text:
|Publication number
|Publication type
|Publication date
|Jan 30, 1906
|Filing date
|Apr 6, 1898
|Priority date
|Apr 6, 1898
|Publication number
|Alfred J Webster
|Original Assignee
|Joseph A Jeffrey
|Export Citation
|BiBTeX, EndNote, RefMan
|Referenced by (1), Classifications (1)
|External Links: USPTO, USPTO Assignment, Espacenet
Ghoul M3,
No. 811,463. PATENTED JAN. 80, 1906. A. J. WEBSTER.
unnumu uulnilllllllll lilllIlllllWi Witnesses ALFRED J. WEBSTER, OF COLUMBUS, OHIO, ASSIGNOR TO JOSEPH A.
Specification of Letters Patent.
Patented Jan. 30, 1906.
Application filed April 6,1898. Serial No. 676,667-
To all, whom it may concern:
Be it known that I, ALFRED J. WEBSTER, a citizen of the United States, residing at O0- lumbus, in the county of Franklin and State of Ohio, have invented certain new and useful Improvements in Oonveyers and I do declare the following to be a full, clear, and exact description of the invention, such as will enable others skilled in the art to which it appertains to make and use the same, reference being had to the accompanying drawings, and to the letters of reference marked thereon, which form a part of this specification.
Figure 1 is a side view of a mechanism embodying my improvements. Fig. 2- is a side view, on a larger scale, of the bucket-loading mechanism. Fig. 3 is a horizontal section on the line :20 a: of Fig. 2. Fig. 4 is a section on the line y y of Fig. 2. Fig. 5 is a section on the line .2 z of Fig. 2. Fig. 6 is a plan view of the parts at the left hand in Fig. 2. Fig. 7 shows a modified device for holding the bucket in a tilted position.
The conveying mechanism proper is supported upon a suitable framework. This may be of any preferred sort. As shown, there are horizontal members at A, having the upper parts a a and the lower parts a, and B B indicate vertical uprights, such as may be used where necessary. Upon the framework tracks are supported, the upper track being generally indicated by C and the lower by C. At the ends tracks or guides may be employed, if necessary; but over the greater parts of the vertical path of the buckets in a conveyer of this class I have not found. them to be thus necessary.
At points such as are demanded by the particular work to be accomplished power and guiding sprocket wheels are mounted. In the construction shown there are such wheels at D D D D D D there being a pair of companion wheels at each of these points, both rigidly connected to a common shaft. Power is transmitted to the driving-shaft and air of sprockets D in any suitable wayas, for instance, by a belt-wheel or another sprocket-wheel actuated by a chain which in turn is driven from the engine or motor. Upon the sprocket-wheels thus provided chains E E are mounted, these extending around the entire path of the conveyer and constituting the power-applying means.
To the chains are connected the carryingbuckets, (indicated by F F.) These also may be constructed in any of several ways. For several reasons I prefer to have them of substantially the character shown, each being formed of front and rear inclined bottom walls tapering nearly to a common line and with triangular or tapering end walls, the top being open. Each bucket is freely suspended from the chains E E, as follows: From each end of each bucket there project outwardly spindles or axles f, secured to the end of the bucket by a riveted or bolted plate. Upon each axle at each end of the bucket there is a traction-Wheel G, adapted to ride upon the tracks O O, above referred to. Upon the axles the bucket is so held as to freely hang, the axis of the wheels being preferably somewhat above the center of gravity of the bucket and its load. At a suitable point, which I prefer should be entirely to one side of the axis of connection between the bucket and its supportingchains and at a considerable distance from such axis, as at or near the bottom of the bucket, there are outwardlyprojecting studs or projections I-I, preferably provided by means of a rod extending continuously across the bottom and secured thereto by clips or ears, though the same end can be accomplished by having separatelyformed studs or pins. These studs, pins, or projections H, I utilize for effecting the loading of the bucket.
The loading is accomplished as follows: By examining the drawings it will be seen that after the chains E E reach the sprocketwheels D they begin to descend on the inclined path to reach the boot I, wherein they pass around the wheels D and thence again upward. From points adjacent to the wheels D the track-rails also incline, as shown at c, to support the buckets and their traction-wheels G as they descend. The buckets are thrown into a position inclined relatively to the chain as they descend and are held rigidly in such inclined position in order that they may scoop up a load from the boot each in turn. To effect this, I employ tipping devices to engage with the empty buckets and means for holding them stationary in the said inclined. positions. As the pins or projections H approach the wheels D they strike upon the peripheries of wheels or disks J, which are also carried by the shaft d of the wheels D and as said wheels or disks revolve they throw the pins or projections H upward, and thus cause a relative tilting of the buckets. These wheels or disks J may be formed with or secured to the wheel D as shown. To maintain this inclined position, I employ guide-bars K K, which are also inclined and parallel or approximately parallel to the path of the chains. The guides are tangent to or approach so close to the periphery of the tilting disks J as to cause the pins or projections H to enter into the guides and to remain there during the descent of the buckets and while passing around the bottom of the wheels D. These guides extend to the point shown in Fig. 2. They are in vertical planes between the vertical planes of the ends of the buckets and the vertical planes of the trackrails and traction-wheels G, so that none of the parts can interfere with each other. The material that is to be transported by the buckets is delivered to the boot I in any suitable way, as through a ho per I, whose bottom is preferably arrange as shown, so as to throw the material toward that part of the boot through which the buckets rise. Prior to their reaching this part, however, they are in a position for scraping or scooping the material, which is loaded into them by such action. The guideways K terminate a little beyond the lower end of the vertical diameter of the boot; but up to this time the buckets are held rigidly in the inclined or scooping position, so that they readily load themselves with the material. As soon as the pins or projections H escape from the guides K the buckets are permitted to again right themselves and assume a freely-swinging position orrelation withrespect to the chain. It willbe observed that the guides K constitute means which are independent of the chain and are arranged to incline the buckets and hold them inclinedthat is, out of a freely-swinging position and in a position for scooping the material-as they approach the boot or lace of loading, such means comprising the oWer or outer guide bar or member, and they constitute other means which are arranged adj acent to the place of loading and are also independent of the chains and arranged to hold the buckets rigidly and from swinging backward while the material is being scooped up by the buckets, such means comprising the inner or upper guide members or bars. These guides thus operate to first incline the buckets as they approach the place of loading and then to hold them rigidly at the proper inclination for scooping as they pass through the boot or loading-receptacle, and such means are entirely independent of the chain, so that when the buckets pass out of engagement therewith they are perfectly free to swing.
upon their axes whatever he the subsequent path taken by the conveyer.
The track-rails c are preferably terminated at a point considerably short of the termina tion of the guides K, as shown in the drawings, (see Fig. 2,) the chains and the buckets being held properly against the periphery of the wheel after the traction-wheels escape from the track.
In Fig. 7 Ihave shown a modified means for holding the buckets in their inclined position. Here the ends of the buckets are provided with rigid guide-blocks near the axis of reach, and these are adapted to travel in the guideways at K and to hold each bucket in its inclined position during the time of loadmg lt. Y
After being loaded in the boot in the manner.described the buckets can be carried to any desired point for unloading. They may be either taken directly upward to the upper run of the conveyer or they may be deflected from their vertical path out of the boot to a horizontal path by means of guiding sprocketwheels.
It will be seen that I have provided a selfloading convever in which the materialtransporting devices are freely swinging buckets or receptacles. This I am able to accomplish by arranging a support for the material adjacent to the path of the chain and combining with the chains and buckets means which tilt the buckets and maintain them in a tilted or inclined position, the lastsaid means being so disposed as to cause the tilting of the buckets during that part of the run occupied in passing the support for the material. The best results are obtained when the buckets are held in a fixed or rigid inclined position relative to the chain, with their advancing, scooping, or lifting sides approximately tangential to the floor of the support for the material adjacent to which the buckets are moved.
At M, Fig. 1, I have indicated a mechanism for effecting the discharging or dumping of the buckets; but as this forms no part of the invention claimed in this case, but is rather claimed by me in my application, Serial No. 652,174, filed September 18, 1897, I have not illustrated the details thereof.
One of the objects of the present invention is to overcome the serious difficulties that have been experienced with conveyers of the general class to which the present one belongs and in which use is made of freelyswinging buckets arranged close together. As is Well known, conveyers of this class are very desirable for many purposes, because of the fact that they are of great carrying capacity and avoid the loss of power and other disadvantages incident to those in which the scraping principle is followed. It is also well known that under many circumstances it has been impossible to use them to advantage, because of the difficulties incident to the loading and the unloading of them, particularly their loading. In a mechanism of the kind which I here present I combine the wellknown advantages of a conveyer of this class, such as a great carrying capacity, and also those incident to elevators in which the buckets are compelled to load themselves from a boot or hopper by a scooping or scraping action, and this I accomplish by the employment of a simple mechanism-to wit, the studs or projections H, which coact with some parts to effect the loading.
What I claim is- 1. In a conveyer, the combination of the chains, the buckets, each hinged to the chains upon a single axis passing through the bucket and which is fixed relatively to the chain, the buckets being free to rotate entirely around the said axes, a loading hopper or boot in the path of the buckets, and means independent of the chains for engaging with the buckets and tilting them to bring their scooping sides to an angle to the chain and hopper-bottom substantially as set forth, whereby the buckets as they pass through the boot scoop their loads successively and. the chain exerts draft directly upon the buckets on lines passing directly through them, as described.
2. In a conveyer the combination of the chains, the buckets freely hinged to the chains, the projections H carried by the buckets and disposed entirely to one side of and at a considerable distance from the hinge connections between the buckets and the chains, and the means independent of the chains with which the said projections engage for tilting the buckets and maintaining them in. tilted position during a portion of the run of the conveyer, substantially asset forth.
3. In a conveyer the combination of the chains, the buckets freely hinged thereto, and the laterally-extending projections II secured to the buckets near their bottoms, and means independent of the chains with which the said projections engage for tilting the buckets and maintaining them in the tilted position during a portion of the run of the conveyer, substantially as set forth.
4. In a conveyer the combination of the chains, the buckets, freely hinged to the chains, the projections carried by the buckets, and means arranged adjacent to the chains and moving in a direction approximately parallel to the parts of the chains to which they are adjacent, with which the said projections engage for tilting the buckets, substantially as set forth.
5. In a conveyer the combination of the chains, means for moving them, the buckets freely hinged to the chains, projections carried by the buckets, means adjacent to the chains and moving in a direction substantially parallel with the lines ofv movements of those portions of the chains to which they are adjacent, and with which means the said proj ections engage for tilting the buckets, and means with which the projections engage for maintaining the inclination of the buckets after they have been so tilted during a portion pf b11116 run of the conveyer, substantially as set ort chains, the buckets freely hinged and suspended thereon, the runway for the idle part of the conveyer having a track or support for the buckets, the runway for the loaded part of the conveyer having a track or support for the buckets, the boot or hopper intermediate of the said runways, a guide supplemental to said track for the buckets into the said hopper, and means independent of the chains for locking them on their hinges as they move througlror into the said hopper, substantially as set forth.
7. In a conveyer, the combination of the chains, the buckets freely hinged and suspended thereon, the runway for the idle part of the conveyer having a support for the buckets, the runway for the loaded part of the conveyer having a support for the loaded buckets, a boot or hopper intermediate of the said runways, a guide supplemental to said support for the buckets to direct them through the said boot or hopper, a supplemental stationary guide, and means carried by the buckets engaging with said. supplemental guide and holding the buckets rigid relatively to their hinges on the chain, substantially as set forth.
8. In a conveyer, the combination of the chains, the buckets freely hinged and suspended thereon, the supporting or traction wheels for the buckets, the track-section for the wheels of the unloaded part ofv the conveyer, the track-section for the wheels of the loaded part of the conveyer, a bucket-loading chamber intermediate of the said tracksections, a track section for the bucketwheels inclined to the aforesaid track-sections and extending through or into the loading-chamber, and means independent of the chains for locking the buckets upon their hinges while the bucket-wheels are on said inclined track-section, substantially as set forth.
In testimony whereof I affix my signature in presence of two witnesses.
F. E. OOLTON, JNo. J. REILLY.
6. In. a conveyer, the combination of the
|Citing Patent
|Filing date
|Publication date
|Aug 13, 1981
|Nov 22, 1983
|Brandt, Inc.
|Coin loader
|Cooperative Classification


text:
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An Insurance & Technology Editorial Webcast Sponsored by:
Today's Presenters
• Kathy Burger, Editorial Director, Insurance & Technology (moderator) • Gail E. McGiffin, Global Lead, Underwriting, Accenture • Scott Horwitz, Senior Director, FICO • Lamont D. Boyd, CPCU, AIM, Insurance Market Director, Global Scoring Solutions, FICO
• Assessing the challenges facing insurance IT organizations today ‐‐ and what this means in terms of capabilities for improving customer retention and driving growth. • Competing as a price optimizing organization – what are the necessary tools, processes, structures? • Better decision making on the front lines. • Key differentiating technologies and strategies.
• Q&A and follow‐up.
Insurance/FS at a Crossroads?
• Far‐reaching (and still unknown) impact of financial/credit crisis, economic downturn, recession – cautionary for insurers (it's not just about banking). • FS industry is remade & realigned – erstwhile powers are weakened (or gone), new competitors emerge. • Right now: It's all about trust (or lack of it). • Assumptions about risk, competition, growth under fire (or being reconsidered in emerging new regulatory environment. • IT wasn't part of the problem, but it will be part of the solution (be careful what you wish for).
Macro Impact on Insurance IT
• IT budgets under pressure – tight, but not butchered. More doing more with less. Resource maximization more critical than ever. • Increased (if possible) emphasis on removing costs, inefficiencies from processes, improving deliverables (speed‐to‐market, compliance, retention, etc.), and refining metrics (ROI, TCO). • More need than ever for infrastructure & technologies that enable flexibility, interaction, measurement. • Know your customers – insight that drives underwriting, sales, product development, service.
Some Windows of Opportunities
• Speed to market, customer/employee experience – IT plays a critical role (new products, service, social media, STP, etc.). • Optimizing multi‐channel distribution – anticipating, supporting needs of distributors and customers. • Web 2.0 for interaction and collaboration. • New/updated regulation will demand transparency and enhanced capabilities (analysis, reporting, documentation, etc.), which can be leveraged. • Mastering the balancing act between risk management and growth.
Shifting Investment Priorities?
• Analytics, models, rules – for customer, channel, competitive insights, plus enabling targeted pricing & profitable customer segmentation, product development. • Better alignment, collaboration, information sharing. Web 2.0 for business. • Customer (policyholders & distributors) experience. • Standards‐based architectures/infrastructures – to support growth, STP, integrated view, compliance, etc. • BPM, governance – keys to compliance, maximizing resources, deliverables, transparency. No surprises.
Unlocking the Value of Enterprise Decision Integration
Gail Mc Giffin Partner, Global Underwriting Solutions Lead
Economic and competitive trends are reshaping the Insurance industry
Over the past 5 – 10 years, both industry consolidation and a booming economy have redefined the insurance landscape, introducing complex challenges that require more sophisticated approaches to decision management.
• Lack of Offering Differentiation
– Undifferentiated products/services – Limited cross-selling – Large-grained industry and customer segmentation
• Changing Agent/Broker Landscape Emerging Landscape
– Return of Global Broker focus on MM segment – Emergence of new National Brokers from M&A – Disappearance of Local Independent Agencies – Repositioning of Captive channel
• Talent Erosion
– Exodus of UW/Claims technical experience – Reduced recruiting/training spend – Deficient sales skills at customer interaction points
• Emerging Environmental Issues & Exposures > Economic & Competitive Trends < – Expanding definition of terrorism
– Virtual globalization of business exposures – Climate change-related catastrophes
• Inconsistent, Manual Processes
– Limited technology enablers – Lack of data and technology integration
• Lack of Sophisticated, Granular Insight
– Immature BI Capabilities – Limited Use of 3rd Party Data – Limited Use of Predictive Modeling
© 2009 Accenture. All rights reserved.
Historical Landscape
• Increasing Market Pressures
– Economic crisis – Increasing federal oversight – Cross-border M&A activity
Insurers that maintain insight and business rules in functional silos experience sub-optimal decision making and therefore sub-optimal results.
Market Research & Product Development
Target customer segment for new product = Boutique Stores Target profile = sales < $5m, suburban or rural territories, Tier I and II agents Products = BOP, Auto, WC, Umbrella Special coverage forms, proprietary rating, predictive pricing model
Sales & Distribution
Sales force in certain territories discovers that retail store business is controlled by specific Tier III agents writing with smaller, local insurers Given new product launch in the market and aggressive sales goals, local sales managers decide to pursue these Tier III agents for the business.
Underwriting & Pricing
New business application #1 --- urban jewelry store submitted and quoted. Quote rejected as not competitive New business application #2 – suburban pet store submitted and quoted successfully (policy written) for Tier I agent. UW rules dictate exclusion for animal mortality.
Policy Administration
Thirty days after policy is issued, endorsement request submitted to call center to add coverage for animals. CSR processes immediately based on tier of agent (Tier I) and target nature of account.
Claim submitted for loss of animal inventory due to water contamination. Adjuster pays claim and closes out file. Claim department knows this type of claim is typical with pet stores rather than mortality claims.
Performance Management
Boutique stores results are marginal due to lack of penetration with Tier I and II agent expectations and adverse selection in urban territories.
© 2009 Accenture. All rights reserved.
This decision leakage can proliferate across the value chain thereby compounding the resulting impact.
Market Research & Product Development
Target customer segment for new product = Boutique Stores Target profile = sales < $5m, suburban or rural territories, Tier I and II agents Products = BOP, Auto, WC, Umbrella Special coverage forms, proprietary rating, predictive pricing model
Sales & Distribution
Sales force in certain territories discovers that retail store business is controlled by specific Tier III agents writing with smaller, local insurers Given new product launch in the market and aggressive sales goals, local sales managers decide to pursue these Tier III agents for the business.
Underwriting & Pricing
New business application #1 --- urban jewelry store submitted and quoted. Quote rejected as not competitive New business application #2 – suburban pet store submitted and quoted successfully (policy written) for Tier I agent. UW rules dictate exclusion for animal mortality.
Policy Administration
Thirty days after policy is issued, endorsement request submitted to call center to add coverage for animals. CSR processes immediately based on tier of agent (Tier I) and target nature of account.
Claim submitted for loss of animal inventory due to water contamination. Adjuster pays claim and closes out file. Claim department knows this type of claim is typical with pet stores rather than mortality claims.
•Lack of insight from prior claims experience •Lack of sales/agent insight In market analysis
•Inadequate competitor & market analysis •Gap in product vs. selling rules
•Misalignment in sales expectations and UW appetite & pricing rules
•Service segmentation not aligned with risk segmentation •Lack of insight into UW Intent/rules
•No insight into UW rules •No feedback loop into PD/UW
Lack of integrated decisions and insight results in unfavorable/unintended results
© 2009 Accenture. All rights reserved. 11
Shared insight and integrated business rules enable more interconnected decisions across the enterprise.
Market Research & Product Development
Sales & Distribution
Underwriting & Pricing
Policy Administration
Refined product targets for urban vs. suburban/rural territories Optimized pricing models by type of store by territory
Focused sales aligned to UW appetite, product rules and competitive pricing by customer type by territory
High hit ratios for submitted new business Pricing/coverage can be elasticized for best risks
Policy servicing rules are synchronized with sales and UW strategies Tighter linkage between UW rules and form/issuance rules
Predictability in loss types based on product/customer profiles Loss coding better aligned to UW/policy coding
Performance Management
Target mix achieved for desirable SICs, territories, agents and size. Compelling new product offering penetrates market with higher growth rate.
© 2009 Accenture. All rights reserved.
Integrated decisioning can dramatically reduce decision leakage and provide a competitive advantage in the marketplace
High Performance Decisioning
Better synchronization of rules and analytics • Product eligibility/targeting • UW appetite/pricing • Workflow, work assignment • Sales approach • Policy forms, billing options by product/agent • Claim processing
• Improved loss ratio • Focused and targeted growth (better hit and retention ratios) • More optimized book mix • Easier to do business with • Better customer experience • Fewer errors, less rework • More granular insights to refine products, services and processing as a competitive edge
•More integrated insights • Claims experience Product development • Sales/marketing PD/UW • PD/UW Policy processing
© 2009 Accenture. All rights reserved.
An enterprise rules and analytics platform is required to support integrated decision solutions.
Accenture's Integrated Decision Solution for Product Management
Customers Agencies Geographies Competitors
Product Configuration/Testing/Deployment
Product Definition Testing Interfaces
Rating Engine
(Transaction Systems) Production Rates
Impact Analysis
Data Services
ETL Cleansing Matching Profiling Quality Integration Augmentation
UW Rules
(incl Predictive Models)
Rules Engine
Rules/ Pricing Impact
Production Rules
DW Claims Policy
Form Rules
Sample Data Sets
Forms Engine
Form Impact
Production Forms
Development Applications
Forms Application Rules Application Rating Application
Performance Data
Forms Selected Mods / Factors Rules Fired
© 2009 Accenture. All rights reserved.
A Rule Taxonomy helps to govern and direct decision behavior across the enterprise
- Sample Rule Category to Sub-Category Mapping –
Product Definition Data Validation Product Configuration Data Derivation Display Formatting Form Definition Pricing Price Level Selection
External Information Ordering
Information Needs Identification Data Reconciliation
Rate Order Premium Calculation Rate Step
Acceptance Eligibility Referrals Workflow
Process Management Task Management
© 2009 Accenture. All rights reserved.
A Rules Extraction Process helps ensure both programmatic and human decisionmaking elements are codified.
Initial Preparation Existing Rule Framework Analysis
New Rule Framework Creation Rule Extraction
Validation and Translation Operational Rule Testing
On-Going Maintenance
1-2 Months
•Determine scope of extraction/ management effort – e.g. 1 state, 1 line of business, type of rules •Secure resources •Conduct initial interview of functional SMEs to compile list of rule sources (e.g. rate plans, guidelines, individuals etc) • Conduct initial interview of technical resources to identify existing rule locations in legacy environment • Confirm location of Central Rule Repository (database) and determine if build activities are necessary • Catalog Rules – establish rule types/categories via functional walk-thrus of each transaction type and technical discussions •Document existing rule framework by mapping rule types/categories to legacy environment © 2009 Accenture. All rights reserved.
4-8 Months
•Perform manual review of documentation (e.g., manuals)
4-6 Months
•Perform Detailed Rule Review with SMEs to ensure extraction accuracy
1-2 Months
•Develop and confirm rules maintenance processes •Install analysis and feedback loop among rule maintenance, underwriting, product development and other involved capabilities •Determine metrics that will be collected and develop capabilities to support that reporting
•Consolidate/rationalize inaccurate and •Interview functional resources to understand variations from documented duplicated rules rules (e.g., actuaries and field •Establish rule test environments operations personnel) infrastructure •Interview systems resources to make •Develop and confirm testing process code dive decisions flow and signoff criteria •Perform automated and manual review •Perform rule testing – unit, system, ("code dive") of rules within systems client acceptance •Create rule decision trees •Revise extracted rules to ensure match •Build Roadmap to prioritize when certain to target system rule types/categories should be targeted •Obtain sign-off on results of validation for extraction activities and operational rule testing activities •Document extracted rules in centralized •Complete build-out of the business rules repository workbench •Design, configure, and build central rule •Develop training to support use of the repository (if required) business rules workbench •Design and build business rules workbench (e.g. rules maintenance 16 facility)
Key Roles and Responsibilities should be established to support this higher level set of analytics and decision capabilities
Rules Architect •Provides a program-wide view of rules activities and application architecture decisions •Oversees maintenance of the centralized rules repository •Creates and maintains a decision tree to facilitate consistent deployment decisions •Tracks extraction activity across the project to be sure that rules are made available to facilitate design activities • Provides point expertise for all related rules activities including identification, extraction, deployment and testing Rules Analyst •Reviews the materials available to identify and extract the existing rules (through manuals, interviews, etc.) •Documents rule categorizations, inventories, and application mappings •Develops future business rule capability requirements •Documents the rules in the Rules Repository Enterprise Product Rule Manager •Overall responsibility for maintaining enterprise business rules •Liaison to actuarial, underwriting, product, and systems organizations •Provides guidance and strategy to the stakeholders around rule definition •Supervises line of business rule librarians •Responsible for maintaining integrity of the rules process, identifying improvements where necessary
Rule Librarian Specialists for Each Product/Line/State • Overall responsibility for maintaining line of business and/or business unit (i.e. underwriting) specific business rules •Works with actuarial, underwriting, product and systems organizations to ensure rules are defined and implemented correctly •Has authority to make decisions about product rules and implementation within the new environment •Provides guidance to line of business/region on product strategy •Understands impact of rule changes on systems •Maintains and enters rules Centralized Rules Repository/Business Rule Workbench Developer •Assists development of centralized repository/business rules workbench •Develops front and backend components related to rule management infrastructure Technical SMEs for Each System •Understands the implementation of all products within a given system •Able to read the code and understand the system architecture Functional SMEs for Each Product/Line/State •Understands how products/rules are implemented in current systems
© 2009 Accenture. All rights reserved.
An Enterprise Rules Architecture supports the lifecycle of analysis, rule configuration, rule testing, rule deployment and rule performance measurement to industrialize decision management solutions.
Implementation Approach
Decisioning Technology Rule Construct Type Versioning Approach Organization Approach Meta-Data Approach Reference Data Approach
Rule/Rate/ Product Management Tools
Testing Facility Migration Facility Reporting Facility Authoring Facilities Versioning Enterprise Repository Type-Specific Repositories Reference Data Management Portal
Management Information
Business Simulation Rule Change Impact Analysis Rule Results Reporting Research Rules Data Warehouse Integration
Technical Architecture
Security Rule Service Partitioning Rule Repository Architecture Rule Firings Persistence Rule Deployment
Applicability Query Ambiguity Checking Copy and Paste
Methodology Product & Process SMEs Librarian
Testing Project Management
Software Testing Track Object Model Change Dependencies Rule Execution Software Workstream Rule Management Software Workstream Rule Development Workstream QA Ruleset System Testing Best Practices Rule Unit Testing Rule Testing Track Rules System Test Ruleset Testing Test Data Management Automated Regression Testing Business Outcome Testing
© 2009 Accenture. All rights reserved.
This architecture should be supported by an enterprise Analytics Framework…
Insurance Value Chain Analytics Framework
Enhanced Enterprise and Core Capability Decision Making
Product Development
• Gain insights for creating more tailored products • Improve ability to deploy new products effectively (filing strategies, training, marketing) • Enhance primary and secondary research focus • Leverage product performance metrics to improve business rules and operational efficiency
Marketing & Distribution
• Identify potential sales more precisely by analyzing customer purchasing patterns • Enhance agency recruiting capabilities • Optimize distribution compensation models • Improve prediction of product preferences and customer retention
Pricing & Underwriting
• Speed risk selection and quoting with better alignment between risk quality and pricing (reduced leakage) • Provide timely insight into price tiering models (eg., predictive models) to adjust models for more targeted marketing • Identify non-core underwriting operational activities that are candidates for automation, elimination or delegation • Improve utilization of underwriting services (premium audit, loss control) • Provide more accurate, timely and detailed understanding of exposure accumulation
Policy Processing
• Increase ability to enhance servicing for the most valuable customers and distributors • Lower costs of processing with enhanced insight into performance of operational staffing models • Gain insight into process bottlenecks and detailed transactions to identify improvements in policy automation
• Improve timeliness and accuracy of fraud detection • Enhance resource allocation and prioritization with better insight and predictability into claim complexity and settlement potential • Improve subrogation predictions • Enhance reserving practices • Gain operational insight to increase levels of automation for simpler claims
Performance Management
• Improve consistency in metric management for the organization • Improve alignment between internal and external data quality and reporting standards • Achieve greater granularity and timeliness in reporting for improved insight and regulatory compliance • Increase user sophistication in performance analytics through improved data management and analytic technologies
© 2009 Accenture. All rights reserved.
…including detailed KPIs for targeted areas of decision analysis.
Pricing/ Actuarial
• Pricing Performance including Tool Usage • Predictive Model inputs/outputs/final • Predictive Model deviations from Baseline • Predictive Model and UW Rule Integrated Analysis • Rate Adequacy Analysis • Marketplace Analysis • Profitability Analysis • Loss Ratio Analysis • Loss Development and Trending • Rate Development and Trending • Residual Market Loads (WC) • Involuntary Book Analysis • Off-Balance Analysis • Reserve Analysis • Expense Analysis
Corporate Performance
• Planning/ Budgeting • Growth Analysis • Book Mix and Portfolio Analysis • Profitability Analysis • Marketplace Analysis • Competitor Analysis • M&A Analysis • Performance Management • Resource Attrition • Investment Analysis • Expense Analysis • ISO and Bureau Reporting • DOI/Statutory Reporting • Taxes, Boards & Bureaus Analysis • Voluntary /Involuntary Market Analysis
Product Research • Market Territory Analysis • Market Segment Analysis • Competitor Analysis • Distributor Analysis Product Design/ Performance • Historical Product Analysis • Rate Making Analysis • Pricing Analysis • UW Rule Analysis • Loss Experience Analysis • Contract/ Forms Analysis Product Launch • ROI Analysis • Product Launch Analysis • Impact/ Disruption Analysis • What/If Analysis • Regulatory/ Trend Analysis • DOI Relationship Analysis
• Market Penetration Analysis • Strategic Demographic Analysis • Competitor Analysis • Agency/ Distribution Analysis and Performance Measurement • Campaign Effectiveness (Affinity, Advertising, Lead Dissemination, etc.) • Account Rounding Analysis • Customer Value Analysis
• Agent Performance/ Profitability Analysis • NB & Quote Flow • Hit and Yield Analysis • Cancellation Analysis • Retention Analysis • in-Force Strategy • Agent/Distribution Performance Analysis • Channel/Access Method Analysis • Agency Management Analysis • Sales Tool Efficiency • Acquisition Cost Analysis • Compensation Analysis • Relationship Referral Analysis • New Business Sourcing Analysis • Cross Sell / Up Sell Analysis • Lead Management
© 2009 Accenture. All rights reserved.
• UW Productivity • UW Expense Analysis • SLA Mgmt • Appetite Analysis • Segmentation Analysis • Book Mix Analysis • Hit and Yield Analysis • Referral Rates • Authority Analysis • Rule Analysis • Price/Credit Analysis • Agent Performance by Account/Book • UW Service Utilization • Market Comparison Analysis • Competitor Analysis • Quality/Audit Analysis • Exposure Management • CAT Management • Loss Experience Analysis • Reinsurance Analysis (Treaty, Fac)
• Service Channel Analysis & Optimization • Service Channel Segmentation • Knowledge Management • Content Management • Workflow Analysis • SLA Mgmt • Contact Mgmt • Turnaround Times • Cycle Times • Straight-through processing volume • Escalation Analysis • Reassignment Analysis • Customer Complaint Analysis • Policy Error Analysis • Span of Control Analysis • Self-service Inquiry Analysis
• Claims Assignment and Routing • Fraud Detection • Formula Based Reserving • Reserve Analysis • Claims Handling Effectiveness • Claims Processing Efficiency • Subrogation Analysis
The interconnected decision processes must be supported by a set of enterprise rules services and analytics components that integrate these decisions efficiently and effectively across an account, and provide real-time insights into decision outcomes on the book of business.
Enterprise Solution Architecture
Distribution and Access Methods Email Fax Branch Office Agent Office Process Office
User Experience Rules
AMS Upload
Role Based UI
Business Process and Work Management
Workflow Rules
Orchestration and User Tasks
Common Architecture Tools and Services
Business Services and Tools
Product Rules
Product Configuration / Identification
Sales Rules
Sales and Marketing Tools and Services
Rating & Issuance Rules
Decision Management
Policy Transaction Processing
Underwriting Tools and Services
UW & Pricing Rules
Decision Analytics and Rules Management
Data Access Services
Product / Policy / UW Data Sources
Back Office
Enterprise Data Sources
Info Ordering Rules
Third Party Data Sources
Sales and Marketing Data Sources
Billing & Cancellation Rules
Billing Downstream and Reporting Business Intelligence
Rule Performance Analysis
Claim Segmentation Rules
© 2009 Accenture. All rights reserved.
Connected Decisions
Enhanced Profitability & Sustainable Competitive Advantage
Scott Horwitz Senior Director, Insurance FICO
July 9, 2009
Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corporation's express consent. © 2009 Fair Isaac Corporation.
Lamont Boyd Director, Global Scoring Solutions FICO
FICO is the leader in Decision Management — transforming business by making every decision count Automate
complex decisions in real time
» Increase consistency » Reduce manual reviews » Optimize underwriting and reserving » Execute coordinated customer-level strategies
decision quality with analytics
» Reduce fraud and claims losses
decisions across the enterprise
» Manage across product lines and business silos
Over 400 insurers have used FICO solutions to create competitive advantage
© 2009 Fair Isaac Corporation. Confidential.
The Concept of Connected Decisions
Connected Decisions is all about taking a wide-angle view of the business, to see problems and opportunities early enough to take decisive action to improve results
Connected Decision Principles » Taking a policyholder lifecycle view rather than a functional view » Recognizing historical information, previous actions, and current policies at one lifecycle decision can influence decisions at another point » Unlocking efficiency gains and competitive advantage that lie between decisions Operational Benefits Delivered » Vision: Improved business visibility & reporting across the policyholder lifecycle » Segmentation: Finer categorization of policyholders resulting in better matches between actions, needs and outcomes » Lifecycle Coordination: Individual and incremental value-add through connections that span different decisions » Policy & Compliance Management: Consistent management of policies at all levels: account, customer, product, channel » Time to Market: Shared components across functions allow quicker spin up of new products
© 2009 Fair Isaac Corporation. Confidential.
Disconnected Decision - Example
The Independent Agent is not aware of the promotion and applies for the coverage for Kevin Customer Agent Portal Marketing offer for Kevin Smith directing him to visit his agent to get a free rider on homeowner policy Kevin Smith visits his agent to get the offer Agent
Disconnected Decision:
Kevin is denied the offer as information regarding Kevin's pre-qualification was not fully integrated into underwriting system
Product Management
Policy Administration
Claims / Reserving
Core Insurance Operations
» » Potential Cost of Disconnected Decision The customer experience with marketing was very good at first, but the disconnect between marketing and underwriting scars his overall experience with the carrier. The independent agent is not only uninformed of promotions, but the bad experience his customer had with his carrier makes him less loyal to the carrier's products in the future
Connecting decisions across the customer lifecycle unlocks the efficiency gains and Connecting decisions across the customer lifecycle unlocks the efficiency gains and competitive advantage that lies between decisions competitive advantage that lies between decisions
© 2009 Fair Isaac Corporation. Confidential.
Connected "New Business" Decision
Agent or Applicant Requests New Policy
Offer Configuration
Analytic Services
Rules Services
Underwriting 7 Approval
Data Services
Composite Risk Assessment Marketing Offer
Credit Based Insurance Scoring
Application Data Validation
Claims History
Fraud Assessment
Claims / Reserving Policy Administration Fraud
Product Management
Core Insurance Operations
© 2009 Fair Isaac Corporation. Confidential.
Connected "New Business" Decision
Decision Services Unlock the Value
Decision Services Descriptions* Value Proposition
-Reduces errors in application -Reduces time spent on acquisition - Better risk segmentation - Expense reduction in determining additional data requirements for underwriting decision - Improved customer service - Relevant offers presented to prospects -Efficient use of internal/external information to enhance the risk profile -Early identification of suspicious risks prior to claim submissions - Increased pricing precision based on use of predictive models and connected internal/external data -Provides the ability to set competitive and optimized prices for desired customer profiles -Increased revenue/profit potential through identification of additional opportunities
Validates the accuracy and completeness of application data using business rules, internal and external data and provides a successful validation or failure with reason codes. Validated applications are passed to the next step in the new business process, while failures result in a request for missing or corrected data. Pulls a FICO CBIS score from applicable bureau to perform early segmentation of applicant's risk. If CBIS Score falls within acceptable risk levels, business rules determine additional data requirements and application continues through the new business workflow. Unacceptable risk scores follow a different path, based on state regulatory requirements. Obtains data regarding any current offers the applicant has received or is qualified for and augments new business workflow with appropriate information.
3 4 5 6 7 8
Pulls any available internal claim/loss history or any required external claim history data as required based on data available from previous steps. Allows for internal historical data to be utilized during the process. Utilizes possible prior internal claim history and application information to determine if the applicant has any positive identification of recent proven of suspected fraud. If applicant has past suspected fraud, application is routed by business rules to special resources to determine appropriate action. Based on CBIS score, application data and additional external data (e.g. MVR, CLUE, etc.) creates overall applicant risk score for underwriting decision and price tiering. Generates an underwriting decision and sets a price for coverage utilizing the composite risk score and business rules. The underwriting decision service can optimize pricing to suit strategic goals and constraints using optimization models as applicable. Utilizes marketing, CBIS, underwriting and claims analytics to determine any complimentary products or offerings that should be packaged with the requested coverage to cross-sell, up-sell or enhance conversion rate for high value customers.
* Decision Service Descriptions correlate to numbered actions on previous slide
© 2009 Fair Isaac Corporation. Confidential.
Key Enabling Architectural Components
Agent Presentation Tier
Agent Portal
Web Portal
Call Center
Business Services Tier
Core Insurance Operations
Marketing Product Management Underwriting Policy Administration Claims / Reserving Fraud
Decision Management Architecture
Enabling Common Components Data Access & Management Rules Management Analytics & Optimization Model and Rules Repository Case Management Reporting
FICO's leading Decision Management solutions enable carriers to develop more precise insights and implement optimized strategies that connect decisions and extract the value that lies between lifecycle functions
© 2009 Fair Isaac Corporation. Confidential.
FICO Technologies Help Insurers Achieve the Competitive Advantage of Connected Decisions
FICO Decision Management Solutions
FICO Blaze Advisor Business Rules Management
Key Benefits to the New Business Process
» Automates the underwriting process by incorporating a carrier's underwriting guidelines within the rules repository » Improves the agility of new business and product development processes by giving business managers more control » Allows for consistent decision making across the underwriting decision lifecycle » Allows carrier's to scale their business without the need to add additional underwriting staff
FICO Predictive Analytics
»Improves the precision of existing rating methodologies; assists existing underwriting systems to make more accurate decisions »Improves a carrier's ability to predict or anticipate a customer's reaction to discrete offers
(Industry-Standard Scores and Custom models)
»Allows carriers to analyze customer acquisition and attrition patterns and make predictions based on those patterns to acquire and retain customers »Improves a carrier's ability to develop business strategies based on an optimized view of business objectives and associated constraints »In some cases allows carriers to incorporate strategies real-time
FICO Decision Optimization
© 2009 Fair Isaac Corporation. Confidential.
Value of Connected Decisions
"Sharing data, analytics and intelligence across the customer lifecycle produces better decisions, enhanced profitability and a sustainable competitive advantage for insurers."
Sample Client Results within Insurance
Marketing Policy Underwriting Loss Ratio Fraud Solution Development
Profit per account through cross marketing and selling
© 2009 Fair Isaac Corporation. Confidential.
Straight-thru processing
Decrease in loss ratio
Decrease in Decrease in fraud systems losses through early identification development time
Scott Horwitz firstname.lastname@example.com
Lamont Boyd email@example.com
July 9, 2009
Confidential. This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corporation's express consent. © 2009 Fair Isaac Corporation.
please submit your question now
• Kathy Burger, Editorial Director, Insurance & Technology (moderator) • Gail E. McGiffin, Global Lead, Underwriting, Accenture • Scott Horwitz, Senior Director, FICO • Lamont D. Boyd, CPCU, AIM, Insurance Market Director, Global Scoring Solutions, FICO
To View This or Other Events On‐Demand Please Visit: http://www.insurancetech.com/webcasts/
For more information please visit: www.fico.com www.fico.com/insurance
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Attention, Creeps: Google Glass Can Take Photos With A Blink
Uneasy about people wearing Glass around you? This won't help.
One of Google Glass' saving graces, as far as privacy is concerned, is that its most intrusive features — recording photo and video — require an obvious command. The primary way to take a photo with Glass it to actually speak to it: "OK, Glass, take a picture."
But now, a developer named Mike DiGiovanni has released a new camera app. It lets users take a photo with the blink of an eye, using a sensor in the headset that's intended to tell Glass if it's on a wearer's face or not.
Google's voice-controlled photo system only really made sense from a cautious PR perspective; a blink camera is an obvious, sci-fi 101 application for Glass. It's perhaps the most obvious application, if you think about it — and it just so happens to be a deeply creepy one.
- Hillary Clinton has picked Virginia Sen. Tim Kaine as her running mate. He was considered a favorite for the ticket.
- At least 10 people, including the gunman, are dead after a shooting at a mall in Munich, Germany.
- ISIS has claimed responsibility for a bombing Saturday that killed at least 80 people in Afghanistan.


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Rocklin Police Scheduling Catalytic Converter Etching
The Rocklin Police Department and the Sierra College Auto Club are partnering with local businesses and organizations to host free catalytic converter etching. Vehicle license plate numbers etched onto catalytic converters can provide police with the information needed to identify stolen property, contact victims, and apprehend and prosecute criminals.
Please call the Rocklin Police Department at (916) 625-5418 to schedule an appointment. Provide your name, telephone number, vehicle make, model and license plate number. You may also request an etching time between 8:00 a.m. and 1:00 p.m. Etching will take about a half an hour to complete.
The Rocklin Police will call back to confirm your reservation time.
Free Catalytic Converter Etching Saturday, November 3, 2012 8:00 a.m. - 1:00 p.m.
Rocklin, Roseville Yellow Pages -Automotive | Business | Community | Education | Finance | Health | Home Improvement
Pet Care | Real Estate | Restaurants | Tech | View All | * Add/Upgrade Business
Placer County News HeadlinesRocklin Flash Crime Report (7.29.16)Rocklin, CA- Weekly crime report update summary for Rocklin, covering the period of July 18 - 24, 2016.
22 Year Old Suspected in Rocklin Bank RobberyRocklin, CA- On July 25, 2016, the El Dorado Sheriff's Office arrested David Jarrell (age 22, from El Dorado Hills, Ca) for the robbery of the US Bank
Roseville Flash Crime Report (7.29.16)Roseville, CA- Crime report digest summary update for Roseville, covering the period of July 23-26, 2016.
Pediatric Dialysis Center Opens at UC Davis Children's HospitalUC Davis Children's Hospital recently opened a new pediatric dialysis center, where patients and their families will be trained on home-based peritoneal dialysis.
Marriage Insight from a Sports ColumnistLast column, I featured Paul Daugherty, nationally acclaimed Cincinnati Enquirer sports columnist, whose daughter Jillian was born with Down syndrome.
County Views Infrastructure Program as a Win-WinAUBURN, Calif. -- Community development and public works projects in Placer County will soon be cheaper and faster after the county board of supervisors voted unanimously
Real Estate: We Still Want to Own Our Home!Roseville, CA- Realtor, Julie Jalone of MagnumOne Realty in Roseville, writes about the recently released Housing Report from Harvard University.
Senior Softball Championship in Roseville and LincolnRoseville, CA - Senior Softball is heating up Placer Valley August 2-7 when the 16th Annual Western National Championships swings into Roseville and Lincoln.
Solitary Cellars 2014 Barbera WineRoseville, CA- What better way to start our new Wine Section than with a wine that is famously friendly in its ability to easily pair with a wide variety a foods.
Rachel Constantini named WJU's Interim Women's Soccer CoachROCKLIN, Calif. - William Jessup University Athletic Director Lance Von Vogt announced recently that Rachel Constantini will be taking over as Interim Head Women's Soccer Coach.
Let's Get Uncorked: Wine Review SectionRoseville, CA- Election Day is rapidly approaching and the time is ripe for serious discussion. In California, few things are as serious as wine.
Dead & Company: Perfect Dose of Party Unity Wheatland, CA- With 107 degrees in the forecast, it's going to be a hot show. Weather aside, Dead & Company continue racking up one incredible performance after another
NEWS: In Case You Missed It


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A narrator in Japanese traditional puppet theatre, a composite art form known as Bunraku, has performed a special piece called 'The Gospel in Bunraku at a church in Sapporo, on Japan's northernmost main island of Hokkaido.
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Reports from Dubai, Cambodia, India, Indonesia and Mexico. Introduced by Alan Johnston.
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See all episodes from From Our Own Correspondent
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Subscribe to this programme or download individual episodes.
Archive despatches from places including Libya, Hong Kong, Liberia, Paris and Russia.
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Nissan Note 1.5 DCI ACENTA PREMIUM 5DR - DELIVERY MILES 5 Door in BLACK, 0 Road Fund Licence Balance Manufacturers Warranty 78.5 Combined MPG Satellite Navigation Bluetooth Cruise Control Climate Control Alloy Wheels. | Call 0333 2220414 | This Nissan Note registration num
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Nissan Note 1.2 Acenta 5dr 5 Door in Red, Bluetooth l Parking Sensors Bluetooth,Parking Sensors,Alloy Wheels,Air Conditioning,Metallic Paint,Cruise Control,Privacy Glass
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Nissan Note 1.6 Acenta Auto 5 Door in Silver, 50000 miles. STUNNING example from a reputable retailer since 1999...Very clean Hi spec AUTO with alloy wheels, seat back tables, BLUETOOTH mobile phone connection, SILKY SMOOTH AUTO GEARBOX, front sp
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Police search continues for kidnapper
Albuquerque police are looking for a man they say abducted a child in southeast Albuquerque this evening.
marychicagoland: In related Bavarian news, a 16 year old Afghan teen living in Laim, Bavaria has been arrested in connection to the Ali Sonboly Munich attack. He apparently knew about the attack but did not inform authorities and he may have played a part in the Facebook post that lured teens to the mall. Looks like they're wrong again about it being a lone wolf attack. There has been a rumor that Sonboly converted to Christianity. That falsehood was started by the Interior Minister (of Propaganda) Maizière. Washington Post has him quoted as saying "Maizière said the use of David as a first name could suggest that the killer had converted to Christianity from Islam." "Could suggest"; no verification, no facts, no reference to the fact that the name David is not exclusively Christian, and no truth to that rumor started by a politician. I don't what is a bigger threat-the politicians that lie to their citizens or terrorists.


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How To Clean Makeup Brushes
Given our current obsession with fall 2010 makeup trends, it's no surprise we've got a surplus of makeup brushes scattered about our boudoir: kabuki, powder, eyeliner, shadow, lip brushes...we love 'em all. But cleaning your makeup brushes is an often overlooked yet ridiculously important step in your makeup routine. A makeup brush a breeding ground for a mess of bacteria and dirt that can easily cause breakouts and, according to dermatologist Dr. Jeannette Graf, can pose a risk of infectious agents like fungus (ringworm), parasites, and viruses too. Another reason to lather up: Regular cleaning keeps brushes soft, easy to use, and makes them last.
We teamed up with makeup artist Sonia Kashuk to give you the how-tos on keeping your brushes clean:
Kashuk says any makeup tool can become contaminated, "especially brushes used to apply concealer, eyeliner, lip color, and cream eyeshadows or blush. Plus, sponges and eyelash curlers are also common breeding grounds for bacteria." She recommends washing makeup tools weekly, "with the exception of brushes or tools that touch the eyes, which should be washed more frequently. If you have an eye infection or a cold sore, you should wash all of your tools and throw away any cosmetics you used during that time."
Tip #1: A quick and easy way to clean your brushes—daily or weekly—is to use a spray brush cleanser. Just spray on, rinse until the water runs clear, and air-dry.
Above, from left: Bare Escentuals Quick Change Brush Cleanser, $18, available at Bareescentuals; Bare Escentuals Well-Cared for Brush Conditioning Shampoo, $14, available at Bareescentuals; Sonia Kashuk Circle of Hope Kabuki Brush, $12.99, available August 22 through October 24 (with 15 percent of the purchase price to benefit BCRF) at Target.
Tip #2: Specialized liquid cleansers work too, or try a gentle baby shampoo.
Tip #2: Specialized liquid cleansers work too, or try a gentle baby shampoo.
Above, from left: Urban Decay's eco-friendly, vegan, and cruelty-free Good Karma Blending brush, $26, available at Urban Decay; Shading brush, $26, available at Urban Decay; Topshop Retractable Lipliner brush, $8, available at Topshop;Topshop Kabuki brush, $16, available at Topshop; California Baby Super Sensitive Shampoo & Bodywash, $11.49, available at Target.
Tip #3: If your makeup brushes are beyond help, invest in new ones for fall.
Above, from left: Sephora Purifying Brush Shampoo, $14, available at Sephora; Bobbi Brown Denim & Rose Mini Brush Set, $55, available at Bobbi Brown.
- Politics | How To Clean Makeup Brushes- Cleaning Your Makeup Brushes
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List all words starting with remiges
Only the word remiges was found, nothing longer.
Some random words: roach uxorial roach pya oscillate kea asunder
This is not a dictionary, it's a word game wordfinder.
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If you are looking for a fun vacation, this is the spot. It is not the fanciest place on the... 更多
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477 reviews
Overlooking Tunbridge Wells Common, The Royal Wells Hotel is a traditional, family-run hotel within walking distance of the center of town. It offers 2 restaurants, 3 bars and free parking.
"Staff were excellent. Enjoyed variety of breakfast…y party and everything we asked for was available"
416 reviews
A Grade II historical registry listed mansion built in 1762, Hotel du Vin Tunbridge Wells has a upscale restaurant and stylish rooms. Tunbridge Wells Train Station is a 3-minute drive away.
"Great small hotel with outstanding staff"
403 reviews
Set within a 19th-centure, Grade II heritage-listed building, the American themed Smith and Western Hotel offers unique, individually decorated rooms, just a short walk from the historic Pantiles...
"The room - comfortable and clean"
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Emergencies don't happen very often. But when they do, you want to get help fast. No one wants to spend time looking up the phone number. That's why 911 was created — to make it easy. In the United States and Canada, dialing 911 on your phone is the fastest way you can get help for yourself or someone else.
Not too many years ago, people had to find the right phone number in an emergency. If there was a fire, people phoned the fire department. If there was a crime, people called the police. If someone got hurt, an ambulance had to be called. Finding a number for any of these emergency workers could be very confusing — especially if a person was in a hurry or in an unfamiliar area.
Fire, Police, or Ambulance
Today, it's as simple as dialing 911. With those three numbers, you can reach the fire department, the police, or an ambulance. When you call 911, an emergency operator — called a dispatcher — immediately connects you to the person you need.
Other countries may use another three numbers. In Great Britain, for instance, it's 999. If you're not sure which emergency number is used in your area, check your phonebook.
When to Call 911
The only time you should call 911 is if a person is badly hurt or in danger right now!
- Can you call 911 if there's been a car accident? Yes!
- Should you call if you see a crime, like someone hurting someone else or breaking into a person's house? Of course!
- What if someone suddenly seems very sick and is having a hard time speaking or breathing or turns blue? Call right away!
- What if someone collapses or passes out? Absolutely call!
- What if someone's house is on fire? Definitely call!
Sometimes people are confused about when to call an emergency number like 911. These are examples of when not to call:
- you can't find your favorite toy or your homework from last night
- your cat got into a fight with another cat
- your brother or your friend dares you to call
- you have a nasty hangnail
NEVER call 911 as a joke or just to see what might happen. When the emergency dispatcher has to take the time to talk to people who don't have a real emergency, other people who call and do need help right away might have to wait. And when you call 911, the operator can tell where you're calling from.
Before an emergency happens, talk to your parents or another adult about when you should call 911. If you're not sure whether there's a real emergency and there are no adults around, it's a good idea to make the call. You could save someone's life.
911 in an Emergency
The best way to handle an emergency is to be prepared before one happens. In the United States and Canada, the dispatcher will know where you are calling from because of a system called "E 911," which means your address is known to the dispatcher right away, just by you calling 911.
It's still a good idea to know the address and phone number you are calling from in case the call is being made from a place outside of the U.S. or Canada, or in case you are calling from a cell phone. The 911 operator must know exactly where you are and how to reach you. The police, firefighters, or ambulance crew need to know where you are to provide help for the emergency.
It's important to make sure you are safe before you call 911. If your home is on fire, for instance, leave the house before calling 911. You can always call from someone else's house or from a cell phone.
You may feel scared or nervous if you have to call 911. That's OK. The emergency operators who answer the phone talk to a lot of people, including adults, who are nervous or worried when they call. And they are used to talking to kids. Just stay as calm as you can. If you talk too fast, the operator may have trouble understanding what's wrong and what kind of help you need.
Speak slowly and clearly when you explain what's happening. The 911 emergency dispatcher may ask you what, where, and who questions such as these:
- What is the emergency?
- What happened?
- Where are you?
- Who needs help?
- Who is with you?
- Are you safe where you are?
Don't Hang Up!
If you do have to call 911 in an emergency, be sure to stay on the phone. Do not hang up until the 911 operator tells you it's OK to do so. That way, you can be sure that the operator has all the information to get help to you fast!
Many fast-thinking kids have called 911 to get help for someone. One 9-year-old boy called 911 when his mother was having a seizure. Help arrived and his mother is fine now.
Even animals have been heroes by dialing 911. A dog named Faith dialed 911 when her owner (who's in a wheelchair) fell and needed help. Faith is a service dog, which means she was specially trained to help someone who's handicapped. She had been taught to use a speed-dial function on the phone in case of emergency. That's one good pup!
Reviewed by: Steven Dowshen, MD
Date reviewed: April 2013
- CPR: A Real Lifesaver
- When It's Just You After School
- When It's Just You in an Emergency
- What to Do in a Fire
- What Happens in the Emergency Room?
Related Resources
National SAFE KIDS Campaign
The National SAFE KIDS Campaign offers information about car seats, crib safety, fact sheets, and links to other health- and safety-oriented sites.
United States Fire Administration for Kids
This U.S. government site offers fire safety information, games, and the opportunity for kids to become junior fire marshals.
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- Working on a home project? Need some help? Check out Amazon Home Services and get $30 cash back when you book select services. Learn more
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Muscle Rack LB111310 Steel Galvanized Utility Bins 12.9" Width x 20" Height x 18" Depth (Pack of 6)
|$83.62 ($13.94 / Each) & FREE Shipping. Details
Specifications for this item
|Brand Name
|Part Number
|Material Type
|035441128051 , 035441127610
|0035441128051 , 0035441127610
|Is Recalled?
|Item Depth
|10 inches
|Item Weight
|28.11 pounds
|Maximum Height
|17 inches
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I would have given them 5 stars but I have a couple minor grievances:
1) The vents on the front are sharp. For something that is being handled everyday these could really afford to be folded under (like the handles) to avoid cuts. Of course, you don't pick them up by the vents so it's not a deal breaker. Because of this, I don't think they are appropriate for kids.
2) No lids. Lids would be a great addition to protect from dust. I have similar but smaller bins like this from IKEA, now discontinued, which have lids and it's a nice addition. Aside from dust protection - you can stack them.
- Very sturdy
- Well made (tack welded)
- Handles
- Vents for aesthetics. Not recommended for storing pets or small children.
- You get six of them.
- You don't have to look at your piles of crap anymore.
- VERY sharp corners
- Sharp/rough bottoms. I added felt pads to save my shelves.
Customer Images
Most Recent Customer Reviews
Great industrial look at a wonderful price. Just what we needed for our redecorated game room and massive Lego collection.Published 8 days ago by Carrie D.
Dimensions are not accurate. Ours were from the widest points 17" deep (front to back) x 12" wide (left to right) and 11" high (top to bottom). Read morePublished 1 month ago by robert m. tuttle
I was looking for large storage for an updated bathroom and this fit the bill.Published 3 months ago by LC
I refurbished a bench seat for my teen daughter and these fit perfectly, nice industrial look to complement the ebony stain and gray fabric top. Read morePublished 3 months ago by Thriftymom
Very sturdy, measurements are as specified (contrary to some other reviews on this product). It was a bit more than I wanted to spend on bins, but these are going to last forever!Published 12 months ago by Sue
I use this in my closet, it looks chic and industrial. These are really roomy, perfect for any use. Super sturdy.Published 12 months ago by NotPatient
Overall a great deal. Shipping was kind of expensive, but when you figure out price per unit, it is still less than similar sized plastic bins. Read morePublished 14 months ago by Anthony Vereb
I bought a bunch of these containers and they work great for open storage for clothes to can goods. Shipping was fast and items were well packaged.Published 14 months ago by Zorin


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Doubletree Hotel Chattanooga
Doubletree Hotel Chattanooga
Hotel Guest Rating: 8.6/10
407 Chestnut Street
Chattanooga, TN 37402
Hotel Freebies Available*
• On Sale Now -> Save 20% on select dates show dates
• Save 15% on select dates show dates
• Save 10% on select dates show dates
• Free Internet in Room show dates
Welcome to the Doubletree Hotel Chattanooga
Filled with upscale amenities including a seasonal outdoor saltwater pool, mp3 docks and smartly appointed rooms, the Doubletree Hotel Chattanooga is a downtown favorite among Priceline guests.
Hotel Features
The high-rise Doubletree features a jazzy, post-modern lobby, a cocktail lounge and a full-service restaurant with available room service. There is also valet and self-parking (for an additional fee), free internet access, a business center, a gift shop and a well-equipped gym. All 186 handsome rooms and suites boast generous work surfaces, premium beds, flat-panel LCD TVs, microwaves, mini-fridges, hair dryers and mp3 clock radios. Non-smoking rooms are available.
Hotel Location
Located in the heart of downtown, the Doubletree is within walking distance of Chattanooga's riverfront area attractions, including the Riverwalk, the Tennessee Aquarium and the IMAX 3D Theater. The hotel is two minutes from the Convention Center and six minutes from the University of Tennessee Chattanooga. When it's time to fly out, Chattanooga Municipal Airport is nine miles away.
Guest Favorites
Priceline guests call the Doubletree "a lovely hotel" with "great rooms," "a fantastic pool" and "excellent room service."
Doubletree Hotel Chattanooga Amenities
- 24-hour security
- Air conditioning
- Air conditioning individually controlled in room
- Alarm clock
- ATM/Cash machine
- Barbeque grills
- Business center
- Cable television
- Complimentary coffee in lobby
- Complimentary in-room coffee or tea
- Conference facilities
- Desk with electrical outlet
- Direct dial telephone
- Dry cleaning
- Exercise gym
- Exhibition/convention floor
- Express check-in
- Express check-out
- Fire safety compliant
- Fitness center on-site
- Free high speed internet connection
- Full american breakfast
- Gift/News stand
- Hairdryer
- Heated guest rooms
- Heated pool
- High speed internet access fee
- Interior corridors
- Iron
- Ironing board
- Jacuzzi
- Late check-out available
- Laundry/Valet service
- Lobby coffee service
- Meeting rooms
- Non-smoking
- Non-smoking rooms (generic)
- On-site business center
- On-site business center is staffed
- On-Site parking
- Outdoor pool
- Parking
- Parking lot
- Pool
- Public area air conditioned
- Remote control television
- Safe deposit box
- Security
- Telephone jack adaptor available
- Turndown service
- Valet cleaning
- Valet parking
- Valet same day dry cleaning
- Voice mail
- Whirlpool
Hotel Information
Guests are required to show a photo identification and credit card upon check-in. Please note that all Special Requests are subject to availability and additional charges may apply.
Hotel Guest Reviews of the Doubletree Hotel ChattanoogaOur hotel ratings and reviews are from real hotel guests. Priceline.com ensures that its reviews are guests-only by proactively sending hotel surveys to customers after they've completed their hotel stays. In the post-stay surveys, priceline.com hotel customers are asked a number of questions about their stay and the hotel. On a scale of 1-10 with 10 being the best, the survey asks guests to rate their overall experience and specifically rate the hotel's cleanliness, staff and location. Priceline.com does not allow site visitors to post unsolicited hotel reviews.
Sort by: All Travelers | Business Traveler(1) | Solo Traveler(1) | Traveling as Couple(7) | Family with Young Children(3) | Family with Teens(1) | Group Traveler(1)
Timothy from Cleveland, TN
June 27, 2016
June 27, 2016
This guest did not leave comments about this hotel.
Verified Hotel Guest from Knoxville, TN
June 21, 2016
Business Traveler
June 21, 2016
Business Traveler
This guest did not leave comments about this hotel.
Verified Hotel Guest from Centennial, CO
May 18, 2016
May 18, 2016
Location was great, the self-parking was convenient and free.
Our bathroom faucet was broken in 712. Hotel Employee at the coffee shop was rude and under filled my mocha the one morning. When you're paying almost $5 for a coffee, getting a half full cup is disappointing.
Josh from Waterloo, AL
May 2, 2016
May 2, 2016
Great location and very friendly staff
No free breakfast.
Hallie from Texarkana, TX
April 8, 2016
Group Traveler
April 8, 2016
Group Traveler
The staff was incredibly accommodating and friendly! Hotel employee was great on the overnight shifts.
Patrick from Watkinsville, GA
April 7, 2016
April 7, 2016
Reginald from Rushville, IL
March 31, 2016
Family Traveling with Teens
March 31, 2016
Family Traveling with Teens
I paid through here and the next morning they tried to say that the room was not paid for. This is the second payment issue on this trip when paying through here.
Larry from Guntersville, AL
February 23, 2016
February 23, 2016
Location, friendly staff , great place to stay. We will be back!
Alison from Edison, NJ
November 30, 2015
Family Traveling with Young Children
November 30, 2015
Family Traveling with Young Children
convenient location
2 hour delay and second call in bringing requested linen
Howard from Nashville, TN
October 10, 2015
October 10, 2015
All staff was helpful and friendly. Walking distance to most everything downtown
Reviews of Doubletree Hotel Chattanooga
(1 - 10 of 17 reviews)
(1 - 10 of 17 reviews)
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Harley Quinn's Greatest Moments from "Batman: The Animated Series"
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What's the stink at Selby Gardens?
Corpse flowers "Seymour" and "Audrey" are set to bloom releasing a putrid scent.
The 28th Annual Sarasota Christmas Boat parade of Lights will make its way across Sarasota Bay Saturday, Dec. 14.
The Boys & Girls Clubs of Sarasota received a $2,000 holiday donation from Shumaker, Loop & Kendrick, LLP Friday, Dec. 6.
Local births, weddings, anniversaries and other occasions.
James Wood and Kate Thomas help Sarasota families preserve their genealogy through books and documentaries.
The return of the holidays means the return of the season of light shows throughout Sarasota.
Sarasota Christian School students spent Tuesday, Dec. 3, giving back to their community.
Riverview soccer players support alumnus; Law and Order; Rams Reunite