text: Contents Sheets 1 5S Check List 2 5S Evaluation 3 Actin Plan & Report - Individual 4 Cause & Effect Diagram 5 Cause & Effect Diagram Example 6 Design Of Experiment Grid 7 Is-Is Not page 1 8 Is-Is Not page 2 9 Kanban Worksheet 10 Lean Assessment 11 Lean Evaluation Radar Chart 12 Lean Project Tracking Sheet 13 Meeting Agenda Blank 14 Metrics Sheet & Example 15 OEE Worksheet 16 PDCA Sheet 17 Problem Solving Worksheets 18 Rapid Improvement Event (REI) Agendas 19 Rapid Improvement Event (REI) Worksheets 20 Rapid Improvement Event Before & After Worksheet 21 Six Sigma Summary Sheet 22 Standardized Work Chart 23 Standardized Work Breakdown Sheet 24 Standard Work Combination Sheet 25 Time Observation Sheet 26 Value Added (VA) versus Non Value Added (NVA) Worksheet 27 Visual Controls Check Sheet 28 Value Stream Map (VSM) Action Planning Sheet & Example 5 - S Evaluation AREA EVALUATED: SHIFT: 1 2 3 SUPERVISOR: RATING SCALE: 0-5 (POOR=0, EXCELLENT=5) ITEM NUMBER ITEM SCORE AND DESCRIPTION ( 0 - 5) 1. REMOVING UNNECESSARY ITEMS ALL ITEMS NOT NECESSARY FOR PERFORMING WORK ARE REMOVED FROM THE WORKPLACE. 2. STORAGE OF CLEANING EQUIPMENT ALL CLEANING EQUIPMENT IS STORED IN A NEAT MANNER. HANDY AND EASILY AVAILABLE AS NEEDED. 3. FLOOR CLEANING ALL FLOORS ARE CLEAN AND FREE OF DEBRIS, OIL AND DIRT. CLEANING OF FLOORS IS DONE ROUTINELY - DAILY @ MINIMUM. 4. BULLETIN BOARD NO OUTDATED, TORN OR SOILED ANNOUNCEMENTS ARE DISPLAYED. ALL BULLETINS ARE ARRANGED IN A STRAIGHT/NEAT MANNER. 5. EMERGENCY ACCESS FIRE HOSES AND EXTINGUISHERS ARE UNOBSTRUCTED AND STORED IN AN EASY-TO-LOCATE MANNER. E-STOPS ARE COLOR CODED. 6. ITEMS ON THE FLOOR WIP, TOOLS AND OTHER MATERIAL ARE NOT LEFT SITTING ON THE FLOOR. ITEMS ARE POSITIONED ON THE FLOOR IN CLEARLY MARKED AREAS, BOXED WITH CE's COLOR-CODED SYSTEM 7. AISLEWAYS - MARKINGS AISLES AND WALKWAYS ARE CLEARLY LINED AND IDENTIFIABLE. PAINT OR TAPE IS IN GOOD CONDITION AND NEAT. 8. AISLEWAYS - MAINTENANCE AISLES ARE ALWAYS FREE OF MATERIAL AND OBSTRUCTIONS. NOTHING IS PLACED ON THE LINES, AND OBJECTS ARE ALWAYS @ RIGHT ANGLES TO THE AISLEWAYS. 9. STORAGE AND ARRANGEMENT STORAGE OF BOXES, CONTAINERS AND MATERIAL IS ALWAYS NEAT AND AT RIGHT ANGLES. 10. EQUIPMENT - PAINTING ALL MACHINES AND EQUIPMENT ARE NEATLY PAINTED. NO PLACES IN THE AREA LESS THAN 2 METERS HIGH ARE UNPAINTED. 11. EQUIPMENT - CLEANLINESS ALL MACHINES AND EQUIPMENT ARE KEPT CLEAN AND UNSOILED BY DAILY CARE. GLASS(WINDOWS) AND WORK SURFACES ARE CLEAN AND POLISHED. TABLE TOP SURFACES ARE CHANGED IF NEEDED. 12. EQUIPMENT - MAINTENANCE CONTROLS OF MACHINES ARE PROPERLY LABELED AND CRITICAL POINTS FOR DAILY MAINTENANCE CHECKS (i.e.. FLUID AND LUBE LEVELS) ARE CLEARLY MARKED. EQUIPMENT CHECK SHEETS ARE NEATLY DISPLAYED AND KEPT CLEAN AND UPDATED. 13. EQUIPMENT STORAGE NOTHING IS PLACED ON TOP OF MACHINES, TOOLS OR CABINETS. NOTHING LEANS AGAINST WALLS OR COLUMNS. GUARDS OR DEFLECT- TORS ARE USED TO KEEP WASTE FROM FALLING TO THE FLOOR. 14. DOCUMENTS - STORAGE ONLY DOCUMENTS NECESSARY TO THE WORK ARE STORED AT WORK STATIONS. DOCUMENTS ARE STORED IN A NEAT MANNER. 15. DOCUMENTS - CONTROL ALL DOCUMENTS ARE LABELED CLEARLY AS TO THE CONTENTS AND RESPONSIBILITY FOR CONTROL AND REVISION. NO UNLABELED BINDERS / DOCUMENTS ARE PRESENT. OBSOLETE OR UNUSED DOCUMENTS ARE ROUTINELY PURGED. 16. TOOLS / GAUGES CONTROL TOOLS, JIGS AND FIXTURES ARE ARRANGED NEATLY AND STORED IN A WAY THAT THEY ARE KEPT CLEAN AND FREE OF ANY RISK OF DAMAGE. 17. TOOLS / GAUGES CONVENIENCE TOOLS, JIGS AND FIXTURES ARE ARRANGED SO THEY CAN BE EASILY ACCESSED WHEN CHANGE-OVERS OR SET-UPS ARE MADE, THUS INCREASING PRODUCTIVITY. THE SAME FOR GAUGES AND MEASURING EQUIPMENT USED FOR QUALITY. 18. SHELVES, BENCHES AND DESKS THESE ARE ARRANGED, DIVIDED AND CLEARLY LABELED SUCH ARRANGEMENT THAT IT IS OBVIOUS WHERE THINGS ARE STORED AND WHERE THEY SHOULD BE RETURNED. 19. SHELVES, BENCHES AND DESKS THESE ARE KEPT FREE OF UNUSED OBJECTS, INCLUDING FILES AND CONTROL DOCUMENTS. TOOLS OR ANY PIECES OF EQUIPMENT ARE CLEANED BEFORE BEING REPLACED TO PROPER POSITION. 20. 5S CONTROL AND MAINTENANCE THERE IS A DISCIPLINED SYSTEM OF CONTROL AND MAINTENANCE TO ENSURE THAT ALL OF THE ABOVE MENTIONED ITEMS ARE MAINTAINED AT THE HIGHEST POSSIBLE LEVEL. IT IS THE RESPON- SIBILITY OF MANAGEMENT TO MAINTAIN THIS SYSTEM. TOTAL = /20 = THIS EVALUATION IS TO BE COMPLETED EACH SHIFT BY EACH SUPERVISOR. IT IS TO EVALUATE THE PRIOR SHIFTS PERFORMANCE ON 5S ISSUES. DROP THE EVALUATION IN THE 5S DROP BOX WHEN COMPLETED. PLEASE PLACE COMMENTS FOR SCORES OR SUGGESTIONS FOR IMPROVEMENTS ON THE BACKSIDE OF THE SHEET. Network Path: Fileserver1\CE\Corp\ TR09-04-01a Quality\WI\Trim\Forms\All Trim Groups Last Revised: 9/20/99 Action Plan & Report After completing each training section provide a completed copy of this form to your trainer and/or mentor. Signature: _____________________________________________________________________________ Date: ______________ I completed _________________________training on / / , and my current level of confidence with this topic and material is: High - Medium - Low (Cirle one) 1 Three key points from this training are: 1. 2 2. 3. What three things do I already do well regarding this training and topic? 1. 3 2. 3. What three things will I try to do to improve? 1. 4 2. 3. How and when will I measure my improvement? 5 Cause & Effect Diagram: List "Effect" Manpower Methods Machines List "Effect" or outcome Mother Nature Materials Measures Other Concerns KEY VARIABLES > > > Prepared by Rob Ptacek 7/13/2011 Page 9 Cause & Effect Diagram: EXAMPLE Schedule Attainment Manpower Machines Measures > New people > Lack of good tools > Over capacity bookings > Poor skills & slow > No enough tools > Capacity planning > Trainees to Trainer ratio > Not enough assy stations > order size impact on throughput > > > > > > > Schedule Attainment below Goal KEY VARIABLES > Drop in orders > Schedule Mother Nature Materials Methods Changes > Lack of space > Missing or lost > Order size > No clear work instructions > Lack of assy stations > Late from supplier > Lack of > OJT training techniques effectiveness > Poor faclities layout? > Taking from one oredr to use on another materials > No tools storage standards > > > Trainees on > Poor connection to std work & goals > Capacity planning site > Rush orders > Not running one piece flow Other Concerns > Big batches > Prepared by Rob Ptacek 7/13/2011 Page 10 > Not running one piece flow > Big batches > Prepared by Rob Ptacek 7/13/2011 Page 11 ment below op in orders Prepared by Rob Ptacek 7/13/2011 Page 12 Prepared by Rob Ptacek 7/13/2011 Page 13 Design of Experiment Title: Design of Experiment Grid Variable 1 High Low Comments , Findings, and Conclusions: Varable 2 Big Small Big Small Variable A Variable B Variable C Variable 3 High Medium Low High Medium Low High Medium Low High Meduium Low High Big Medium Low High High Small Medium Low High Big Medium Low Low High Small Medium Low 8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls Is/ Is Not Date: Completed By: Symtom: Problem Description: Deductions about facts & other information. Direction / Priority Setting Is/ Is Not Questions Is Is Not Differences Changes & dates Most Likely Causes & Proposed DOE's What Object? Defect? Where On object? Geographically? When First Seen? Else seen? In process seen? How Many objects have defects? Many defects per object? What Is the trend? Confidential 7/13/2011 Page 15 8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls Is / Is Not Solution(s) Implementation & Tracking of Permanent Resolution(s): (Determine Cause & Corrective Action for both how the failure occurred, and how it escaped your systems.) OCCUR: How did the failure occur? ESCAPE: How did the failure escape our systems? Verify Root Cause(s): Combine problem description with Ask "Why" to the potential causes. changes to determine most probable root cause(s). Eliminate all but one root cause by verification through making the "failure" come & go. Corrective Action & Decision Making: Evaluate corrective actions against time, cost & customer satisfaction. Verify Corrective Action selected by testing failure. (Do not create another undesirable effect.) Implement Corrective Action and make Permanent: Establish an audit or other guarantee that the corrective action stays in place. Is-Is Not p2 Kanban Implementation Worksheet Team: Area: Date: Proposal Kanban System: Current State: Future State: Effect or Watse Reduction: Future Actions: heet e: Kanban Withdrawal or Move Signal or Production STORE Preceding Process Shelf No. Item Back No. Item No. Item Name Next Process Car Type Box Count Box Size Issue No. Kanban Batch Size Part Name Reorder Point WIP Container Size Part No. Pallet No. Store Where Used : Tag No. Signal or Supplier - Produce Batch Signal PULL SYSTEMS 1. Customer process goes to supermarket and withdraws what it needs w or Production 2. Supplying process produces to replenish what was withdrawn Preceding Process 2 1 "PRODUCTION" Kanban "WITHDRAWAL" Supplying Kanban Cu Next Process Process Pr New Product Withdraw Product [An example is a production tag that FG Supermarket [An example is a ship serves as an indicator of the pull.] serves as an indicator • A way to control production between flows • Controls production at supplying process without trying to schedule SUPERMARKETS or Inventory? Reorder Point 1. Fixed container size and quantity 2. Always in the same location Pallet No. 3. Controlled by Kanbans Examples? 2 1 "PRODUCTION" Kanban "WITHDRAWAL" Supplying Kanban Cus Process Pro New Product Withdraw Product [An example is a production tag that FG Supermarket [An example is a shipp serves as an indicator of the pull.] serves as an indicator o • A way to control production between flows • Controls production at supplying process without trying to schedule ULL SYSTEMS s to supermarket and withdraws what it needs when it needs it duces to replenish what was withdrawn 1 ION" n "WITHDRAWAL" Kanban Customer Process duct Withdraw Product FG Supermarket [An example is a shipping label that serves as an indicator of consumption.] tion between flows supplying process without trying to schedule ARKETS or Inventory? d container size and quantity ys in the same location rolled by Kanbans Examples? 1 ON" "WITHDRAWAL" Kanban Customer Process uct Withdraw Product FG Supermarket [An example is a shipping label that serves as an indicator of consumption.] ction between flows supplying process without trying to schedule LEAN TRANSFORMATION ASSESSMENT & RECOMMENDATIONS Facility: Process: Assessor: Date: Distribution: Scores Criteria Max Area VALUE STREAM MAP (Why?: Using data, visually drives flow production, short lead time, quality improvement, lowest cost 1 production) (Evaluates material(s) and information flow form customer order entry through manufacturing to suppliers) (a) A current state Value Stream Map does not exist for product or product families 0 (b) A current and future state Value Stream Map exists for product or product families 5 (c) A strategic implementation plan for future state exists and is being executed 10 2 TAKT TIME (Why?: Provides fast response to problems, drives elimination of causes of unplanned downtime, forces changeover) (Calculates and synchronizes rate of production to rate of sales) (a) The rate of production is not paced to Takt Time or rate of sales. 0 (b) Takt time has been determined for product(s) but is seldom followed. 5 (c) Takt time exists for product(s) and is strictly used to pace production. 10 CONTINUOUS FLOW (ONE-PIECE FLOW) (Why?: Drives process reliability, reduction of changeover time and unplanned 3 downtime) (Creates production flow of one piece at a time passed immediately to next process step) (a) There is no standard work defined for process. Pieces are batched between process steps. 0 (b) Standard is sometimes followed and supported by 5s some visual controls and materials 5 (c) Standard work strictly followed and supported by 5s, visual controls, materials and TPM 10 4 DEMAND-PULL (Why?: Drives accurate control of production between flows without MRP and the reduction of inventory) (For non-continuous flow operations creates production on demand without routine scheduling) (a) Non-continuous flow operations are scheduled. Production is not paced by customer demand. 0 (b) Kanban supermarkets for withdrawal and production exists but are not strictly maintained. 5 (c) Kanban supermarkets for withdrawal and production are strictly maintained. 10 5 SCHEDULE ONE PRODUCTION PROCESS (Why?: Drives inventory reduction and improves capacity utilization) (Maintains demand-pull by scheduling only the process controlled by the outside customer's orders) (a) For each product(s), separate schedules are set for major processes. No pacemaker process. 0 (b) For each produce(s), only the pacemaker process is scheduled at least 50% of the time. 5 (c) For each product(s), the pacemaker process is strictly scheduled to drive production flow. 10 6 LEVELED PRODUCTION MIX (Why?: Reduces lead time to fill fluctuating customer demand, reduction of inventory levels) (Distributes the production of different products evenly over time at the pacemaker process) (a) No mixed production exists for product families. Multiple lines or individual runs used. 0 (b) Mixed production consists of 2 or more units back-to-back for each product family on one line. 5 (c) Mixed production consists of only one unit back-to-back for each product family on one line. 10 LEVELED PRODUCTION VOLUME (Why?: Drive reliability by promptly highlighting problems for corrective action 7 improvements) (Creates a "pull" by releasing and withdrawing small, consistent increments of work at pacemaker process) (a) Production schedule is released in large inconsistent increments of 24 hours or more. 0 (b) Production schedule is released in small, consistent increments of 8 to 24 hours. 5 (c) Production schedule is released in small, consistent increments of 2 hours or less. 10 SMALL LOT PRODUCTION (Why?: Drives reliability through reduction in set-up time, lead time to respond to fluctuations in 8 customer demand) (Establishes small daily lot sizes for high volume parts in non-continuous flow processes (Fabrication, etc) (a) No lot sizes are defined for high volume part numbers. Maximum runtime is preferred. 0 (b) Large lot sizes have been defined. High volume parts are run in lost sizes of 2 or more days 5 (c) Small lot sizes have been defined. High volume parts are run daily lot sizes or less. 10 DEDICATED CI RESOURCES (Why?: Improves daily reliability by driving change velocity through training and application of 9 lean principles) (Drives planning and execution of lean manufacturing transformation) (a) Management is not trained, but supports lean effort with a dedicated workforce of 1% or less. 0 (b) Management is trained and supports lean effort with a dedicated workforce of 1% to 2%. 5 (c) Management is trained and supports lean effort with a dedicated workforce of 2% or more. 10 10 RETURN ON INVESTMENT (Why?: Drives Economic Value Added - EVA) (Ties current lean manufacturing strategy consistently with future investments) (a) No formal process exists for a "lean" review of capital investments and new products/processes. 0 (b) "Lean" review process for capital investments, new products/processes is sometimes followed. 5 (c) "Lean" review process for capital investments, new product/processes is strictly followed. 10 Maximum Lean Transformation Points 100 Actual Lean Transformation Points 0 Team Radar Chart Measures Scores 5-S 1 Quality Process 2 Work Cells / PC's 2 Visual Controls 2 Standard Work 3 TPM 2 Continuous Flow 1 Pull Systems 1 Leveling 2 Quick Changeovers 2 Training 3.5 Supplier / Customer Alliances 3 Supplier / Custo Quick Changeov Radar Chart 5-S 4 Supplier / Customer Alliances Quality Process 3 Training 2 Work Cells / PC's 1 Quick Changeovers 0 Visual Controls Leveling Standard Work Pull Systems TPM Continuous Flow LEAN IMPROVEMENT TRACKING SHEET Group: Complete: Plant Manager: On Schedule: Date: Over Due: Project Value Kaizen or Six Sigma Project Leader Stream Key Objective & Results to Date Investment Due Map Ref: Current State Future State Customer Required Date # Target Area Measures Targets Results Impact MEETING WORKSHEET START TIME: STOP TIME: AREA: DATE: MEETING TOPIC: ATTENDENCE: AGENDA ACTION ITEMS: Who, What, When 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. 8. 8. NEXT MEETING: OTHER OUTCOMES: Conveyance Correction Overproduction Motion Waiting Inventory Processes Metrics Sheet: Key Performance Indicators Week 2005 2004 2003 2002 Mtd. Actual Mtd. Projected Mtd. Target Ytd. Actual Total Weekly Avg Weekly Avg Weekly Avg Weekly Avg Data Data 2/1/2005 2/2/2005 2/3/2005 Category KPI Frequency Responsibility Goal Source Presentation Customer Satisfaction: Daily GM GM 0 Complaints 0 0 0 Productivity, Cost Value Added Weekly Job JH 1.5 ope 1.6 1.6 1.4 & Quality (orders per travelers production per week / employee) 23 Jobs per Day Daily Job traveler JH 35 jpd 37 37 32 Pieces per day GM 1500 /d 1806 1099 1238 First Pass Approval Daily Job traveler GM 100% % 100% 100% 100% Scrap Pieces Daily Product GM < 40 ppd Inquiry 54 52 22 Report Delivery On Time In Full Daily Follow Up AM 1 (OTIF %) Sheet 100 100 98 Lead-time (weeks) Weekly Back log TC 1 Week 1 1 1 Backlog (weeks) Weekly Back log $ / TC 3 Weeks 125$ 2.4 2.4 2.4 People Loss Time Daily Call in list BH < 0.5 hrs 0.25 0 0 Housekeeping Daily TBD AM 100% 70% 70% 70% Loss Time Injuries Daily Call in list BH 0 0 0 0 (LTI) Below Goal = At Goal = OEE WORKSHEET: Machine Name DATE: <date> AVAILABILITY MONTH NOVEMBER 1. Scheduled time per shift Minutes 2. Planned Downtime - Breaks and Lunches - Meetings - Run to Run - Planned Maintenance } 0 Minutes - Operator not Available 3. Net Available Time (1-2) 0 Minutes 4. All Other Downtime - Failures - Set-up and Adjustments - Documented Minor Stoppages - Startup losses } 0 Minutes 5. Operating Time (3-4) 0 Minutes 6. Availability (5/3) #DIV/0! % PERFORMANCE EFFICIENCY 7. Total Parts Run (Total Pieces Machined) Parts 8. Ideal Cycle Time (Total Pieces Planned)(Planning/NcProgram) (Min/Part) #DIV/0! Minutes Cycle Time 9. Performance Efficiency ((8x7)/5) #DIV/0! QUALITY RATE 10. Total Defects (Opps, Errors & Crash) 0 Parts 11. Quality Rate ((7-10)/7) #DIV/0! OVERALL EQUIPMENT EFFECTIVENESS 12. Overall Equipment Effectiveness ((6x9x11)x100) #DIV/0! % Reportable OEE can Not exceed availability. OEE PDCA PLANNING WORKSHEET = Behind = O.K. Part / Series / Subject Date Last Modified: = Completed Status / Legend Team Members: (Innovation Leader ) PROBLEM STATEMENT: Plant: Department: Completed by: DO CHECK MEASUREMENT ACTIONS PLAN EFFECTIVE? (CHECK) (see Note below) Schedule Task Timing Reviewed by: Projected Status Item Initiative Task Responsibility START FINISH Base Improvement Actual Yes No No. DURATION Date Date Who Date Time/$ Problem Solving Worksheet Author: Team: Date: 1. Define the Problem (Note all symtoms & use the Is-Is Not form) 2. Describe Containment Actions (Who, What, When, Where, How, etc) 3. Describe Possible Causes (Use the Is-Is Not form) 4. Root Cause Determination Data Collection & Analysis 5. Develop & Test Possible Solutions 6. Define & Implement Corrective Action 7. Verify & Test the Corrective Action (Can the problem be turned "ON' & "OFF" ) 8. Address the System, Prevent Recurrence & make Permanent Rapid Improvement Event Before and After Implementation Worksheet Team Area Date Improvement Proposal: Current state Future State Effect or Watse Reduction Future Actions orksheet e Six Sigma Summary Sheet Team Member's Names: Project Details Company or area addressed: Dates of project: Include project goals, charter, business case, flow diagram, CTQ charts, etc. DEFINE the project Include system measures, key performance indicators, data collection plan, MSA, data display methods, etc. Project MEASURES Include Cause & Effect diagram, and other data analysis tools used to prove cause.(DOE etc.) Data ANALYSIS Describe specific improvements implemented, cost benefits, risk analysis, pilot results, before & after sketches, implementation plan & dates, etc. IMPROVEMENTS Implemented Include control methods, appropriate documentation & standards, follow up plan and dates, as well as reaction plan. Methods of CONTROL & follow- up Area: Hardware OP of Standardized Work Chart Process: Stud Assembler PG 1 of 1 Takt Cycle Plant: Product: sec. sec. Time Time Last Updated By: Cindy Bos Date: / / T A T W T W T M Seq. Q.C. I U I A I A I Approved By (G.L.): Date: / / No. Check Major Operational Steps A M T M I M L M N E O E T E K E Checked By (M.E.): Date: / / 1 2 3 4 5 6 6 7 Safety SWIP Critical Safety Working Sequence Precaution Walking C S 0 0 0 Return to Start o:Manufacturing/DPS/Forms/StandardizedWork/DPS101StdWorkChart.xls Rev. 10/01/01 JOB BREAKDOWN SHEET OPERATION: Stud assembly PARTS: U137 Flip Qtr TOOLS & MATERIALS: PET ring frame, stud, pal nut, stud press SAFETY EQUIPMENT: 2 finger switches, safety glass MAJOR STEP KEY POINTS REASONS Include main steps that advance the job. Make or break a job— Describe why the job is done in the particular way described in the Key Point. Quality Safety Ease of Operation 1. Inspect PET ring frame 1.1 Inspect for 1.1.1 Per customer cracks, short shots, requirement flash, contamination 2. Place on stud table 2.1 Start on side of 2.1.1 Standardization frame with 1 stud in middle 3. Load pal nut in press nest 3.1 Pal nut must be 3.1.1 To ensure loaded with teeth down proper assembly to hold stud securely 4. Inspect stud 4.1 Stud must 4.1.1 Per customer threaded with no requirement damage to threads 5. Load stud into PET frame pocket 5.1 Stud must lay 5.1.1. To ensure completely in proper assembly rectangle pocket 6. Align stud head 6.1 Stud must align 6.1.1 To ensure under press head proper assembly 7. Activate press 7.1 Hold both finger 7.1.1 To safely switches at the same activate press time 8. Repeat steps for 14 more studs 8.1 There are 15 8.1.1 Per customer studs on each part requirement 9. Place on staging rack 9.1 To stage for priming operation 8e3a5931-8d8a-44ba-84a1-a01b1382627e.xls Standard Work Combnation Sheet Part # Date Demand / Shift Operation Number Manual = Walking = wwwwwwwww Process Name Dept. TAKT Time Prepared by Automatic = Time Operation Time (in Seconds) Step # Description of Operation Manual Auto Walk Wait 5s 10 s 15 s 20 s 25 s 30 s 35 s 40 s 45 s 50 s 55 s 60 s 65 s 70 s 75 s 80 s 85 s 90 s 95 s 100s 105 s 110 s 115 s 120 s 5s 10 s 15 s 20 s 25 s 30 s 35 s 40 s 45 s 50 s 55 s 60 s 65 s 70 s 75 s 80 s 85 s 90 s 95 s 100 s 105 s 110 s 115 s 120 s Totals Rob Ptacek Page 41 7/13/2011 AUTODIE PROCESS TIMING INTERNATIONAL OBSERVATION SHEET TIME OBSERVATION SHEET Process: Date: OBV: Time: OBV: Step Component Task VA NVA 1 2 3 4 5 TASK TIME Notes 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TIME FOR ONE CYCLE Process Process Operation Type Begin Time End Time Step Name time 1 Answer Phone Process 0:00 0:00:25 0:00:25 Ask for Customer 2 Information Process 0:00 0:00:40 0:01:05 Does Customer 3 Have Account Process 0:01 0:00:05 0:01:10 Place on Hold 4 and Forward Transport 0:01 0:01:15 0:02:25 Ask for Customer 5 Information Process 0:02 0:00:20 0:02:45 Take information 6 for Credit App Process 0:02 0:03:45 0:06:30 Wait for Credit 7 Approval Delay 0:06 0:06:05 0:12:35 8 Approved? Decision 0:12 0:00:00 0:12:35 Ask for Customer 9 Information Process 0:12 0:00:40 0:13:15 Does Customer 10 Have Account Process 0:13 0:00:05 0:13:20 Determine 11 Product Needs Process 0:13 0:01:30 0:14:50 Is Product On 12 Hand? Process 0:14 0:00:15 0:15:05 Check System for 13 Lead Time Process 0:15 0:00:10 0:15:15 Quote Lead Time 14 to Customer Process 0:15 0:00:05 0:15:20 Is Lead Time 15 Acceptable? Process 0:15 0:00:00 0:15:20 Contact Manufacturing for 16 LT Information Process 0:15 0:07:35 0:22:55 Is Lead Time 17 Acceptable? Process 0:22 0:00:00 0:22:55 18 Place Order Process 0:22 0:01:45 0:24:40 Validate Customer Ship 19 Info Inspect 0:24 0:00:30 0:25:10 20 Thank Customer Process 0:25 0:00:10 0:25:20 % Non Value Add 0.671052632 0.328947368 % Value Add 0 0.2 0.4 0.6 0.8 1 1.2 Value Add Value add? Total Yes 0:00:25 Summary Value Added Time Yes 0:01:05 0:08:20 Total Time Yes 0:01:10 0:25:20 % Non Value No 0:01:10 Add 67% % Value Add No 0:01:10 33% Yes 0:04:55 Process Type Breakdown No 0:04:55 Process Time Yes 0:04:55 0:17:30 Delay Time No 0:04:55 0:06:05 Transport No 0:04:55 Time 0:01:15 Inspection Yes 0:06:25 Time 0:00:30 No 0:06:25 No 0:06:25 No 0:06:25 No 0:06:25 No 0:06:25 No 0:06:25 Yes 0:08:10 No 0:08:10 Yes 0:08:20 0.014 0.012 0.01 0.008 Process Time % Non Value Add Delay Time % Value Add Transport Time 0.006 Inspection Time 0.004 0.002 0 Plot Width Max 0.002604 0.00 Min -0.00087 0.00 Range 0.003472 0.00 Units -20 0.00 0.00026 0.00 0.01 0.02 0.00 0.00 0.00 - At the SPEED of SIGHT - At the SPEED of SIGHT Page 1 of 2 - At the SPEED of SIGHT - At the SPEED of SIGHT Page 2 of 2 VSM Action Plan Example Value Stream Map Action Item List Example # Item Activity Who When Progress Comments Use supermarket concepts throughout the JW & 1 Attack all inventory watse organization. Create flw. RP TBD Look for waste and develop ways to use Review & Map the planning & Kanban sstems to reduce & expose the JW & 2 scheduling processes waste. RP TBD JW & 3 Investigate HIP process RP TBD Attack Finishing issues with 6- JW & 4 Sigma approach RP TBD Help the FE VSM team JW & 5 dramatically reduce L/T RP TBD Loop segments o the business to JW & 6 create flow. See FS-VSM RP TBD Begin to organize around value JW & 7 streams or flows RP TBD Work with the customer to level flow, and to use Kanban signals to JW & 8 reduce inventory waste. RP TBD 9 10 . Confidential 7/13/2011 Page 51


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Learn a couple of Floyd Mayweather's defensive boxing tricks. These are pretty common boxing defense techniques like the shoulder roll and pull counter but I try to mimic Mayweather's style. There ar watch video >>
For more log onto http://www.fighthubtv.comLike us:http://on.fb.me/xWRC1ffollow us:http://bit.ly/wACkIvvideos uploaded daily! Subscribe: http://goo.gl/vnzIb watch video >>
In this boxing video, Floyd Mayweather hit's the mitts and bag in preparation for his fight with Marcos Maidana on May 3rd at his media workout.For more Boxing and MMA videos log onto http://www.figh watch video >>
In this boxing video, Floyd Mayweather Jr. hold court with reporters as he talks his May 3rd fight with Marcos Maidana on Showtime PPV.For more Boxing and MMA videos log onto http://www.fighthubtv.co watch video >>
Floyd Mayweather and Marcos Maidana will hit the road on a four-day, five-city press tour to officially announce their championship rematch. Watch the live stream of the NYC kick-off on Monday, July watch video >>
Anthony Dirrell speaks on Floyd Mayweather vs. Marcos Maidana 2 and says that Floyd gave maidana a boxing clinic For more Boxing and MMA videos log onto http://www.fighthubtv.com Like us:http://on.f watch video >>
Marcos Villegas speaks to Floyd Mayweather Jr. about his win over Marcos Maidana as he talks the finger bite, almost stopping Maidana and Manny Pacquiao For more Boxing and MMA videos log onto http: watch video >>
Relive every moment of the highly anticipated rematch between Floyd Mayweather and Marcos Maidana. watch video >>
Floyd Mayweather Jr vs. Marcos Maidana II The Rematch - Mayhem watch video >>

subset: commoncrawl


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Apple opposes Verizon's timing in Samsung case
Late last week, Verizon Wireless stepped into the heated battle between Apple and Samsung. The wireless carrier asked the federal court if it could file a brief in support of Samsung. In its brief. Verizon said an injection against Samsung would be harmful to US wireless customers and could stunt the growth of Verizon's 4G network. Apple responded to this filing on Tuesday and asked the court to either throw out the brief or allow Apple until October 6 to respond.
In its response, Apple does not address the validity of Verizon's claims. It's primary concern is the timing of the filing. Apple claims Verizon incorrectly filed the brief with the federal court instead of the appellate court and it filed it too late. According to the Apple, Verizon should have filed the brief by the end of August.
[Via AppleInsider]
Software Updates
more updates- Apple Remote Desktop updated with Yosemite support
- OS X Yosemite 10.10.2, iOS 8.1.3 updates now available
- Sports Illustrated 120 SPORTS channel comes to Apple TV
- Logic Pro X update brings AirDrop support, new effects, tools, and more
- Parallels Access 2.5 released, adds file manager, computer-to-computer remote access
- The Google Translate iOS app is about to get a lot smarter


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The word 'fresh' is the most powerful driver of menus because it has a connotation that it is real food being served.
Cutting costs by creating limited time offers or new menu items that scale down the serving of animal protein could be interesting to test with consumers.
Restaurant efficiency experts cite the 7-second rule; a 7-second reduction in customer wait times increases a chain's market share by as much as 1 percent.
Consumers sometimes say one thing, but do another when it comes to healthful choices. This conflict affects their food choices and translates into complex flavor trends which can be difficult to unravel.
Gift cards are a low-cost marketing tool that can help any size restaurant boost sales, order values and profit margins, and can deepen customer relationships.
Partnering with a delivery service frees up restaurant owners to focus on food and experience while still expanding their customer base.
The increasing use of smartphones is changing the consumer landscape significantly, particularly for restaurant purchasing.
When an idea comes along like UBER or OpenTable, you have to challenge the status quo and create a better way to serve the customer.
Exceeding expectations on food taste is the best way to assure a great experience across generations.
Colombian-based Wingz's customers require an electronic key to gain access to its restaurants.
Mazzio's added a jalapeno stuffed crust pizza to its new menu platform.
Sriracha, according to CCD Innovation, is in 2014 what chipotle was in 2009.
Some pizza operators are committed to breakfast because it is a sales additive with few additions to fixed overhead costs.
Pierre Panos expects a 'shakeout' in the fast casual pizza subsegment.
Food quality now trumps location convenience for restaurant consumers.
Younger consumers are willing to pay extra for products from companies with positive social, environmental impacts.
Customers are now much more likely to make a comment about your business via social media where they can either gloat or vent their frustrations to an audience, so enable them.
With the majority of consumers carrying web-enabled, location-aware devices and demanding self-service options, the days of POS terminals in restaurants may be numbered.
Kids also want more healthful options from restaurants.


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Of course--
For questions pertaining to the forums, feel free to ask me.
Regarding techniques or technical questions about programs, your best bet is probably #smeargle on irc.
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15 of 41 Items
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Image ID: 1153203
The late Dr. Joseph Chas. Price, founder of Livingstone College, Educator Theologian and a Prince of Orators. (1903)
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What to Do if Your Only Browser Isn't Working
You may find yourself in a sort of "catch-22" if the only browser on your system won't work. If the browser keeps crashing upon launch, you can't really do anything to fix it, and in order to get an alternative browser you'd need to download it -- using a browser. Here are a few things you can try to fix your current browser, and there's even an alternative way to obtain a different browser without using a browser:


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Missing Arkansas Teen May Be In Dallas
DALLAS (CBSDFW.COM) - Police in the Arkansas city of Pine Bluff have asked authorities and residents in North Texas for some help finding a missing teenager who has not been seen since last month. The boy was identified as 17-year-old Kevonta Reynolds.
According to the Pine Bluff Police Department, the teenager got into an altercation with his father in the early morning hours of July 22. He left the home saying that he was heading to Dallas with a group of friends. Reynolds left his cell phone at home, and loved ones now do not have any way to try contacting him to check on his safety.
Pine Bluff is located about 45 miles south of Little Rock, and 330 miles away from Dallas. The city has been included on several lists, naming Pine Bluff to be among the nation's most dangerous and impoverished places in the nation.
Authorities described Reynolds as being about 5 feet 10 inches tall and about 160 pounds. It is not known what style or color of clothing he was wearing when he was last seen. Police are also not sure what type of vehicle Reynolds was in when he left.
Anyone with information about the whereabouts of Reynolds is urged to call the Pine Bluff Police Department immediately at 870-730-2090 or 870-541-5300.
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EL SEGUNDO, Calif. -- Teams usually say things don't change much when the opposition gets another player back. But the Los Angeles Kings fully acknowledged the possible addition of Daniel Sedin to the Vancouver Canucks.
"He was an Art Ross [Trophy winner] for scoring," Kings coach Darryl Sutter said. "Wouldn't that make a significant change if we could put a player like that back in our lineup? It's going to be significant to theirs, too."
Sedin was expected to join Vancouver for practice Tuesday afternoon and it was not yet known if he would play in Game 4 on Wednesday. He has been out for almost a month since he was concussed by Duncan Keith of the Chicago Blackhawks.
Sedin's absence is a large reason why Vancouver is facing a 3-0 series deficit in the Western Conference Quarterfinals. Brother Henrik Sedin's game is based a lot on finding Daniel, and Vancouver coach Alain Vigneault said that has forced other forwards to play out of their roles.
"It's not easy (to adjust)," Sutter said. "I don't know if you counter it, but you certainly make yourself aware and make sure the players are very aware of it and how much better they are together than apart."
Not only was Daniel Sedin the NHL's leading scorer last season, he has a particularly damaging history against the Kings. He had four goals and six assists in a six-game quarterfinals win against L.A. in 2010 and has 33 points in 40 regular season games against the Kings.
"They're tricky to play against," Rob Scuderi said. "No doubt about it. They put the puck in space so well with each other that you have to respect. We don't want to change anything, but it doesn't change the fact that they are hard to play against."
Scuderi and Willie Mitchell have been outstanding in forcing Vancouver to take shots from the perimeter. The Canucks had 41 shots in Game 3 but goalie Jonathan Quick didn't face much from between the circles or slot.
Scuderi said it's difficult defending both Sedins because they can't take away both at the same time.
"You can't do it because then you'd be cheating on your defensive system," he said. "Most likely, you'd be playing man-to-man. I haven't heard any team that's played straight up man-to-man for a while.
"I think the biggest thing is they play the puck with space, not necessarily to each other. They have an uncanny knack for knowing where each other is going to go, and go in space, and they certainly use it to their advantage. They create a lot of space for themselves."
Richardson cleared: Brad Richardson was cleared to play and skated with the fourth line. Richardson underwent emergency appendectomy surgery last Monday.
"To be honest, I just kind of started (feeling well) the last three or four days," Richardson said. "When I came out I started doing some workouts again and getting on the ice, but for the first three or four days you feel [lousy] because of the anesthesia and you're really sore. As soon as you kind of get over that hump, three or four days, you feel really good. Today I felt the best, and I hope I feel even better tomorrow."
Richardson's return is timely because Kyle Clifford remains out with an upper-body injury. Andrei Loktionov, who filled in for Game 3, took a puck in the foot in the third period of that game and wore a non-contact jersey Tuesday.
Richards knows it can be done: Mike Richards was part of a Philadelphia Flyers team that became the third team in NHL history to erase a 3-0 series deficit, in 2010 against the Boston Bruins.
Naturally, he knows that it's quite possible for Vancouver to pull it off. He wasn't eager to talk about it, though.
"I'm not going to go over that (2010) series," Richards said. "The situation that we're in, we'll take a step forward is something that I think we have to embrace. Even though they're going to come out hard we have to be ready for what they got, but we have to be ready to bring our game, too."
The Canucks actually have a solid history of erasing 3-1 series deficits, having done it in 1992 against the Winnipeg Jets, 1994 against the Calgary Flames and 2003 against the St. Louis Blues. This is the first time in Kings history they've had a 3-0 lead.
Pressed again how much he appreciates that it's possible, Richards said, "I have to appreciate the position that we're in right now, and not the position they're in."


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Price $699,000 - (For Sale) 7418 Verdugo Crestline, Tujunga Wonderful opportunity with amazing views! Newly remodeled, open and spacious. Large bonus room downstairs approx. 300 sq. ft. not included in the square footage. Beautiful natural setting reminiscent of Provence with hiking trails & lush very low maintenance landscaping. Close distance to Burbank studios, Glendale, Pasadena, Downtown and Silverlake. This remodeled home with 3 separate parcels sits on 99,558 sq. ft. (2.28 acres) of land with 3 bedroom and 2 bath. Each parcel with its own APN#. Two adjoining parcels (2.19 acres) for additional $100,000 is available for sale. Potential for development, a vineyard, or subdivide. This property is a treasure not to be missed! - Price $200,000 - (For Sale)
00 Verdugo Crestline, Tujunga 2 Parcels with approx.. 2.19 acres nestled in the tranquil hills of Tujunga, this is a treasure not to be missed. If you looking for Topanga-ish land that is closer distance to Downtown, Silver Lake, Burbank, Glendale and Pasadena, APPROX. 2.20 Acres 2 Seperate Parcels with 2 seperate APN |
Price:$4,500,000 (Pending) 1001 N. Orange Ave, Los Angeles Street to street freestanding building located in the heart of the Hollywood Media District. Previous industrial use building, could be converted to a production facility. MR1 zoning, and enterprise zone location would allow for various development opportunities. (Check with the City) Building Size:30,497 SF Price/SF:$147.56 Lot Size:29,700 SF |
3919 Rigali, Los Angeles RARE EQUESTRIAN IN LOS ANGELES IN THE HISTORIC RIVER RIDGE STABLES. LOCATED IN ATWATER VILLAGE IN THE LANDMARK EQUESTRIAN ENCLAVE THAT INCLUDES THE PADDOCK, THE LAPD HORSE FACILITY AND THE SADDLE AND SIRLOIN RIDING CLUB. IT IS COUNTRY IN THE CITY IN AN IDLYLLIC LOCATION. THIS EXTRAORDINARY PARCEL IS OVER 37,000 SQ. FT. WITH A CENTER AISLE 21 HORSE BARN AND AN ADDITIONAL 36 STALLS IN SHED ROW BARNS. Sold PRICE: $595,000 741 Wilcox Ave, Los Angeles _ Charming bungalow! LAR3 Potential for multi-unit development in prime Hollywood neighborhood. You can leave the existing bungalow which was gutted and rebuilt three years ago and possibly add another duplex or triplex. Close proximity to Paramount Studios and Hollywood redevelopment projects. Sold PRICE: $7,900 (Leased)
Braeridge Dr, Beverly Hills 4 Bedrooms, 4 Bath 3584 sq. ft. Lot 7875 sq. ft Leased PRICE: $742,500
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U.S. crude ends higher after EIA says crude inventories drop
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NEW YORK Jan 16 (Reuters) - U.S. crude futures rose on Wednesday after the Energy Information Administration's weekly inventory report showed crude stocks fell last week in the United States.
U.S. February crude rose 96 cents, or 1.03 percent, to settle at $94.24 a barrel, having traded from $93.10 to $94.36. (Reporting by Robert Gibbons; Editing by Chizu Nomiyama)
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iBelieve.com: Take Your Marriage Beyond Ordinary - Justin and Trisha Davis - Movies
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Is there a gap between the marriage you have and the marriage you thought you would have? Justin and Trisha Davis share their story and challenge you to rediscover the extraordinary vision God has for your marriage.
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In the walkway outside the Oval Office, we hear Jed's voice snarling, "This is crap, Leo! It's been three days. This is amateur hour!" Leo tries to placate POTUS, saying, "Cashman and Berryhill have to revise the response scenario so that they speak to State's concern..." POTUS retorts, "Cashman and Berryhill are dragging their feet. Cashman and Berryhill are trying to make me look like a clown. And State should concern itself with what I damn well tell 'em to be concerned with." Leo says, "Doesn't work like that." POTUS snaps: "So I've discovered." Leo adds that POTUS knows that's not how it works, and that the chiefs are moving as swiftly as they can, even though time isn't a factor. He also states that Cashman and Berryhill have a reasonable point with respect to the Security Council. Jed calls out to Mrs. Landingham that he can't find his glasses anywhere, and, waving his arms around, requests that she do whatever it is she does when he can't find his glasses. He turns his attention back to Leo. "It's been seventy-two hours, Leo. That's more than three days since they blew him out of the sky. And I'm tired of waiting, damn it. This is candy-ass! We're going to draw up a response scenario today. I'm going to give the order today. We're going to strike back today." Leo says quietly, "I wish you wouldn't say 'him,' Mr. President." Jed's puzzled. "What?" "Three days since they blew him out of the sky? Of course that's fine while it's just you and me, sir. But in there with Fitzwallace and the Chiefs, I hope you say 'it' or 'the airplane,' not him." Jed seems a little annoyed that Leo is suggesting that he's taking it personally, wondering why the hell he shouldn't take it personally, and pointing out that Americans were on the plane. He bellows again to Mrs. Landingham about his glasses, while Leo is trying to say that he thinks they still need to talk about something, but Jed ignores him and tells Mrs. L he still doesn't have his glasses. Mrs. L reassures him that they're "on it." Um, wouldn't the President have at least one spare pair of glasses? She also tells him that the Director is waiting and Jed tells her to bring him in. He then asks Leo what he wanted to say but Leo decides not to bother, and goes off to his staff meeting, leaving Jed to peer at a document in a file folder.
Leo enters his office and everyone greets him. Josh, with his mouth half full of food, asks, "How's his mood?" Leo tells them all not to worry about it, and asks Sam, "What do you know?" Sam replies, "It's true. I have the transcript from the broadcast." Sam, with some interjections from Leo, begins to explain that a Congressman Bertram Coles appeared, along with some officers from Cromwell Air Force Base, on a radio program in his home district (where they have just recommended cuts in funding for the M6 Beacon), and made remarks about the President's being weak on defense. "Folks down here are patriotic, fiercely patriotic. The President better not be planning on making any visits to this base. If he does, he may not get out alive." Toby listens to all this and asks, "He said that? Sitting there with military officers?" Josh tells him not to take the bait. Toby says, "You better believe I'm going to take the bait." Leo says, "There oughta be a law against it." Toby raises his voice and waggles his finger; "There is a law against it." Josh asks Leo, "Why'd you get him started?" Leo shrugs and suppresses a little smirk. Toby, his voice getting louder: "How about threatening the life of the President? He's talking to other people. How about conspiracy? There were military officers. How about treason?" Josh: "Toby..." Toby: "That was a member of our own party, Leo. That was a Democrat who said that!" He pounds his fist on Leo's desk. Leo allows that it's bad. Toby's incredulous. "That's it?" Leo's unfazed: "What are you gonna do?" Toby replies, "Have the Justice Department bring them in for questioning pending felony charges!" Josh cracks, "Toby's right. What's the good of being in power if you're not going to haul your enemies in for questioning?" C.J. kicks Josh's chair. Toby can't believe that they're really not going to do anything about this. Leo says, "Yeah, Toby, 'cause what we really need to do is to arrest people for being mean to the President. Toby grouses, "There is no law...there is no decency..." Josh tells the peanut gallery, "He's just getting that now." Leo tells them that in the event that an attack order is issued today, they'll need a half hour on the networks. C.J. says the networks need ninety minutes' notice. Leo says they must wait until the last minute and tells Toby to start working on a draft for the President. Toby mentions that he needs to know what targets they're hitting. Leo doesn't know either and tells Toby, "It's military, Toby. You'll know when you know." Toby tells Sam the people with whom he must co-ordinate, and Leo says, "Let's do this right." Josh: "Not much chance of that."
C.J., Josh, Sam and Toby burst through a set of doors. C.J. is saying, "We need to be fully stocked -- State department officials, the Pentagon, we'll need the Embassy office..." Josh says they should get McMartin on board, and Adamley at the Pentagon. C.J. says she's got them. Josh asks, "So how do we tell 'em what we know without telling 'em what we know?" C.J.: "Well, we don't know anything so that shouldn't be hard." As C.J. breezes off, she asks Sam to stop by her office at lunch. Sam says sure and then mutters to Toby, "Think she knows?" Toby: "Yeah." Sam: "Why?" Toby: "'Cause she told me she knows." Sam asks if they can talk, and Toby tells him they can, and that he'll be right back. He's looking at something off-screen ahead of him. A secretary is whipping by (I believe it's the elusive Renee Estevez playing Nancy), and he tells her to hold on and stay there. She stops and waits as Toby walks toward the small clutch of people who caught his eye. Most of them are holding notebooks. One guy asks Toby whether he heard what Bertram Coles said on the radio. Toby says, "Yeah." Another reporter says, "And...?" Toby replies, "The Secret Service investigates all threats made against the President. It's White House policy not to comment on those investigations." The first guy says, "So you're telling me there's going to be a criminal investigation?" Toby, satisfied that he's stirred things up sufficiently, regards them very seriously and says, "I really can't comment on that right now. Damn, I gotta get back to my office." He walks away, back toward Nancy, and hands her the file he was carrying as he mouths the words "Thank you." I'm not entirely sure why he needed her to stand there, unless it was to make it seem like they'd interrupted him, and not like he deliberately went over to them, which of course, he did. Because Toby rules. Also, if that is Renee Estevez, she's got her Dad's eyes, and she sure looks like she could be Emilio's sister. Unlike Emilio, she doesn't look too dissipated; then again, to cut Emilio some slack, she hasn't been married to Demi Moore.
After the commercial, we're in C.J.'s office. She's talking to two women about something to do with science and technology; I can't tell whether the women are reporters or secretaries, but since I don't think I've seen them before, I'm going with reporters. Sam comes up to the door and knocks; C.J. dismisses the other two. Sam says he thinks he knows why she wanted to see him. C.J. says, "Do you? You sussed it out, huh?" She starts to lay into him about the media figuring out what's going on, to which he replies that there's nothing for the media to figure out. She tells him he can't spend time with a call girl; he'll get caught. Sam maintains his innocence, but C.J. tells him not to get cute with her. Sam points out that he didn't know Laurie was a call girl when he went home with her; C.J. counters that he went back to see her after that. Sam argues that he went back to see her, not to solicit her. C.J. tells him that it doesn't make any difference; Sam insists it does. C.J. begins to read him the riot act about how he works fifty feet from the Oval


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Dark sector review by Palfrei
By palfrei 5 Comments
Graphics: 9
Note: it must be 3/5 stars not 4 but I can't change it
Music: 5
Story: 7
Control: 9
Difficulty: 8
Gameplay: 8
Level design: 6
This game feels a lot like Gears of war and it isn't a bad thing. There's a covert system that works really good, controls are responsive, graphics are top-notch [for the moment when it was released], the music is there just to occasionally notice it and the levels are OK.
What's important about this game is that throwing the glaive is fun, a lot of fun and it can lead to unlocking several achievements and even though I don't care much about them, for this game, I did and you'll want to get more too as their requirements are pretty entertaining.
I've played both GOW and I prefer Dark sector over GOW2, throwing the glaive adds some novelty to the repetitive formula of FPSs. Upon levelling up, the glaive will upgrade to absorb elements and use them to attack: electricity, fire and ice, which increases even more the fun of using it. Apart from the glaive, this is the only game with a useful and easily-upgradable shotgun. I tend to prefer pistols and bows, maybe some automatic rifle, but never shotguns because I find them messy, their ammo is scarce and they can't shoot at long distances [I'm of the silent sharp-shooter kind] however the shotgun not only is effective but necessary as the game is plagued by small fast-moving enemies ramming at you and they can only be effectively disposed off with these weapon. There's also the possibility to go melee as there's a quick-time button-smashing mode to vanquish enemies, this mode is activated to perform finishing moves and it's fun too.
The story resembles more the Resident Evil line than the standard FPS' and it's fine though it won't blow your mind. It is presented in chapters "a la Gears of War" and I strongly recommend to turn on the subtitles because the overall sound level of the game is low, the SFX sounds fine but the voices are quite hard to hear.
Dark Sector combines element's from several games [Resient evil, Gears of war, God of war and FPSs] but this merge turns out to be more successful than a failure thanks to all the variety that it provides. The learning curve can get pretty steep in the middle of game thanks to these ramming enemies that I mentioned however it can be overcome successfully to finally enjoy the game but not before putting some patience and good will to go through it.
Get Dark sector and try it by yourself, you won't be losing much, it's an old game that should be bargain by now, it performs more than fine and it'll provide 8 hours of entertainment at least.
///------TOTAL: 7 [rounded]------///


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Document Type: | Archival Material |
All Authors / Contributors: |
Christopher C Kraft |
OCLC Number: | 28418163 |
Notes: | Forms part of the repository's Archives of American Aerospace Exploration. |
Description: | 26 cubic ft. |
Correspondence, notes, and limited circulation National Advisory Committee on Aeronautics and National Aeronautics and Space Administration documents. Includes notes and calculations on P-47 Thunderbolt aircraft in the 1940s; annotated copies of mission rules for space missions in the 1950s and 1960s; Kraft's extensive notes from meetings and conversations in the 1970s and 1980s; and material relating to Langley Aeronautical Laboratory, Hampton, Va., Manned Spacecraft Center, Houston, Tex., Project Mercury, and Project Gemini.
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Related Subjects:(25)
- United States. -- National Advisory Committee for Aeronautics.
- United States. -- National Aeronautics and Space Administration.
- Project Mercury (U.S.)
- Project Gemini (U.S.)
- Manned Spacecraft Center (U.S.)
- Langley Aeronautical Laboratory.
- Aeronautical laboratories -- Virginia.
- Astronautical laboratories -- Texas.
- Houston (Tex.) -- Science and scientific affairs -- Astronautical laboratories.
- Texas -- Science and scientific affairs -- Astronautical laboratories.
- Hampton (Va.) -- Science and scientific affairs -- Aeronautical laboratories.
- Virginia -- Science and scientific affairs -- Aeronautical laboratories.
- Manned space flight.
- Outer space -- Exploration.
- Thunderbolt (Fighter planes)
- Fighter planes -- United States.
- Aeronautical laboratories.
- Astronautical laboratories.
- Exploration of outer space.
- Fighter planes.
- Thunderbolt (Fighter plane)
- Outer space.
- Texas.
- United States.
- Virginia.


text:
When soldiers from the 3rd Infantry Division arrive in Iraq later this month, they will be equipped with a new battlefield communications system that will drastically improve how they send and receive warfighting information.
Operations in Iraq and Afghanistan demonstrated to Army officials that they need a system that provides communications for soldiers when they fight out of sight of one another. The new Joint Network Transport Capability (JNTC) relies on IP, satellites and commercial products to provide more mobile communications and greater access to logistics and intelligence data.
"The Army has a new networking
capability that will help transform deploying units," said Lt. Gen. Steve Boutelle, the service's chief information officer. "The Army is building an IP, net-centric force."
The new Joint Network Node powers JNTC. The node consists of vehicles and shipping containers equipped with systems that provide voice over IP, dynamic IP, videoconferencing and access to the military's classified and unclassified networks for commanders at their headquarters and soldiers operating in smaller units, said Boutelle, who spoke earlier this month at the Milcom 2004 conference in Monterey, Calif., sponsored by AFCEA International.
General Dynamics officials developed and fielded the node. They delivered the first system in August so troops from the 3rd Infantry Division, which fought in Iraq with Marine Corps and British forces last year, could train with it before returning to Iraq.
JNTC also includes the Combat Service Support-Satellite Communications system. It consists of a very small-aperture terminal satellite dish, a ruggedized notebook computer and supporting equipment that comes in four transit cases. It allows logisticians and medical personnel to order and track supplies and use text messaging and videoconferencing.
Army officials learned from experiences in Iraq they must improve the ordering and tracking of supplies in combat. Before the military conflict, orders for spare parts from combat units averaged 15,000 to 20,000 per day, but after U.S. and coalition forces attacked, orders for spares went down to almost zero and stayed there for 30 days, said Lt. Gen. Claude Christianson, the Army's deputy chief of staff for logistics.
"It makes no sense that when you're in the middle of a war, driving your way to Baghdad over this very, very complex battlefield that you wouldn't have any requirements for spare parts," Christianson said. He added that Army officials will solve the problem by putting logisticians and medical personnel on a network as part of the Connecting the Logistician program.
Officials at iDirect Technologies developed and fielded the system, including 40 to 3rd Infantry troops for use in Iraq. They plan to field 200 more in the coming months, and that could increase to more than 1,000 during the next 18 months.
The Joint Network Transport Capability (JNTC) gives soldiers improved mobile battlefield communications, better than the current Mobile Subscriber Equipment-Triservices Tactical terminals. Those terminals were built in the 1980s to support the fighting of forces from the former Soviet Union.
The JNTC, however, will not provide as much function as the future Warfighter Information Network-Tactical system, planned for fielding in 2008. JNTC includes:
* Joint Network Node — Delivers voice over IP, dynamic IP, videoconferencing and access to the military's classified and unclassified networks.
* Combat Service Support-Satellite Communications — Lets logisticians and medical personnel order and track supplies and use text messaging and videoconferencing.
* Blue Force Tracking — Shows soldiers the locations of friendly forces on the battlefield via blue and red icons displayed on terminals inside vehicles and handheld computers.
* Trojan Spirit — Gives commanders and soldiers intelligence, surveillance and reconnaissance data using Ku-band satellite communications.
* Global Broadcast Service — Distributes images and video using Ka-band transponders on military satellites and Ku-band transponders on commercial satellites.
— Frank Tiboni
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President Obama's proposal to boost government coordination with the private sector got a warm welcome in the House Homeland Security Committee.
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Meet the women and men who are doing great things in federal IT.
The law's certification and approval provisions empower CIOs to end outdated software development projects, says Agilex's Roger Baker.
The new chairman of the House Oversight and Government Reform Committee extends an olive branch to the minority, but keeps subpoena power for himself.
FCW investigated efforts by the departments of Defense and Veterans Affairs to improve a joint data repository on military and veteran suicides. Something as impersonal and mundane as incomplete datasets could be exacerbating a national tragedy.
Despite delays, the program is at a critical point for determining the ultimate impact of cloud technology in the government space.
In an interview with FCW, the Department of Veterans Affairs' chief technology officer talks about overhauling the digital experience for VA customers.
The National Information Exchange Model's usefulness extends far beyond its origins in justice and law enforcement.


text:
Early voting begins today.
Here's a rundown on the money spent so far by organizations on both sides of the abortion ban measure.
The signs are everywhere. Beware Nob Hill's "Threat from above!"
This woman in North Dakota found a new way to make kids cry on Halloween.
Here's a list of reasons people were denied security clearances with the Department of Defense. Go ahead, do a search for "sex," you know you want to.
Don't dress up as these things for Halloween, please.
How the Ouija Board named itself, and other fascinating tidbits from the history of this peculiar "game."
I riff to a group of strangers on the prevalence of ghosts at Disneyworld. I notice a woman's eyes flash orange, alternating right and left, as she listens to me.
I continuously smash flat rocks with my rubbery sledge hammer, forcing an old sailor to tell me about the spirits I am conjuring by doing so.
I live in a haunted apartment: furniture and propane tanks move toward me, menacingly. I pray fervently. I know am protected now and my fear is stilled. Later, I tell a black kid about the incident.
A man was cooked to death in a tuna factory.
The world's greatest dad in pictures.
A home invasion prank turned tragic.
There's been an increase in birth defects in Iraq.
Call the sexy meningitis hotline.
I can't stop thinking about hamburgers.
Badvertising. Ew.
Enjoy these ghost photos.
Albuquerque is experiencing 18% office vacancy.
Calibers is conducting a coyote killing contest.
There was a crazy house party on Atrisco.
Happy birthday Penny Marshall.


text:
The rise, fall and rise of the mini-supermarket
Sainsbury's will have more convenience stores than supermarkets this year. Tesco already has more than 1,600 branches of Tesco Express. Once threatened with extinction, the mini-supermarket is on the march.
Sixty years ago the local grocery store was at the heart of the high street. Greengrocers were the gatekeepers to breakfast, lunch and dinner, as shoppers queued to order items from assistants behind counters.
Then the advent of the self-service store - where customers collected their own groceries in baskets - changed the way the nation shopped.
Sainsbury's opened its first self-service store in Croydon, Surrey, in 1950 - and the format spread to High Streets across the country.
These early supermarkets were fundamentally not too dissimilar to the convenience stores of today. They were found on high streets and customers didn't have to drive to the edge of a city to find them.
But it was the larger out-of-town supermarkets that came a decade later that really changed British retailing. With their plethora of low-cost produce, the warehouse-like retail units which soon came to dominate the modern landscape were born.
They were widely criticised for squeezing independent traders and crushing retail diversity. Once-familiar convenience chains like Premier, Victor Value and Fine Fare - which had 200 outlets by 1962 - fell by the wayside in their wake.
But now the local convenience store - typically under 3,000 sq ft (280 sq m) and not affected by Sunday Trading Act - seems to be having a resurgence, albeit driven by the big chains that flourished with out-of-town hypermarkets.
What's the difference?
- Convenience stores: Stores under 3,000 sq ft (280 sq m) and not affected by Sunday Trading Act - so they can choose which hours to open on Sundays
- Small supermarkets: Stores between 3 and 25,000 sq ft (2300 sq m)
- Superstores and hypermarkets: Stores over 25,000 sq ft
Last week, Sainsbury's - which opened its first Local store 15 years ago - said convenience stores will overtake its number of supermarkets this year. The retailer is currently opening two convenience stores each week.
Tesco, which has more than 3,000 stores, already has more convenience stores than supermarkets, boasting more than 1,600 Tesco Express outlets alone.
Meanwhile, Morrisons has opened 85 of its M Local stores since launching them in 2011. The chain hopes to open a further 100 in its next financial year.
Industry body IGD says the value of the convenience sector will grow from £35.6bn in 2013 to £46.2bn by 2018.
So why is the mini-supermarket making a comeback?
David Gray, a retail analyst at Planet Retail, says the focus on smaller formats is a reflection of changing shopping patterns.
"People are increasingly doing one big shop - in store or online - every week or fortnight, and then topping up at convenience stores," he says.
The nation's demographics are also altering demand. "There's an ageing population - older people tend to like shops close by - and more single households, who often buy little and often," he says.
Paul Langston, consulting partner of location strategy at market research analysts CACI, agrees the proliferation is down to consumer trends. He cites the rise of click and collect - where shoppers order online and pick up at a local store - as another factor.
At the same time, the availability of town centre sites at lower rents has appealed to companies. Morrisons snapped up Jessop, HMV and Blockbuster stores when they went bust. Aldi bought a former Peacocks store on Kilburn High Road, north-west London, to create a store half their normal size.
"Having a top up store in the shadow of a main store is incredibly logical," says Langston.
Shopping by numbers
Number of convenience stores in the UK at end 2013 according to retailers' own figures.
Store | Number | First opened |
Tesco Express |
1601 |
1994 |
Sainsbury Local |
523 |
1998 |
Little Waitrose |
39 |
2011 |
Morrisons - M Local |
85 |
2011 |
The move towards mini-supermarkets has also enabled companies to micro-market.
Convenience stores typically have a catchment area of about half a mile, according to Langston, so stores near work place areas might stock more grab and go, while those with a high single population might opt for more microwave meals.
But it isn't all good news for shoppers. Convenience stores can also be more expensive.
"Tesco Express and Sainsbury's Local tend to be about 3% more expensive - they adjust ranges so there isn't so much economy, it's mostly mid-tier and premium products," says Gray.
"Waitrose charges more at convenience stores too, but then there is a higher cost of operating - smaller stores have smaller stock rooms and need more frequent deliveries."
There's also the issue of pushing small independents out.
The Association of Convenience Stores says it is tough to compete with the big players, but good independents can survive, and even thrive, by playing on their strengths, such as customer service and a much deeper knowledge of the community.
But for Jack Patel, 55, who has owned Westholme Stores in Goring-on-Thames, Oxfordshire, for 26 years, the prospect of a Tesco Express coming to the village is "really depressing".
"There's only so much trade in the village. I think it would take about 40% or 50% of my business away, it would be very difficult for us to survive. There's no way I can compete with Tesco prices," he says.
Residents of the chocolate box village on the bank of the River Thames are also up in arms.
The Magazine on supermarkets
Tesco occupies a unique place in British retail, visited by millions but controversial to many. It all started with a barrow selling fish paste, says Denise Winterman.
The 300th Waitrose has opened in Helensburgh, near Glasgow. Is getting a Waitrose in your neighbourhood the ultimate badge of endorsement, asks Kathryn Westcott.
Nearly five decades have passed since the UK's first out-of-town superstore opened its doors. It differed starkly from the outlets used by millions today, but it helped change British shopping forever, says Jon Kelly - of the shop we now know as Asda.
"The opposition is virtually unanimous. The village's population is about 3,100, and we already have 1,600 signatures petitioning it," says Emrhys Barrell, a 65-year-old resident.
"It would destroy the heart of the village. This isn't just people waving flags, they've got to understand the depth of feeling," he says.
On the flip side, Langston says in some places retailers benefit from the footfall that convenience stores provide.
But with supermarkets increasingly focusing on smaller stores, what does this mean for their bigger outlets?
Talk of the death of the hypermarket is misplaced, says Gray. "They are the biggest chunk of the market and will always dwarf smaller outlets, while only a certain percentage of the market will go online," he says.
The supermarket and hypermarket was worth £74.1bn in the year ending in April 2013, and is projected to be worth £80.1bn in April 2018, according to IGD.
Meanwhile, online market was valued at £6.5m and is expected to be worth £14.6bn by 2018.
Supermarket bosses seem to think the future is multichannel growth - combining big stores, local convenience stores and online.
Last year Tesco CEO Philip Clarke said changes in technology would continue to drive change. "The last five years have shown that change in retail can be disruptive and come in sharp steps, not a steady trend," he said.
They are also giving people more choice.
"Customers are getting more and more promiscuous," muses Langton.


text:
Matt Multigrade or Galerie?
Printable View
Ironically the paper is on 'back order'! I wonder where you collected it from BUT the chemicals to make 40 gallons of bleach/fix arrived.
Cheers Dave
Hi Paul, Which store did you collect from?
Cheers Dave
Dave, you asked for an opinion on this paper - Posting my comments here as it may be of interest to others.
It is at the budget end of Kodak's range and that shows in the thickness of the paper. Measured 0.20mm thick compared to 0.24mm for Endura of Fuji Crystal (Ilford MGIV portfolio is 0.30mm by comparison). Being on a heavy roll, it is a bit of a pain to cut in to usable sheets - A custom made papersafe would be an advantage, looks like I'll be hacking up some ½" MDF tomorrow.
To my (untrained) eye, colour rendition is acceptable and I would be reasonably happy to show the prints once mounted. At £10 per roll, I'm quite happy to use this stuff for much of my colour printing.
Glad the paper isn't fogged!..........Just having pushed a few buttons on my calculator. If you got two 186M rolls for a tenner that is...
2x186=372M or 37200 cm's / 25 (10") that will give you 1488 10x8 prints at 0.672p per print...not bad ah?
Cheers Dave


text:
Melting permafrost 'will DOUBLE carbon and nitrogen levels in the atmosphere': Experts issue chilling new climate change warning
- Comes after UN agency last week warned greenhouse gases in the atmosphere had reached record levels
As much as 44billion tons of nitrogen and 850billion tons of carbon could be released into the environment as permafrost thaws over the next century, U.S. government experts warn.
The release of carbon and nitrogen in permafrost could make global warming much worse and threaten delicate water systems on land and offshore, according to scientists from the U.S. Geological Survey.
It comes after the UN last week warned of record levels of carbon dioxide and other greenhouse gases in the atmosphere.
A glacier on Bylot Island, Canada: Melting permafrosts such as these threaten to release billions of tons of greenhouse gases into the atmosphere, accelerating climate change, a new study has warned
Billions of tonnes of greenhouse gases released into the atmosphere are likely to be trapped for centuries with far-reaching impacts for all life, it was warned.
But the latest figure suggests levels of carbon could double in 100 years, meaning that the increase in global temperatures will be likely to accelerate.
The previously unpublished nitrogen figure is useful for scientists making predictions with computer climate models, the researchers say, while the carbon estimate adds credence to other studies with similar findings.
'This study quantifies the impact on Earth's two most important chemical cycles, carbon and nitrogen, from thawing of permafrost under future climate warming scenarios,' said USGS Director Marcia McNutt.
He doesn't look too worried: Mikhail Kanevsiy of the University of Alaska holds permafrost sample from about 2m depth, the likes of which USGS analysed
'While the permafrost of the polar latitudes may seem distant and disconnected from the daily activities of most of us, its potential to alter the planet's habitability when destabilised is very real.'
To generate the estimates, scientists studied how permafrost-affected soils, known as Gelisols, thaw under various climate scenarios, reporting their findings in the journal Geophysical Research Letters.
They found that all Gelisols are not alike. Some have soil materials that are very peaty, with lots of decaying organic matter that burns easily – these will impart newly thawed nitrogen into the ecosystem and atmosphere.
Other Gelisols have materials that are very nutrient rich – these will release a lot of nitrogen into ecosystems.
However, all Gelisols will contribute carbon dioxide and likely some methane into the atmosphere as a result of decomposition once the permafrost thaws – and these gases will contribute to global warming.
Canada's extreme northern territories have been devoid of forests for millions of years.
But the forests could be about to return, thanks to changing global temperatures, according to research at the University of Montreal, which suggests the freezing temperatures may mellow just enough to see the return of the ancient forests which once surrounded this icy area.
Alexandre Guertin-Pasquier, of the University of Montreal's Department of Geography, presenting his findings at the Canadian Paleontology Conference in Toronto, said: 'According to the data model, climate conditions on Bylot Island will be able to support the kinds of trees we find in the fossilised forest that currently exist there, such as willow, pine and spruce.
'I've also found evidence of a possible growth of oak and hickory near the study site during this period.
'Although it would of course take time for a whole forest to regrow, the findings show that our grandchildren should be able to plant a tree and watch it grow.'
'The scientific community researching this phenomena has made these international data available for the upcoming Intergovernmental Panel on Climate Change,' said study lead Jennifer Harden, USGS Research Soil Scientist.
'As permafrost receives more attention, we are sharing our data and our insights to guide those models as they portray how the land, atmosphere, and ocean interact.'
Last week the UN's World Meteorological Organisation reported that levels of carbon dioxide in the atmosphere had reached 390.9 parts per million (ppm).
That constitured a 40 per cent increase on the 280ppm in the atmosphere before the Industrial revolution began.
Other greenhouse gases are also on the rise and are contributing to the warming caused when the trap heat that would otherwise escape into space.
Methane levels rose to 1831 parts per billion which are 159 per cent higher than in pre-industrial times while nitrous oxide rose to 324.2ppb, about 20 per cent up on historical levels.
The increases mean that about 30 per cent more heat was trapped in the earth's atmosphere last year than it was in 1990.
Rising carbon dioxide levels are considered to be having the most serious impact on global warming and is calculated to be responsible for 85 per cent of the extra trapped heat.
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text:
Air T, Inc. Announces Changes In Leadership Of Air Cargo Subsidiaries
MAIDEN, N.C., July 10, 2014 /PRNewswire/ -- Air T, Inc. (NASDAQ Capital Market: AIRT) today announced that Robert G. ("Rob") Norton, the President and Chief Executive Officer of Air T's CSA Air subsidiary, will assume the same roles with Air T's other air cargo subsidiary, Mountain Air Cargo. Effective August 1, 2014, William H. ("Bill") Simpson, Mountain Air Cargo's President and Chief Executive Officer, will become the Chairman of CSA Air and Mountain Air Cargo, with a reduced workload.
Nick Swenson, Air T's CEO, commented, "Rob has been a stand-out leader at CSA for 20 years. Bill has a highly experienced and strong successor as President and CEO of Mountain Air Cargo."
Rob Norton added, "We are excited to take the Mountain Air Cargo team to the next level through a commitment to outstanding customer service wherever and whenever they need us."
Air T, through its subsidiaries, provides overnight air freight service to the express delivery industry, manufactures and sells aircraft deicers and other special purpose industrial equipment, and provides ground support equipment and facilities maintenance to airlines. Air T is one of the largest, small-aircraft air cargo operators in the United States. Air T's Mountain Air Cargo (MAC) and CSA, Air subsidiaries currently operate a fleet of single and twin-engine turbo-prop aircraft nightly in the eastern half of the United States, Puerto Rico and the Caribbean Islands. Air T's Global Ground Support subsidiary manufactures deicing and other specialized military and industrial equipment and is one of the largest providers of deicers in the world. The Global Aviation Services subsidiary provides ground support equipment and facilities maintenance to domestic airline customers.
SOURCE Air T, Inc.Check Out Our Best Services for Investors
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STEELTON, Pa. -- The Dept. of Health is offering assistance to patients of Maryjo Szada. Court documents say dirty metal speculums and equipment were reused on patients in her office without being fully disinfected, among other issues.
State offering assistance to patients of Steelton doc
Published On: Apr 28 2014 12:58:43 PM EDT
Updated On: Apr 28 2014 01:01:29 PM EDT
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Re: Borneo in August
My top recommendation will be Kinabalu Park, it is UNESCO World Heritage site and the views are magnificent.
You may also take a Heat hunter trail in deep rain forest in Sarawak. Mulu Cava is the biggest chamber cave not to be missed while Niah Cave is the oldest cave.
Of course to get the best of those places, you need to trek/hike. The highest mountain in south east asia of Mount Kinabalu is accessible in kinabalu park (4101m). Try to catch the sunrise from the top of the mountain. You mustn't miss it!Be the first to rate this answer!
Re: Borneo in August
Is it a good time to visit?
How is the weather?
GaborBe the first to rate this answer!
Re: Borneo in August
it is dry season now. should be good time to visit.
Be the first to rate this answer!
- 1


text:
Current affairs muscle signals shift at Ten
PUBLISHED: 03 Mar 2014 00:38:29 | UPDATED: 03 Mar 2014 11:01:12PUBLISHED: 03 Mar 2014 PRINT EDITION: 03 Mar 2014Peter Meakin is being given responsibility for current affairs discussion show 'The Project' at Channel Ten, as the No.3 commercial network seeks to up its ratings performance in the crucial 6.30pm to 7.30pm slot.
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Open Data
The Food and Drug Administration is opening up information on adverse drug events for developers who want to build applications using the data. It's a big step in a larger effort, dubbed openFDA, to create an open-source platform for information on the medications and devices the agency regulates.
OpenFDA is an application programming interface (API) that connects agency data to developers who want to build applications that harness FDA information.
In the case of adverse drug events, the data comes from a variety of sources, including clinician reports, consumer complaints and the pharmaceutical industry, which is required to send information on adverse reactions to prescription and over-the-counter drugs to the FDA. Before openFDA, a Freedom of Information Act request was generally needed to assemble all the information on adverse events associated with a drug.
The data, which covers 2004 to 2013, is stripped of any personally identifiable information and can be searched in a variety of ways. There are structured unique identifiers for drugs and ingredients, but officials also felt it was important to have unstructured access to the information, said Dr. Taha Kass-Hout, the FDA's chief health informatics officer. Developers can build apps that give access to drug information by trade name, generic name or other information, and openFDA allows for misspellings.
"We want to be able to give you something back regardless of how you ask the question," Kass-Hout said.
The API lives on FDA's cloud. Developers get a key for bulk access, which supports a maximum of 60,000 queries per day. A developer whose app exceeds that maximum must make support arrangements with FDA -- a prospect that seems a long way off on Day One of a pilot project. The code is available for review, reuse and collaboration on GitHub.
Although the data is ready for developers and researchers, it is not intended to drive treatment. "This is a beta release," Kass-Hout said. "We have plenty of disclaimers not to use this for clinical decisions."
The concept of openFDA was developed about a year ago, he added, and the work to identify relevant datasets and build openFDA began in September 2013. Internal developers identified more than 80 datasets in the public domain, and through consultation internally and externally with other developers, they decided on adverse events, product recalls and labeling information as a good starting point. The FDA plans to release the datasets on product recalls and labeling information by the end of the summer.
About the Author
Adam Mazmanian is a staff writer covering Congress, the FCC and other key agencies. Connect with him on Twitter: @thisismaz.
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President Obama's proposal to boost government coordination with the private sector got a warm welcome in the House Homeland Security Committee.
The spy agency wants to better integrate cybersecurity into its traditional human intelligence operations.
Meet the women and men who are doing great things in federal IT.
The law's certification and approval provisions empower CIOs to end outdated software development projects, says Agilex's Roger Baker.
The new chairman of the House Oversight and Government Reform Committee extends an olive branch to the minority, but keeps subpoena power for himself.
FCW investigated efforts by the departments of Defense and Veterans Affairs to improve a joint data repository on military and veteran suicides. Something as impersonal and mundane as incomplete datasets could be exacerbating a national tragedy.
Despite delays, the program is at a critical point for determining the ultimate impact of cloud technology in the government space.
In an interview with FCW, the Department of Veterans Affairs' chief technology officer talks about overhauling the digital experience for VA customers.
The National Information Exchange Model's usefulness extends far beyond its origins in justice and law enforcement.


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As the hub of the home, the kitchen is the room with all the action. It's not just the place to prepare and cook food — it's also used for entertaining guests, storing gadgets and eating family meals. Your design needs to accommodate all these activities, which is why kitchen remodels are more popular than ever. Today, islands, farmhouse sinks and stainless steel appliances are common additions, while custom cabinets and countertops are key components of any inspirational dream kitchen. More
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Wonderful feeling Victorian era home built in 1910 w/ wrap-around porch on a deep lot w/ a fabulous new deck off the kitchen.. mature tree awaits your swing & a garden shed complete your yard. Updated Interior w/ moldings, wood floors, double-sided fireplace (LR/DR), new kitchen and baths. Vintage charm. You'll feel instantly at home. Terrific location close to both Old Town Takoma and DT SS.


text:
THE IR bObOt
By neo
August 21, 2009
August 21, 2009
I am a young Algerian of 20 years…. So excuse my language
I build a robot how avoid obstacles with his IR RemoteControl , it was very difficult because I am there where there are anything to create a robot!!, so I use a lot of recovery material
I am a member of ROBOT PASSION where I exposed my entire project in French
That's all… I think that your site is very good!
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