queen in 1986, worked at the North Norfolk Mushrooms factory run by her family the Osbornes, and had a five-year spell in the Cromer Boots branch, but more recently has been a special needs classroom assistant at Cromer then North Walsham high schools.
Now they have bought Café Main in Cromer's Church Street from Laura Broughton and plan to develop the business.
Mark, who had a year running a shellfish factory in Holland after leaving the crab factory in 2010, said they were looking for a new challenge, heard the café was for sale and thought "we can do this."
He will be at the café seven days a week in summer, with Maxine helping at weekends and holidays, while the staff has been expanded to four.
Maxine added: "We are used to people skills through our businesses. We hope people will enjoy the friendly atmosphere, the home-made cakes and scones and the locally-sourced food."
The couple, both 48, who met as Cromer High School students and have been married 23 years, have two sons, Greg 22 who works at Morrison's petrol station, and Charlie, 20, a scratch golfer who plays for Norfolk and is seeking to make a career in the sport.
2 comments
Crabs and Fungi. A very candid interview :-)
Thursday, April 19, 2012
Thank-you for the line "background in crabs"...that has truly made my day!
Thursday, April 19, 2012
The views expressed in the above comments do not necessarily reflect the views of this site


text: Tickets for the 2014 Great Taste of the Midwest will go on sale beginning with on-site sales occurring Sunday May 4 at noon followed by acceptance of mail orders that are postmarked on Monday May 5th. Tickets are $60 each and there is a 2 ticket purchase limit. For complete details, please see the Great Taste site: http://greattaste.org/ *PLEASE PAY CAREFUL ATTENTION TO THE CHANGES FOR 2014*


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Roger Greenwalds Home Page
My mini-FAQ:
What does this Roger Greenwald look like? (Depending on the day and the eye of the beholder, something like this or that.) Roger Greenwald, the poet? (Yes.) Roger Greenwald, the translator? (Yes.) Roger Greenwald, Senior Fellow of Innis College, University of Toronto? (yes.) Roger Greenwald, erstwhile Editor of WRIT Magazine (ceased publication in 1995)? (Yes.) So now you can safely send e-mail to whichever one you were looking for. My e-mail address is firstname.lastname@example.com (This is not the end; keep scrolling, please!)
For further information, click on any of the following links:
Biographical Sketch, including Awards
Books by or translated by Roger Greenwald
Some work available on the Web (also see Books page)
WRIT Magazine
LINKS TO SITES IN OR ABOUT SCANDINAVIA. Please read the brief Users Guide before you go to the large page of Scandinavian Links. If you have read the Users Guide before, you can click here to go to Scandinavian Links.


text:
Book your room at Grand Plaza Serviced Apartments
Executive Studio, 1 Double or 2 Single Beds
Max Occupancy: 2 guests (up to 1 child, 1 infant)Executive Apartment, 1 Double or 2 Single Beds
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Max Occupancy: 4 guests (up to 3 children)Quadruple Executive Apartment
Max Occupancy: 4 guests (up to 3 children, 3 infants)Apartment, 2 Bedrooms
Max Occupancy: 4 guests (up to 3 children)Family Apartment sleeps 6
Max Occupancy: 6 guests (up to 5 children)Family-friendly London apartment in Paddington, near Royal Albert Hall
+VIP Access™ Hotel
We carefully hand-picked this hotel based on its dedication to service and excellent guest reviews.
Expedia +gold members receive free room upgrades and +gold and +silver members get other perks upon availability at check-in.
See detailsLocation
This family-friendly London apartment is located in the entertainment district, within 1 mi (2 km) of Whiteleys Shopping Centre, Royal Albert Hall, and Kensington Palace. Kensington Gardens and Portobello Road Market are also within 1 mi (2 km).
Property Features
This smoke-free apartment features concierge services, dry cleaning, and laundry facilities. WiFi in public areas is free. Additionally, a 24-hour front desk, express check-in, and express check-out are onsite.
Room Amenities
All 198 apartments boast deep soaking tubs and offer free WiFi and kitchenettes. Free wired Internet and DVD players are standard, as are flat-screen TVs with satellite channels.
Information missing or incorrect? Tell us!Renovations & Closures
- Dining venue
Hotel Amenities
Hotel Amenities
Grand Plaza Serviced Apartments features tour/ticket assistance, multilingual staff, and a garden. High-speed wireless Internet access is complimentary. This family-friendly apartment also offers a picnic area, concierge services, and complimentary newspapers in the lobby.
Grand Plaza Serviced Apartments is a smoke-free property.
- Number of floors - 6
- Breakfast available (surcharge)
- Elevator/lift
- Tours/ticket assistance
- Express check-in
- 24-hour front desk
- Luggage storage
- Total number of rooms - 198
- Laundry facilities
- Multilingual staff
- Picnic area
- Smoke-free property
- Television in lobby
- Free newspapers in lobby
- Concierge services
- Dry cleaning/laundry service
- Express check-out
- Free WiFi
- Garden
- Porter/bellhop
Family Friendly Amenities
- Family Hotel
- Free Wi-Fi
- Kitchenette
- Laundry facilities
- Refrigerator
- Microwave
- Cribs/infant beds (complimentary)
- DVD player
Available in all rooms: Free WiFi , Free wired high-speed Internet
Available in some public areas: Free WiFi
Room Amenities
- Free dial-up Internet access
- Daily housekeeping
- Free toiletries
- Hair dryer
- Deep soaking bathtub
- Bathtub or shower
- Free cribs/infant beds
- DVD player
- Kitchenette
- Microwave
- Refrigerator
- Coffee/tea maker
- Private bathroom
- Iron/ironing board
- In-room safe
- Desk
- Satellite TV service
- Free wired high-speed Internet
- Cookware, dishware, and utensils
- Blackout drapes/curtains
- Stovetop
- Flat-panel TV
- Free WiFi
Where to Eat
Full breakfasts are available for a surcharge and are served each morning between 8 AM and 11 AM.
Nearby Things to Do
The recreational activities listed below are available either on site or nearby; fees may apply.
- Bicycle rentals nearby
To make requests for specific accessibility needs, complete the "Special or Accessibility Requests" section of "Trip Preferences" when you book your hotel.
- In-room accessibility
Hotel Policies
Check-in time starts at 2:30 PM
Check-out time is 11 AM
Payment types
You need to know
Extra-person charges may apply and vary depending on hotel policy.
Government-issued photo identification and a credit card or cash deposit are required at check-in for incidental charges.
Special requests are subject to availability upon check-in and may incur additional charges. Special requests cannot be guaranteed.
- No onsite parking is available.
Only service dogs are allowed
No rollaway/extra beds available
- Breakfast fee: GBP 12.95 per person (approximately)
- Late check-out fee: GBP 50


text:
Engineering Design Process
The engineering design process involves a series of steps that lead to the development of a new product or system. In the NASA Engineering Design Challenge: Lunar Plant Growth Chamber project, students are to complete each step and document their work as they develop their lunar plant growth chamber.
› View K-4 version
› View 5-12 version
Scientific Method
Scientists all over the world make discoveries by asking questions and searching for the answers. They conduct experiments using a common process called the scientific method. With the scientific method, researchers start by observing something they don't understand. They then review the background information about the topic and state the problem. Next, they form a hypothesis of what they think will happen, and design and do an experiment to test their theory. After collecting and analyzing the data from the experiment, they draw conclusions. Sometimes their hypothesis is right. But other times the experiment leads to more questions and a newer theory.
Science is an active process where knowledge continues to grow as scientists ask better questions and use improved technology to try to answer those questions. Although new technology can lead to better science, technology alone is not good science. Good science is the result of asking good questions.
Examine the chart for more information about each step.
› View chart
What do we know about the moon? Why are humans interested in exploration? Why is NASA interested in plants? Begin your search for information about these topics with this list of Web sites and resources.
The Moon
› View site
› View site
Plants in Space
› View site
Educational Materials
› View site
Technical Information
› View site


text:
Privacy Policy
CalPERS is committed to responsible information handling practices. When you access or use our websites, you agree to the terms and conditions published here. Please note that the privacy policies or statements of other websites linked to the CalPERS On-Line website may differ. CalPERS is not responsible for the privacy practices of those sites.
To complete CalPERS customer business online, we sometimes need to coordinate efforts with other parties, such as the State Controller's Office, employers, or health plans. Information will be used only to conduct CalPERS-related business including electronic notifications of educational events and surveys. You can find more detailed information on this in our Security Policy and Your Personal Information & How It's Used sections.
The use of CalPERS On-Line and my|CalPERS is voluntary, and if you do not wish to conduct electronic business with CalPERS, our staff is available to assist you by phone at 888 CalPERS (or 888-225-7377) or you can visit one of our eight Regional Offices located throughout the State.
To stay current, we reserve the right to update our Privacy Policy as needed, and your use will be subject to the most current policy version. You should check these policies from time to time.
CalPERS has a responsibility to protect our computing resources. If we believe an attempt is being made through the Internet to break into or otherwise abuse our computer systems or business information, we will use the information in our computer logs, and other means available, to determine those responsible. As part of these legal efforts, we may share the information we gather with law enforcement agencies or other authorized entities.
Saving Your "View" & More Information on Cookies
CalPERS On-Line has information specific to your member or employer group. By selecting one of the member or employer views, you'll get the information that is most relevant to you. You can also choose to save your selection so that CalPERS On-Line remembers it for all your visits. Saving your selection will place a "persistent" cookie on your computer. These simple text files do not expire after you close your session. They do not collect any personal information or identifiers about you, and if you want, you can clear them from your computer at any time. If you do delete them, you will need to select your view each time you visit our site.
In addition, to maintain the functionality of our interactive website and our online services, "session-based" cookies are used. These cookies let the site know where to return the information or business transaction results you request by creating a temporary, randomly generated identifying tag that expires when you end your browser session.
If you turn off the cookie option in your Web browser settings, you may not be able to access some of our online information and services.
Limitation of Liability
While CalPERS makes every attempt to ensure the information provided is reliable, human or mechanical error remains a possibility. Therefore, CalPERS does not guarantee the accuracy, completeness, timeliness, or correct sequencing of information, and will not be held responsible for any errors or omissions, or for the results obtained from the use of the information. This applies to any websites linked to and from CalPERS websites.
If there is a conflict between the information provided on our websites and the California Public Employees' Retirement Law, any decisions will be based on the law and not the information on our websites.
Note: This Privacy Policy is subject to change without notice and reflects the current CalPERS business practices.
Dated: 12-13-2013


text: There are other radio stations that have started including local music in their format, but please realize the difference in us and "them"…. KBON is the first & ONLY radio station to go on the air with the sole intention of giving our local musicians the honor & respect they deserve. Other stations decided to play local music ONLY because of the success of it on KBON. Bottom line: We sound like Louisiana because we are TRUELY "Louisiana Proud"…. We MADE broadcasting history, not copied it!!! We are KBON 101.1fm. Ayieeeeeeeeeeeeee, Where's the ice chest babe???


text:
Building Apps for Windows Phone 8 Jump Start: (19) Windows Phone 8 and Windows 8 Cross Platform Development
- Posted: Dec 04, 2012 at 11:29 AM
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Building for consistent experiences across Windows devices (Tiles, Notifications, Animations for differing screen sizes, controls, Lifecycle), Minimizing Development through reuse (Portable Class Library) and Sharing Code from Windows Phone Runtime and the Windows Runtime, and Architecture (Architecture APIs, Visualizing Data, and Navigation).
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Shop our Pop-In collab with Topshop and Topman.
Exclusive finds with a new theme each month.
Shop: Pop-In
Our director of creative projects shares what she's into.
Read More
Stay updated with a steady stream of new info.
Show your team spirit with an American-made cotton T-shirt fronted with vintage graphics.


text:
Microsoft Studios creative director Adam Orth has vehemently defended 'always online' technology, amid rumours the next Xbox console will require an internet connection.
Update: Microsoft has distanced itself from Orth's comments, saying in an official statement, "This person is not a spokesperson for Microsoft, and his personal views are not reflective of those of the company."
Original report continues:
Taking to Twitter, Orth said that he didn't understand consumer objections to always-online technology. "Sorry, I don't get the drama around having an 'always online' console," he Tweeted.
"Every device now is 'always on'. That's the world we live in. #dealwithit."
When it was suggested to Orth that internet connectivity is not reliably available everywhere in the United States - not to mention the world - he replied, "Why on earth would I live there?"
When asked by BioWare designer Manveer Heir whether he had learned anything following poor launches for always-online titles like Diablo III and SimCity, Orth compared an internet connection with electricity: "electricity goes out, too," he Tweeted.
Orth has since protected his Twitter account following backlash from his followers. A Reddit user captured a screenshot of part of the exchange.
While Orth's comments shouldn't be taken as official, they come amid persistent rumours that the next Xbox console will require a constant internet connection.


text: Rich Toon is a trial lawyer and a partner in the firm. He has personally provided legal representation in more than 1000 injury-related claims, and is AV® Preeminent™ Peer Review Rated, (the highest level of professional excellence), through the Martindale-Hubbell Peer Review Ratings service. He is a licensed attorney in The United States Supreme Court, The United States 10th Circuit Court of Appeals, and all Federal and State Courts in Oklahoma. He has received local and national attention for his work, and is often asked to speak at seminars to large groups of trial lawyers and other groups on various legal issues. He is President of the Workers' Compensation Section of the Tulsa County Bar Association, and is a member of the American Association for Justice. He is a Board Member of the Oklahoma Association for Justice.


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On the yellowing AP Leafax transmission envelope from May 9, 1995, next to Subject I had simply written "Gatonde reburial. Outs."
That meant that these were my outtakes, or images I would not transmit.
The envelope was thick, a least a three rolls of processed colour negative film strips were within.
As I pulled them out, a flood of memory came back to me. Following a group of men carrying hoes into the mountains. A pair of dogs snarled at them and tried to bite them; the group laughed. It was like men heading off to clear a field in the steep hills of Rwanda. Yet it was not, they were trying to find where their relatives and friends had been dumped in shallow graves during the previous year's genocide.
I was the only outsider among them. I don't recall how I found out about the exhumations, but for the people of Gatonde it was an important day. A survivor pointed out a seemingly innocuous spot and the men began to dig. Soon they were carefully pulling out bits of skeleton, clumps of hair, clothing. It was quite horrific, and as I followed them to where the burial of the victims would take place, it became clear that there were dozens of groups like mine labouring across the verdant hills.
The burial sites were incredibly common. Even along the dirt road I had driven in on, the gulleys alongside proved to hold more horrors.
The scale of the killings by neighbour against neighbour became clear.
I remember being told by a Tutsi from the capital Kigali who had, against the odds, survived. One of his best friends was a Hutu, they lived in neighbouring houses, and they played soccer for the same amateur team. Yet it was this man who walked the death squads to his home, and even took part in the killings. The fact that his teammate had initiated the killing of his entire family was what he kept returning to as he told me his story.
The man was, in the aftermath, known as a 'plafond'. Someone who had survived by hiding in the ceiling.
Back in Gatonde, a deep and long mass grave had been dug, and groups of people emerged silently from the trees and fields, bearing grass mats or woven baskets with their dead. Some had only banana leaves to carry their loved ones. I recall it being very silent. No-one was crying. The people of Rwanda were beyond tears.
Some of my images from the set here look strange. I somehow overdeveloped the negatives and then proceeded to damage them further trying to dry them fast enough to transmit for deadlines. The negatives of – of course – my best images are heavy, stained gnarled and curled. So excuse the weirdness of the scans, but they are important images. Full set http://gregmarinovich.photoshelter.com/gallery/Gatonde-Rwanda-1995/G0000k.jE.VZe1B0


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The Boone County Fire Protection District is still 60 firefighters short of its desired 311 members after a commencement ceremony at the district headquarters Saturday.
Assistant Chief Bruce Piringer, head of the Training and Education Bureau, said the district hopes to recruit more firefighters because it has recently added two stations. This year's second recruit class will begin June 20.
Thirty-two men and women from Recruit Class 2005-1 officially joined the district's force at the ceremony. Nineteen were new recruits who completed 148 hours of training over the past four months. Thirteen were transfer firefighters who already had training from other fire departments.
Half the recruits must complete another 120 hours of training to be certified as emergency medical technicians. They will continue to receive training while serving the district, according to Piringer.
"That's why we call it a commencement, not graduation," Piringer said. "They're just beginning their training."
The ceremony was conducted by Piringer and Chief Steve Paulsell. After the men spoke, the new recruits were presented with certificates. Family members were asked to pin badges on the new firefighters.
Piringer said during the ceremony that he was very impressed with the new group.
"This is probably the brightest, quickest learning, most enthusiastic group of firefighters we have seen," Piringer said.
David Factor, one of the new recruits, said the training was a good experience and a lot of fun, but he is glad to now be a firefighter. Factor, who is from St. Louis, came to Columbia to study at MU to be a paramedic. He said he wants to be a career firefighter.
"This is a great opportunity to get some experience," Factor said.


text: Scene It? Romance gamesBookmark the permalink. Release date: Jan 24th, 2011 Price: 1.99 Version: 1.0.1 Seller: Screenlife LLC Buy Now STP SCORE: Not yet reviewed Description Related Games Godzilla – Smash3 Monument Valley Threes! MovieCat 2 – The Movie Trivia Game Sequel! The Room Two Papa Sangre II Device 6 Lead the Brave Where's My Water? 2 Amateur Surgeon 3


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You are here: Main / Customer Services / Public Communications Division / Honolulu News 2002 / SUNSET ON THE BEACH THIS WEEKEND |
NEWS RELEASE Public Communications Division FOR IMMEDIATE RELEASE – April 9, 2002
Ocean Sciences Week with the UH School of Ocean and Earth Sciences and Technology will be the theme this weekend at Sunset on the Beach, Saturday, April 13 and Sunday, April 14, at the beautiful Queen's Surf Beach in Waikiki. If you haven't yet experienced the popular free beachside extravaganza, make it a point to do so this weekend, as warm weather is predicted to return. The event offers great food from a variety of local eateries, live entertainment and blockbuster movies on a giant 30-foot screen beneath a canopy of stars on the water's edge. To recognize Ocean Sciences Week, Sunset will show a short film of our marine resources and host an eminent professor from the Ocean Sciences Department as our special guest this weekend. He will address elements found in our featured films, "Atlantis" on Saturday and "Jurassic Park" (partially filmed in Hawaii) on Sunday. Movies begin at 7 p.m. following live entertainment from 4:30 to 6:45 p.m. provided by EXTREME 104.3 and FM-100 radio stations. Deejays from both stations will engage the audience in contests and prizes. Sunset guests may purchase delectable munchies throughout the evening beginning at 4 p.m. Chose from a wide menu selection, from chef's signature presentations to pizzas, hot dogs and snacks, at very reasonable prices. Participating restaurants this weekend are Seafood Village, Suekko Ramen, Davey Jones Ribs, Pizza Hut, Royal Hawaiian Hot Dogs, The Nutty Hawaiian, Ft. Ruger Market, Simply Ono Popcorn, Beach House Beverage Cart and newcomer Sweet Street Desserts, purveyor and distributors of fine deserts, cakes, breads and ice cream. Sponsored by the City, the Hawaii Restaurant Association, Waikiki Improvement Association, EXTREME 104.3 and FM100 radio, KHNL News8 and K5, Sunset on the Beach was created as a Waikiki revitalization program to bring residents and visitors together in an effort to spur economic development. For more information contact 523-CITY or the Waikiki Improvement Association 923-1094. -30- |
Tuesday, July 09, 2002 |


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Terri Wood, Special Events Coordinator The Parks and Recreation Department is dedicated in providing special events throughout the year to enhance the quality of life for its citizens of all ages. Be sure to "Like" us on Facebook to stay updated with all the latest events & activities Richland Parks & Recreation has to offer! www.facebook.com/richlandparksandrec CLICK HERE to view the Parks & Recreation Activities Guide Richland…A Great Place to Live and PLAY! Highway 49 Festival: Formerly known as Richland Day, Highway 49 Festival is our annual festival sure to be enjoyed by the whole family! Be sure to visit our website at highway49fest.com
© 2009 Richland, MS - All Rights Reserved Designed by Central Mississippi Planning & Development District |


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Domaine de la Romanée-Conti: Romanée-Conti and Montrachet
Antonio Galloni, February 2015
2010 Brunello di Montalcino: A Promise Fulfilled
Antonio Galloni, February 2015
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Vinous Favorites
2013 Uccelliera Rosso di Montalcino, 91 points
The 2013 Rosso di Montalcino captures the essence of this site rich in clay and limestone, where the wines are ample and broad in style. Dark cherry, plum, smoke, lavender and spice notes blossom in a resonant Rosso loaded with personality. This is a fabulous showing from Andrea Cortonesi. (AG)


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Soulja Boy - Pull Up
Pull Up Soulja Boy
Editor Rating: HOTTTTT
User Rating:
More free music Soulja Boy let go yesterday on Twitter.
Bump Pull Up, the latest cut from Soulja Boy. It dropped on Saturday, June 30th, 2012. Soulja Boy's horizons are broadening with each new release, and Pull Up is no exception. It's a worthy addition to a catalogue that has seen much growth since Soulja Boy stepped foot in the rap game. We're looking forward to hearing more.
Check out Soulja Boy on A Soulja World. If you're down, make sure to visit Soulja Boy's profile page for the newest info, news, songs, and mixtapes. Check out Soulja Boy's Facebook and Twitter.
Can you dig it?


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Brownstone Singer Charmayne Maxwell Dies At 46 After Cutting Her Neck On A Wine Glass
Brownstone Singer Charmayne Maxwell Dies At 46 After Mysteriously Cutting Her Neck On A Broken...
Video After The Jump Charmayne Maxee Maxwell has died in what authorities describe as a freak accident at her Los Angeles. The 46-year old singer from…
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DDWidget Pro 1.4
Create any number of Drop Boxes, each representing a unique set of recipients and transports. The Drop Boxes will float atop of the desktop, instantly available for accepting files to transfer. Corporate and small office users will appreciate the abilities to specify their own subjects and recipient lists to each outgoing email, access comprehensive delivery logs or receive the logs by email after each transfer.
Concerned about viruses and network security? DDWidget Pro allows specifying safe extension lists in order to give users the ability to send and receive files in only certain approved formats, closing the door to any possible threat of malware or leakage of confidential information. On the other hand, a list of disabled extensions can be specified in order to block only a handful of file formats and permit the others. It's also possible to allow or disallow files by their size and date.
If you are sending files mostly to certain servers and recipients, DDWidget Pro supports profiles of FTP options, email accounts and file filters unique to each profile. Sending files to multiple recipients has never been easier!


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- Gently dissolves dull skin cells
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Natural Hawaiian Facial Mask Pore-Fecting Papaya Enzyme helps clarify' cleanse' and lighten skin.
Natural Hawaiian Facial Mask Pore-Fecting Papaya Enzyme' manufactured by Alba Botanica' can help keep your skin hydrated. Papaya Fruit Extract helps in removing dead skin cells. Papaya Fruit Extract also helps your skin to become smooth' supple' and soft.
Pineapple Fruit Extract has antimicrobial properties' and serves as a natural toner. Natural Hawaiian Facial Mask Pore-Fecting Papaya Enzyme protects your skin against dark spots and wrinkles' helps increase skin firmness' and helps protect against infection. Make today beautiful with a Natural Hawaiian Face Mask from Alba Botanica!
Natural Hawaiian Facial Mask Pore-Fecting Papaya Enzyme 3 oz. (85 Grams) Includes the Following Ingredients :
Carica Papaya (Papaya) Fruit Extract: Helps in removing dead skin cells
Ananas Sativus (Pineapple) Fruit Extract: Has antimicrobial properties' and serves as a natural toner
These statements have not been evaluated by the Food and Drug Administration (FDA). These products are not meant to diagnose' treat or cure any disease or medical condition. Please consult your doctor before starting any exercise or nutritional supplement program or before using these or any product during pregnancy or if you have a serious medical condition.
Aqua (Water)' Aloe Barbadensis Leaf Juice (1)' Glycerin' Protease Algin'Carica Papaya (Papaya) Fruit Extract' Polysorbate 20' Ananas Sativus (Pineapple) Fruit Extract' Vanilla Planifolia Fruit Extract' Zingiber Zerumbet Extract' Panthenol' Xanthan Gum' Benzyl Alcohol' Ethylhexylglycerin' Phenoxyethanol' Limonene' Fragrance (Parfum) ' Chlorophyllin-Copper Complex (CI 75810).
(1) Certified Organic Ingredient.
After cleansing' apply a smooth' thin layer of mask evenly over face and neck. Leave for 5 minutes (will not dry on skin) and rinse clean. Avoid delicate eye area.
Consult a healthcare professional before use.
Allergy / Dietary Needs
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Ratings & Reviews
Review This Item Be the first to review this item.Questions About This Item
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Implementation Assistance Application for Economic Analysis Tools (C03/C11)
The goal of the SHRP2 Capacity program is to develop approaches and tools for systematically integrating environmental, economic, and community requirements into the analysis, planning, and design of new highway capacity. The SHRP2 Economic Analysis Tools bundle (C03 and C11) is designed to help transportation professionals make more comprehensive and realistic assessments of the economic development impacts of transportation projects. The C03 and C11 tools help estimate which transportation improvements will support economic vitality by allowing decision makers to gauge the potential increases in jobs and output, and by providing estimates of the wider economic benefits from transportation improvements.
The foundational component of the Economic Analysis Tools bundle is a web-based early-stage planning tool that can be used to estimate the typical magnitude of economic impacts associated with various transportation investments (C03). A large database of informative case studies, including "before and after" analyses, serves as the primary source for assessing the potential impacts of investments according to their scale, location, and other contextual factors. The database also provides a tool that allows the estimation of the range of economic impacts from a project in a defined setting. The Economic Analysis Tools bundle includes detailed spreadsheet tools that can be used later in the planning process to examine and evaluate the specific changes in reliability, accessibility or connectivity associated with transportation investments and their resulting economic impacts (C11). The spreadsheet based methods are applied when more detail about the proposed transportation investments is available.
The following graphic shows approximately where in the planning and project development processes that SHRP2 expects the tools will be useful:
The final C03 report, practitioner guide, case study database and web based screening tool (Transportation Project Impact Case Studies (T-PICS)) is available at: http://tpics.us/. The C11 report (Development of Tools for Assessing Wider Economic Benefits of Transportation) and supporting spreadsheet tools are available via the T-PICS website: http://www.tpics.us/tools/.
Leadership Endorsement
Each application submitted from an organization or agency must have the endorsement of the Chief Executive Officer or designee. The letter of endorsement is submitted as an attachment to the application. Guidance for creating an endorsement letter appears in the application below.
Priority Ranking
When an organization or agency submits multiple applications, it must designate priority. Please rank each application in a single grouping, including all product submissions from your agency. Do not separate your organization's applications into categories for individual products, or levels of incentives (i.e., Lead Adopter or User Incentive).
For example, if your agency submits four applications (one for C02/C08/C09/C12/C15, one for R01A, one for R16, and one for R07), your agency must rank each application in priority order from 1 to 4, with 1 as the highest priority and 4 as the lowest priority. For your convenience, you will find a box later in this application to designate the priority ranking. FHWA and AASHTO will take into consideration the agency's rankings when reviewing and evaluating the applications for implementation assistance. Your priority ranking should be expressed as "X of Y," as in "1 of 4."
Available Implementation Assistance
User Incentives designed to use the T-PICS database tools for a specific application in early transportation planning (e.g., project screening) and then to document that experience.
- Demonstrate value and utility of the web-based screening tool for better understanding of likely economic impacts of different types of transportation investments in the early stages of transportation planning and project development.
- Evaluate the effectiveness of the screening tool for a range of different types of transportation projects (multiple modes; geographic regions (urban, rural)).
- Demonstrate the usefulness of the C03 tool for building consensus and engaging stakeholders.
- Document the tool's ease of use and the understandability of outputs.
- Document how results were used to inform the agency's decision-making process.
- Identify additional diverse case studies that can be integrated into the existing C03 database, including a documentation of lessons learned.
- Recommendations for needed future refinements to the tools, as well as documentation of lessons learned for practitioners using the tools in the future.
Up to 12
Up to $25,000 each, with period of performance of 12-18 months
Economic Analysis Tools (C11)
Lead Adopter Incentives to demonstrate the application of the C11 spreadsheet tools to examine their utility in the middle to later planning and project development stages.
- Demonstrate effectiveness of spreadsheet tools for describing economic impacts related to reliability, connectivity and accessibility improvements that may result from transportation system investments.
- Demonstrate utility and value of these spreadsheet tools to evaluate a range of transportation projects (multiple modes) in varied geographic settings (urban, rural).
- Document how outputs correspond with results of other existing analytical tools/economic models, including more advanced analysis methods.
- Document how results were used to inform the agency's decision-making process; document any changes (proposed or implemented) to planning processes resulting from use of the tools.
- Document how use of the tools could extend to the project development stage (i.e., how the tools might inform setting project purpose and need).
- Documentation of lessons learned in the use of the tool for future practitioners.
Up to 6
Up to $125,000 each, with period of performance of 12-24 months
Who can apply
State departments of transportation (DOTs), metropolitan planning organizations (MPOs), Federal Land Management Agencies, and tribal governments (recognized tribes identified on the list of "Indian Entities Recognized and Eligible to Receive Services from the Bureau of Indian Affairs" [published at 77 FR 47868]).
- Clear description of the anticipated need and benefit for utilizing economic analysis tools within transportation planning and project development.
- Specific application of these SHRP2 economic analysis tools to a specific stage or issue within transportation planning and project development.
- Commitment of State DOT, MPO, and/or tribal leadership to apply, adopt and document use of these tools.
- Participation in product evaluation activities including a qualitative, organizational, and/or before/after assessment conducted by an independent consultant for FHWA.
- Willingness to share knowledge with other organizations interested in implementing economic analysis tools with the transportation planning and project development process.
Application Form
Follow these steps to apply for implementation assistance:
- Review all background information located on this product's application page.
- Download the form you wish to submit with this application:
- Please submit separate applications if applying for assistance for multiple products within this bundle.
- Iterate, revise, and secure approvals before uploading the final application and Leadership Endorsement Letter to this site.
- Once you have completed this form and secured the required Leadership Endorsement Letter(s), return to application page and complete the contact information fields.
- Upload this form and the Leadership Endorsement Letter to the page.
- Click submit; you will receive an email confirmation that includes the uploaded endorsement letter and application form.


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Cancer Care Center
Home > Specialties > Cancer Care Center > Survivorship ProgramSurvivorship Program
Our Survivorship Program addresses the emotional and physical needs of patients as they complete their cancer treatment. The program consists of an individualized cancer treatment summary, a personal visit with a specialist in survivorship issues, psychological and mental health support and community resource referrals.
Survivorship Clinic
In the Survivorship Clinic, an interdisciplinary team reviews the patient's treatment and current physical and emotional well being. Based on this review, the patient receives an individualized survivorship care plan.
The plan identifies specialists and resources within HealthPartners and the community to manage issues such as nutritional education and physical activity recommendations.
Cancer Survivor Advisory Council
The Survivorship Program includes a Cancer Survivor Advisory Council which meets six to eight times a year. The mission of the council is to advise our Cancer Care Center on issues that cancer patients face after treatment and to provide feedback and recommendations for improving the program.
Make an appointment
Please call us at
651-254-3572 for Regions
612-341-4800 for Riverside -
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Related specialty
Doc Hollywood
Episode 12
Dr. Dan Anderson discusses Brooke Burke-Charvet's scar shown on Good Morning America. He discusses an actor who has dealt with cancer.


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Will This Upgrade Help Blackberry's (BBRY) Stock Today?
NEW YORK (TheStreet) -- BlackBerry Ltd. (BBRY - Get Report) saw its price target increased by Citigroup (C - Get Report) to $8 from $4 in a note published Wednesday. Shares of Blackberry were down 1.25% to $9.24 in early market trading Wednesday.
The increase comes ahead of BlackBerry's March 28 earnings report.
Citigroup expects the number of smartphones sold to drop to 1.6 million from the previous quarter's 1.9 million. However, they also expect a jump to 2.5 million phones sold once the first shipment of Foxconn phones hits Indonesia in April.
"We expect [fourth quarter] earnings to show a continued deterioration of the business especially in services while declines in the device business should begin to level off. We estimate device shipments bottoming at 1.6M units in the Feb quarter down from 1.9M in November before shooting back up to 2.5M in May on the launch of the first wave of Foxconn phones into Indonesia," the note said.
Must read: Warren Buffett's 10 Favorite Stocks
- BLACKBERRY LTD has experienced a steep decline in earnings per share in the most recent quarter in comparison to its performance from the same quarter a year ago. The company has reported a trend of declining earnings per share over the past two years. During the past fiscal year, BLACKBERRY LTD swung to a loss, reporting -$1.20 versus $2.24 in the prior year.
- The company, on the basis of change in net income from the same quarter one year ago, has significantly underperformed when compared to that of the S&P 500 and the Computers & Peripherals industry. The net income has significantly decreased by 49000.0% when compared to the same quarter one year ago, falling from $9.00 million to -$4,401.00 million.
- Return on equity has greatly decreased when compared to its ROE from the same quarter one year prior. This is a signal of major weakness within the corporation. Compared to other companies in the Computers & Peripherals industry and the overall market, BLACKBERRY LTD's return on equity significantly trails that of both the industry average and the S&P 500.
- Net operating cash flow has significantly decreased to -$81.00 million or 108.45% when compared to the same quarter last year. In addition, when comparing to the industry average, the firm's growth rate is much lower.
- Despite any intermediate fluctuations, we have only bad news to report on this stock's performance over the last year: it has tumbled by 41.13%, worse than the S&P 500's performance. Consistent with the plunge in the stock price, the company's earnings per share are down 28000.00% compared to the year-earlier quarter. Naturally, the overall market trend is bound to be a significant factor. However, in one sense, the stock's sharp decline last year is a positive for future investors, making it cheaper (in proportion to its earnings over the past year) than most other stocks in its industry. But due to other concerns, we feel the stock is still not a good buy right now.
- You can view the full analysis from the report here: BBRY Ratings Report
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Recent Comments:
Queue for Celestial Steed and Lil' XT is above 140,000 {WoW}
Apr 15th 2010 6:41PM sign me up please
Creative WoW headsets now available for pre-order {WoW}
Feb 1st 2010 3:53PM Awesome that exactly why i question it because they have yet to really support anything Mac.
I also question if all the features will work on the mac also.
Blood Pact: Using SimulationCraft for gear selection, page 2 {WoW}
Feb 1st 2010 12:59PM I used the mac version also
Yes the option is there to login But you did not.
Just search for your characters name and click on it once you find it.
Then click import.
No need to login.
Also not to sure about this addon - DPS seems realy off compared to my normal dps and dwarvenhunter's
It could just be me not knowing how to set up the addon seems a bit confusing or at least not much detail on what all the check box's do
Creative WoW headsets now available for pre-order {WoW}
Feb 1st 2010 12:04PM Will these work on Mac's ?
Breakfast Topic: What are you doing to protect your account? {WoW}
Jan 17th 2010 6:03PM Authenticators are cool.
But at this time i do not have one.
My wife and i both play on the same account.
I sometimes play at work during the day and my wife somtimes plays from home.
So unless they make an authenticator that can work at the same time
Or be able to associate more then one to an account i will have to pass on this for now.
Enter to win a Creative WoW headset from WoW.com and Creative {WoW}
Oct 14th 2009 5:02PM sign me up please
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Engadget's recession antidote: win a 500GB ioSafe Solo! {Engadget}
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The Chicago Bears' game Monday night at the Philadelphia Eagles carries a number of subplots, not the least of which is their matchup against Eagles quarterback Michael Vick. Close observers know Vick hasn't had much success against the Bears in his career, the topic for our portion of ESPN.com's weekly NFC 411 video. Cue the tape, and pardon the casual wardrobe choice:
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Item: IM1KV7321 Model: WC8500HD
Gear Head™ Webcam in black/silver color features video capture of 1600 x 1200 pixels & has 8 MP of interpolated, 2 MP of effective resolutions. Webcam is compatible with Windows xP SP2/vista operating system and has inbuilt dual stereo microphones.
Keep in touch with your online friends or coworkers with the help of the Gear Head WC8500 HD webcam. It offers a video capture resolution of 1600 x 1200 pixels, providing a sharp image. The webcam's hardware automatically focuses the lens to give you the clearest picture possible depending on distance. An embedded dual-stereo microphone provides a crisp sound. USB compatibility makes the camera easy to install and use.
Skype Certified | No |
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Webcam Megapixels | 8 |
Webcam Design | Other |
Megapixels | 2 Megapixels |
Resolution | 1600 x 1200 |
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