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Reengineering is a new endeavor for American business. Those companies currently engaged in the process are true pioneers in the field. For companies who dare to follow in the footsteps of these early adapters, there is a small amount of literature available to guide them along the path. Unfortunately, what research there is tends to give little attention to the critical areas of plan design and implementation. Instead of focusing on the all-important "how" of reengineering, the research tends to highlight the "why" and the "who."
There are two good reasons for this lack of information on implementation. One, the reengineering movement is still in its infancy stage. Many companies currently being studied are still in the process of or have just completed a reengineering, and it is difficult to draw reliable conclusions. The second reason is inherent in the process itself. Any company undertaking a reengineering faces a unique set of challenges and circumstances. Their reengineering effort must be customized to their individual needs and those of their customers, and what worked well for one company may not work for another.
So there is no simple recipe, no step-by-step process to lead reengineering neophytes through the journey from start to finish. But there are some basic guidelines that can be applied to any reengineering effort. If followed, they can make the reengineering process more manageable and increase your chances for success. Drawing extensively from Hammer and Champy's excellent work, Reengineering The Corporation: A Manifesto For Business Revolution we have come up with eight essential steps which we feel should be part of any reengineering process.
Eight Steps to Reengineering
1. Determining the Need for Change and Setting the Vision
The first, and perhaps most important step, is to get very dear on why the company needs to reengineer and where you need to be in the future. Getting people to accept the idea that their work lives will undergo radical change is no easy task. It requires a selling job that begins when you recognize that reengineering is essential to the future success of the company and doesn't wind down until your redesigned processes are in place.
Therefore, it is vital to articulate two key messages to everyone in the organization. The first message says "here is where we are as a company and this is why we can't stay here." Following on that, the second message says, "This is what we, as a company, need to become."
The first message has to make a compelling argument for change. It must convince employees that reengineering is necessary for the survival of the company. Without this compelling argument, your chances of getting the necessary support from employees are slim and none. Worse, without the compelling argument, you may get outright obstruction of the reengineering effort.
So the first message puts forth a strong 'case for action.' In clear, concise, and compelling terms it says why the company needs to reengineer. The argument must be dramatic and supported by evidence that clearly portrays the negative outcomes if the company does not reengineer.
The second message, the vision, gives employees a tangible goal to shoot for. It acts as the flag around which to rally the troops when difficulties arise or morale begins to sag. It also provides a focal point for employees, reminding them constantly of what they are trying to change. It tells them "this is who we want to be."
The vision statement, or whatever you choose to call it, articulates what the organization is trying to become. It describes how the company will operate and what the outcomes will be in the reengineered state. It captures the imagination of your employees and pulls them towards a more desirable future. At the same time, it also provides a yardstick by which to measure the progress of your reengineering effort.
2. Putting Together the Reengineering Team
Companies don't reengineer: people do. The people you choose to lead your reengineering effort will ultimately determine its success or failure. Hammer and Champy have identified five roles that, either distinctly or in various combinations, are critical to implementing the reengineering process.
- The Leader: A senior executive who authorizes and motivates the overall reengineering effort.
- The Process Owner: A manager with responsibility for a specific process and the reengineering effort focused on it.
- The Reengineering Team: A group of individuals dedicated to the reengineering of a particular process who diagnose the existing process and oversee its redesign and implementation.
- The Steering Committee: A policy-making body of senior managers who develop the organization's overall reengineering strategy and monitor its progress.
- The Reengineering Czar: An individual responsible for developing reengineering techniques and tools within the company and for achieving synergy across the company's separate reengineering projects.The reengineering leader is the key. Ideally, he or she is a senior executive who has enough authority to make radical change happen. The leader's primary role is to act as the visionary and motivator and to communicate the importance of the process throughout the organization. The CEO is rarely the reengineering leader.The process owner should be a senior-level manager with the prestige, credibility and clout to implement the change. While the leader's job is to make reengineering happen at the large level, the process owner makes it happen at the individual level. In some companies, designating the process owner may be deferred until the critical processes for reengineering are identified. There should be a distinct process owner for every process being reengineered.The reengineering team consists of the people who produce the ideas and plans and often turn them into reality. Ideally, a team will have 5 to 10 people, some of whom are insiders, people currently working inside the process undergoing reengineering, and some of whom are outsiders, people who are not involved in the work process.The steering committee is a collection of senior managers who plan the organizations overall reengineering strategy. It is also optional. Some companies insist on having it; others can easily live without it. The leader chairs the steering committee and helps it oversee larger issues that transcend individual processes. For example, the steering committee might deal with the order or priority among competing reengineering projects and how resources will be allocated. Or, they might resolve conflicts among process owners.The reengineering czar manages the reengineering effort across the whole organization, in effect serving as the chief of staff for the engineering leader. The czar has two main functions: to enable and support each individual process owner and reengineering team and to coordinate all ongoing reengineering activities. Among other activities, the czar is also responsible for developing the infrastructure so that future reengineering efforts benefit from the experience of the first.
3. Identifying the Processes to Be Reengineered
You now have the vision, the compelling argument and the right people in place. Next comes the burning question: what is going to get reengineered?
No company can reengineer all its high-level processes at once. So it's important to choose the right process, or processes, to begin with. Hammer and Champy suggest using three criteria to make your selection.
The first criteria is dysfunction: which processes are in the deepest trouble? When looking for dysfunction, the most obvious processes are those that you already know are in trouble. An example might be a product development process that hasn't come up with anything new in years.
The second criteria is importance: which processes have the greatest impact on your customers? While customers generally have no reason to know your processes in detail, they can still be a good source of information for comparing the relative importance of those processes. Ask your customers about their most important issues, such as cost, on-time delivery, or product features. Then, use their answers to create a priority list of the processes that most affect their critical issues. Processes that deliver outputs to internal customers should also be considered in this category.
The third criteria is feasibility: which processes are currently the most amenable to process redesign? Here, you examine the factors that will determine whether or not a particular reengineering effort will succeed. Perhaps the most important factor is scope. The larger a process, and the more organizational units it involves, the broader its scope. You get a larger payoff with a broader scope, but you also lower your chances for success. At the same time, high cost also reduces feasibility. The greater the cost of the reengineering effort, the more hurdles you have to overcome. And finally, when assessing feasibility, consider the strength of the reengineering team and the commitment of the process owner.
4. Understanding the Process
Before you can successfully reengineer a process, you must thoroughly understand it. You need to know what it does, how well or poorly it performs, and the critical issues that govern its performance. But the goal here is not to analyze the process in intimate detail. Rather, you are looking for a high-level view that will provide team members with the intuition and insight to create a totally new and superior design.
The best place to begin to understand a process is to look at it from the customer's point of view. What are their requirements? What problems do they have? What do they say they want and what do they really want? How do they use the output of your process? The ultimate goal of your redesign is to create a process that increases your ability to meet customer needs. Therefore, it's important that the process team truly understands those needs. In fact, a reengineering team should understand its customers better than they understand themselves.
Once the team understands what the customer needs, it has to look at what the process currently provides. Again, the goal is to understand the 'what' and the 'why,' not the how. The team should be less concerned with how the process works today and focus more on what the new process will have to do to meet the identified customer needs.
Although benchmarking is currently a popular tool for improving processes, Hammer and Champy caution against using it in the reengineering process because it can restrict the team's thinking to what is currently being done in the industry. If the team does decide to use benchmarking, it should benchmark against the best in the world, not the best in it's industry.
Keep in mind that the goal in diagnosing the current process is NOT to fix it. After all, an old process can only take so much fixing before the marginal benefits aren't worth the effort. The goal is to totally redesign the process. The reason the team studies the old process is to learn and understand what is critical in its performance. The more the team knows about the real objectives of a process, the better it will be at its redesign.
5. Redesigning the Process and Integrating the New Information Technology
As Hammer and Champy so aptly put it, redesign is the most nakedly creative part of the entire reengineering process. More than any other, it demands imagination, inductive thinking, and a touch of craziness. At the same time, redesign can be unnerving because the team can do whatever it likes.
A downside to redesigning a work process is that it isn't algorithmic or routine. There are no set procedures that will mechanically produce a radical new design process. On the other hand, you don't have to start with an entirely blank slate.
There are techniques available that have worked well for some companies. So, although there are no hard and fast rules for process redesign, there are principles and precedents that can help you get through this stage of the process.
Three Basic Principles Can Help Your Reengineering Team Get The Ideas Flowing:
- Boldly apply one or more principles of reengineering
- Search out and destroy assumptions
- Look for opportunities for the creative application of technologyThe misuse of technology is often a major stumbling block in a reengineering effort. A company that can't change the way it thinks about information technology won't be able to reengineer. Technology is more than just automation. Don't fall into the trap of looking for problems first and expecting technology to provide the solution.The key is to use technology to help you redesign the new process, NOT to make the old process better. This requires inductive thinking — the ability to recognize a powerful solution and then seek problems that it might solve, in some cases problems you aren't even aware you have. Instead of asking, "How can we use new technologies to get better at what we are doing?" ask, "How can we use new technologies to do things we are NOT already doing?"Keep in mind the following lessons learned from companies who have already undertaken extensive reengineering efforts:
- You don't need to be an expert to redesign a process.
- Being an outsider helps.
- You must discard preconceived notions.
- It's important to see things through the customer's eyes.
- Redesign is best done in teams.
- You don't have to know much about the current process.
- It's not hard to have great ideas.
- Redesign can be fun.
- 6. Starting Out Small Reengineering requires sharp focus and enormous discipline. One of the biggest mistakes is trying to do too much too soon. Management's time and attention are limited, and if your managerial resources are scattered among too many processes, the reengineering effort won't get the support it needs.Instead, concentrate your reengineering efforts on a small number of processes at any given time. In step three you may have identified a number of processes critical to your company and your customers' needs. Don't feel you have to accomplish them all at once. Choose one or two that offer the best chance for success and get started. Remember, when asked to do too much at once, organizations become bewildered rather than energized.7. Spreading the Reengineering Process Throughout the CompanyThis is an area where many companies fail. Reengineering is not a quick-fix or one-shot program. It is a process of, piece by piece, redesigning your entire organization to better serve the needs of your customers. Here are some key mistakes to avoid as you move through the process:
- Trying to fix a process instead of changing it. The amount of time, energy and cost inherent in reengineering requires a complete and total redesign of work processes. Merely fixing a process results in a minimal payoff for your investment of organizational resources.
- Ignoring everything except process redesign. A reengineering effort triggers many changes, such as job designs, organizational structures and management systems. These must also be redesigned to maintain organizational integrity.
- Neglecting people's values and beliefs. Pay attention to what goes on in your employees' heads as well as what happens on their desks. Constantly communicate about the new values, reward behaviors that support those values, and demonstrate your commitment to them through your own behavior and that of senior management.
- Settling for minor results. Marginal improvements only complicate the process, making it harder to figure out how things really work. Taking incremental steps only reinforces a culture of incrementalism, which prohibits taking the bold steps necessary for reengineering.
- Quitting too early. Many companies scale back or abandon their reengineering efforts at the first sign of trouble. But others also quit at the first sign of success, feeling they have accomplished their goal. Keep focused on the long-term goal and the huge payoffs waiting at the end of the road.
- Trying to make reengineering happen from the bottom up. Middle managers and front-line employees are not capable of initiating and implementing a reengineering effort. They lack the broad perspective that reengineering demands, and their expertise is limited to their individual functions and departments. Consequently, they rarely see the process as a whole or recognize how poor process design is at the root of their problems. While these people must certainly be involved in the actual process redesign, the total reengineering effort must come from the top down.
- Skimping on the resources needed for reengineering. You can't achieve breakthrough results without a substantial investment. For reengineering, that means investing the time and attention of your best people. Reengineering cannot be trusted to those who don't understand it or don't fully support it. In addition, skimping on resources communicates a lack of commitment from senior management to the rest of the organization.
- Pulling back when people resist. Resistance is an inevitable reaction to major change. On top of that, reengineering isn't to everyone's advantage. Many employees will have a vested interest in maintaining the status quo. So expecting and planning for resistance must be an integral part of any reengineering effort. The better you do step 1 — communicating your compelling argument for change and your vision for the future — the easier it will be to manage resistance. Some people are bound to get their feathers ruffled, but you can't please everyone. Trying to do so will only devalue the reengineering effort and delay its implementation.
- 8. Reinforcing the Culture of Reengineering.For reengineering to work, the culture must support the process. In today's corporate environment, rational people will react warily, if not cynically, to suggestions that they break the rules or think outside the box. It takes much more than words to instill the kind of culture you need. The desired culture can be created and reinforced through a focus on three key areas: signals, symbols and systems.Signals are the explicit messages the leader sends to the organization about reengineering: what it means, why you are doing it, how you intend to go about it, and what it will take. Communicate these signals again and again, and then communicate some more. Reengineering is a difficult concept for employees to grasp because it goes against everything they have done in their careers. When it comes to reengineering, you simply can't communicate too much.Symbols are actions the leader performs to reinforce the content of the signals. These include assigning the company's "best and brightest" to the reengineering effort, rejecting design proposals that offer only incremental improvement, and removing managers who block the reengineering effort. Over and above their intrinsic value, these are symbolic actions. They prove to the organization that you are serious about reengineering.Finally, the leader needs to use management systems to reinforce the reengineering message. These systems must measure and reward people's performance in ways that encourage them to attempt radical change. You also have to be willing to five with a certain amount of failure. Nothing will shut down radical thinking and innovation quicker than punishing failure.
There you have eight basic principles that can help guide a reengineering process, regardless of your business or industry. We strongly encourage you to look closely at whether reengineering makes sense for your business, and to seek out as much information as possible before undertaking such an enormous task.
To quote Hammer and Champy, "The uncertainties of reengineering cannot be used as an excuse to put off what must be done. Leading corporations in nearly every industry have already begun to reengineer. As more companies bring their key processes up to higher levels of performance, the reengineering option becomes a competitive necessity for others in the same industry. Reengineering by even one key participant in a market creates a new benchmark level that all competitors must meet."
"Reengineering is still a new endeavor, all of us engaged in it are pioneers. The world of the industrial revolution is giving way to an era of a global economy, powerful information technologies, and relentless change. The curtain is rising on the Age of Reengineering. Those who respond to its challenges will write the new rules of American business. All that is needed is the will to succeed and the courage to begin."
Additional Resources
This article is based upon the ideas contained in Michael Hammer and James Champy's book Reengineering The Corporation: A Manifesto For Business Revolution.


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Synopsis: Presented in the style of a found footage film, three students travel to a small town called Burkittsville in an attempt to film a documentary about the legendary "Blair Witch".
Director: Daniel Myrick & Eduardo Sánchez
Runtime: 81 minuntes
MPAA Rating: R
IMDb: 6.4/10 Rotten Tomatoes: 87%
Netflix (US): Yes
Jump Scares: 0
Jump Scare Rating: Found footage style horror movie, quite tense towards the end however there are no jump scares.
WARNING: The following may contain spoilers
Jump Scare Times
No jump scares listed for The Blair Witch Project.


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Location:2012 Annual Report
1a. Objectives (from AD-416):
Objective 1: Develop biological resources and computational tools to enhance characterization of the bovine genome sequence. Objective 2: Use genotypic data and resulting bovine haplotype map to enhance genetic improvement in dairy cattle through development and implementation of whole genome selection and enhanced parentage verification approaches. Objective 3: Characterize conserved genome elements and identify functional genetic variation.
1b. Approach (from AD-416):
Completion of our objectives is expected, in the short term, to result in development and implementation of genome-wide selection. Ultimately the longer term objective of QTN discovery to better understand livestock biology will require a combination of quantitative genetics, LD-MAS, genome annotation, and gene expression analyses, all of which are components of this proposal and areas of expertise in our group. Efforts to characterize genome activity and structure conservation and variation are an extension of our current research program in QTL mapping and bioinformatics. This proposal completely leverages the resources derived from the Bovine Genome and HapMap projects, for which the authors of this proposal have played prominent roles. As more of the genetic variation for a specific trait is explained, a better understanding of pleiotropic and epistatic gene action will be needed. This knowledge will be developed through characterizing changes at a very fine level combined with studies of animals with known genotype associated with phenotypes resulting from selection programs. Tools used in this characterization are likely to include, but not be limited to, gene expression patterns, protein expression or structural changes, or regulatory changes.
3. Progress Report:
ARS scientists continued as global leaders for production of DNA sequence information from ruminant species contributing all the sequence for international efforts to assemble genomes and single nucleotide polymorphism (SNP) discovery for Bos indicus cattle and water buffalo. ARS generated and analyzed additional whole-genome sequence to identify causative mutations affecting fertility haplotypes HH1 in Holsteins, JH1 in Jerseys, and Weaver disease in Brown Swiss. ARS Scientists continued to develop and use new genomic tools for selection. One effort included development of a new 9K SNP assay for genetic prediction (Neogen's GGP) of dairy genomic breeding values, imputation of parentage microsatellite markers, and testing of multiple genetic diseases. A third effort included testing commercial assays that collect sequence information from the gene space (exome) of the cattle genome. Exome sequence from the genome-sequencing cow was contributed to improving the genome assembly. Exome sequence was generated to find mutations for lethal haplotypes HH2 and HH3 in Holsteins and BH1 in Brown Swiss. ARS continued to characterize tropical adaptation by genotyping more than 400 cattle from Africa and SW Asia and more than 1,400 improved beef lines of tropically adapted cattle using 700K SNP genotypes. This effort included searching for the causal mutation affecting the dominant trait for SLICK hair coat, which has a phenotype for greater tolerance to heat stress. The mutation is within a 1 Mbp portion of Chromosome 20, and sequencing has identified 38 candidate mutations in this region. Using a computational approach based on next-generation sequencing, genome-wide copy number variation (CNV) differences among 1 indicine (tropically adapted) and 5 taurine animals. We identified 1,265 CNV regions comprising ~56 Mbp of sequence, and 38% were not reported previously. We validated these findings (82%) using 3 other laboratory methods. Some genes related to pathogen and parasite resistance were highly duplicated in the indicine animal relative to the taurine cattle, while genes involved in lipid transport and metabolism were highly duplicated in the beef breeds. These results suggest there are CNV underlying breed-specific differences in adaptation, health, and production traits. Over the life of this project, significant progress was made to develop genomic tools in cattle that could be applied to increase the rate of genetic improvement. This included the first implementation of genome selection, which revolutionized the way genetic progress is made in the dairy industry on a global scale. ARS scientists also developed novel methods for SNP discovery from next-generation sequencing data and SNP assay design for selection tools that were used by others in multiple species of agricultural importance. Finally, ARS scientists revealed the power of genomic data on finding lethal recessive mutations that affect fertility. In conclusion, this work points out the importance of genomic tools for genetic improvement. The next phase is to develop these tools for other ruminant production paradigms to help secure the global food supply.
4. Accomplishments
1. Identified mutations affecting dairy cow fertility. Extensive genotyping of U.S. dairy populations has revealed portions of the genome that appear to contain lethal mutations causing embryonic death during pregnancy. ARS scientists discovered the causative mutations underlying two of these recessive lethal mutations in the Holstein and Jersey cattle breeds. The mutation in Holsteins known as HH1 caused a knock-out of a gene necessary for normal neural tube development. Loss of this gene causes spontaneous abortion after the first trimester. This work was done in conjunction with the University of Illinois. The mutation in Jerseys known as JH1 caused a knock-out of a gene important in regulating proper RNA splicing. Loss of this gene causes spontaneous abortion during the first trimester of pregnancy. DNA tests for both mutations are now available to producers. Results are being used to guide future mating decisions in both breeds, thus lowering the rate of infertility caused by embryonic loss.
2. Developed low-cost genotyping tools for genomic predictions of genetic merit. Better low-cost tools for genotyping were needed to improve efficiency for genomic predictions from less SNP information and to encompass parentage and other important DNA tests for the industry in a single genotyping tool. The results of our continued leadership in development of two new, low-cost commercial genotyping tools (BovineLD-Illumina and Neogen's GGP) continue to have a major impact on livestock research and the dairy AI industry. These tools also have the capabilities of helping producers to transition from "old" parentage markers to SNP-based parentage through imputation of microsatellite genotypes. Combined, the North American dairy industry used these new products and the BovineSNP50 that we developed in 2007 at a rate of more than 12,000 assays per month to generate genome-based predictions of genetic merit on young animals. The BovineSNP50 and BovineHD assays developed over the duration of this project continue to the global de facto standard for cattle genomics genetic prediction and research, respectively.
3. Created a highly accurate DNA test for Weaver. Weaver is a neurodegenerative disease afflicting mostly Brown Swiss cattle, and a previously designed diagnostic test was not completely accurate. ARS scientists identified a 67 thousand base-pair fragment of the genome on bovine chromosome 4 containing the mutation causing Weaver syndrome. This refined mapping of the locus identified more than 10 "normal" animals that carry this autosomal recessive disease. The SNP-based haplotype signature will be used by breeders in the U.S. and Italy to more reliably screen animals for this disease.
4. Discovered genome copy number variation (CNV) potentially affecting tropical adaptation and metabolism. Previously, no tangible links between CNV and phenotype differences in cattle were known. ARS scientists, using complex next-generation sequences for the whole genomes of six animals, completed the first comprehensive discovery of CNV. The methods used to find these CNV were validated to be highly accurate. Comparison of CNV regions between indicine and taurine DNA samples were linked to genes associated with health and production traits including fertility, parasite resistance, and feed efficiency. These results are a major step forward in basic research to identify some of the components affecting genetic variance beyond SNP, which are not accounted for in current genetic evaluation systems.
5. Led genomic research and support within ARS. Sequence-based approaches to genetics and biological discovery are important methods for ground-breaking discoveries in agricultural research. BFGL scientists supported genomics research within ARS and with national and international collaborators in a multitude of species and applications. We provided scientific, computing, labor, and bioinformatic support for projects at various locations that wanted to incorporate next-generation sequencing applications into their investigations. Over the past year, our efforts were highlighted by other researchers through genome sequence for water buffalo, cattle, catfish, catfish pathogens, wood rot fungus, and other important animal species. Access to these technologies for other scientists has catapulted genomics research within ARS and other research institutions.
Review Publications
Partipilo, G., D'Addabbo, P., Lacalandra, G.M., Liu, G., Rocchi, M. 2011. Refinement of Bos taurus sequence assembly based on BAC-FISH experiments. Biomed Central (BMC) Genomics. 12:639.


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Marie Severin versus the Marvel Universe
in Comic News Comment
The Giant-Size Marvel blog found this awesome print from 1996, drawn and hand-colored by Marvel artist Marie Severin and featuring herself taking on the publisher's toughest heroes and villains. The color version was limited to 50 copies, but there were also 400 black-and-white prints, which you can see in the link.
I'm guessing Severin sold these at conventions, and I love that she included herself in the drawing.


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Twice a week we publish the problems that will feature in a forthcoming Dear Jeremy advice column in the Saturday Guardian so that readers can offer their own advice and suggestions. We then print the best of your comments alongside Jeremy's own insights. Here is the latest dilemma – what are your thoughts?
My manager spends most of his time working on a personal project with another member of our small team. They are open about this work, to the extent of drawing up business plans for it in the office. However, the layout of the office is such that only the immediate team would be aware of what's going on. The product they are working on would not be in direct competition to any of the company's products, but is in a similar area, so it is also easy for their discussions to pass as work-related to anyone passing by who isn't exposed to them all the time.
I feel very uneasy about the amount of time they are spending on this project instead of the work they are paid to do. At least part of the problem is that my manager has no real duties besides being in charge of a small team of self-motivated people who don't require a lot of hands-on managing. My manager and our other colleague regularly take long lunches to discuss their project – without extending their hours to compensate – and often disappear into meeting rooms together for hours at a time.
This situation is making me increasingly resentful. I have asked to move to another team, but was told there were no vacancies. The only reasonable course of action would seem to be to talk to my manager, but I'm unsure how best to approach him without jeopardising my own position – or any future reference he might give me.
Do you need advice on a work issue? For Jeremy's and readers' help, send a brief email to email@example.com. Please note that he is unable to answer questions of a legal nature or reply personally.


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No global or UN law can supersede the Constitution.
Gun owners rights have actually expanded over the past decade, look at Heller, McDonald, WI concealed carry, National Park carry,
Who exactly is going to collect all the guns? Anyone know of any LEO's that are willing to risk so much as to go house to house, day after day to collect guns from folks who are willing to die for them.
The Reynolds company stock should be going through the roof.


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LEGO Scooby-Doo! Haunted Hollywood
11,011pages onAdd New Page
this wiki
this wiki
- This article is about the film. For other uses, see LEGO Scooby-Doo! Haunted Hollywood (disambiguation).
|This needs a stretch.
Needed: Synopsis.
|LEGO Scooby-Doo! Haunted Hollywood
|Production company
|Warner Bros. Animation
|Distributed by
|Warner Home Video
|Release date
|May 10, 2016[1]
|Frank Welker
Matthew Lillard
Grey Griffin
Kate Micucci
|Voice direction
|Collette Sunderman
|Collette Sunderman
|Alan Burnett (co-producer)
Jill Wilfert (executive producer)
Jason Cosler (executive producer)
Sam Register (executive producer)
|Robert Kral
|Edited by
|Craig Paulsen
|Produced by
|Rick Morales
|Story by
|Heath Corson
Duane Capizzi
|Teleplay by
|Jim Krieg
|Directed by
|Rick Morales
|Previous film
|Next film
LEGO Scooby-Doo! Haunted Hollywood is a direct-to-video film, based upon the LEGO Scooby-Doo! first wave, which in turn is based upon Hanna-Barbera's Scooby-Doo Saturday morning cartoons. It is the first LEGO film, after the TV special, and was released digitally on April 12, 2016, then on on Blu-ray and DVD on May 10.
The Scooby gang win a contest to visit an old Hollywood movie studio, which is not only threatened by developers, but a series of movie monsters, too.[1]
Insert details here.
Main characters:
Supporting characters:
- Chet Brickton (single appearance)
- Drella Diabolique (single appearance)
- Atticus Fink (single appearance)
- Boris Karnak, Jr. (single appearance)(redeemed)
Other characters:
- Walt (single appearance)
- Bryan Lakeshore (single appearance)
|Atticus Fink
|He wanted to buy Brickton Studios.
|Boris Karnak, Jr.
|He was upset that Brickton Studios was making love comedies instead of scary movies like they used to.
|Drella Diabolique
|Creepy appearance.
|Atticus Fink as the Headless Horseman
|To scare everyone away so Chet would sell the studio to him.
|Boris Karnak, Jr. as the Mummy and Zombie
|To bring back his father's movies and save the studio.
|Performed by
|Character performance by
|"Brand New World"
|Written by Andy Sturmer
|Finnegan Schwartz
Full credits
The following credits are how they are displayed on-screen (or as close as possible).
Opening credits
- Hanna-Barbera and Warner Bros. Animation Present
- Starring: Frank Welker, Grey Griffin, Matthew Lillard, Kate Micucci
- Casting and Voice Director: Collette Sunderman
- Edited By: Craig Paulsen
- Music By: Robert Kral
- Line Producer: Rebecca Palatnik
- Co-Producer: Alan Burnett
- Executive Producer: Sam Register
- Executive Producers: Jill Wilfert and Jason Cosler
- Story By: Heath Corson and Duane Capizzi
- Teleplay By: Jim Krieg
- Based Upon Characters Created By Hanna-Barbera Productions
- Produced and Directed By: Rick Morales
Closing credits
- Cast: Frank Welker as Scooby-Doo/Fred Jones, Grey Griffin as Daphne Blake, Matthew Lillard as Shaggy Rogers, Kate Micucci as Velma Dinkley, Dee Bradley Baker as Sea Creature/Walt/Zombie, J.B. Blanc as Atticus Fink/Director, Christian Lanz as Byran Lakeshore/Mummy, Scott Menville as Junior, Cassandra Peterson as Drella Diabolique, James Arnold Taylor as Chet Brickton/Narrator
- Production Manager: Angela O'Sullivan
- Assistant Production Managers: Brittney V. Lewis, Jane Cohen
- Art Director: Nollan Obena
- Character Design: Angela Song Mueller, Zac Plucinski
- Prop Design: Norm Ryang
- Background Design: Enzo Baldi, Alan M. W. Simmons
- Visual Development: Joe Binggeli, Denise Fuller, Pete Oswald, Thomas Yamaoka
- Texture Artists: Claire Lenth, Maribel Pozos
- Storyboard: Sarah Arakaki, Jen Bennett, Brendan Clogher, Curt Geda, Kathryn Marusik, Doug Murphy, Chris Rutkowski, William Ruzicka, Jim Shellhorn
- Storyboard Revision: Emi Yonemura
- Animation Supervisor: Dougg Williams
- Lighting Supervisor: Daniel Eaton
- CGI Animation Services: Xentrix Studios Pvt. Ltd.
- Production Supervision: Nandish Domlur, Sanjee Gupta, Sunil Gupta, Shenaz Khan
- Production Staff: Deepika Anvekar, Andrea Moses
- Creative Producer: Viren Patil
- Art Director: Venky
- Animation Director: Jeevan Anand NK
- Asset Supervisor: Dheeraj Joseph
- CG Supervisor: Mythravarun Vepakomma
- FX Supervisor: Rahul Nagpal
- Asset Leads: Sachin Shankar, Tharuna N, Mohan Kumar B C
- Character TD: Bharat S
- Animation Lead: Anil LP
- Lighting & Compositing Lead: Abdul Majeed K V
- Rendering Lead: Srikant Panda
- CGI Pipeline: Joseph Tom, Srikant Sriram, Srinivasan Chandrasekaran
- RND: Phani Madhav, Pravin Gadge
- Modeling: Venkatratnam Naidu, Mayank Manderiya, Gautham Ranjit, Joshva P J, Satyajit Maurya, Muthukumar E
- Texturing: Manoj Mohan, Anup G John, Chetan Kumar P M, Mahammad Rafiulla, Ajeesh C, Shalini Narayana Swamy, Tejas Shivaram, Narendra Dev Meghwal, Ria Banerjee, Reyya Vidya
- Lookdev: Ankur Rastogi
- Rigging: Dikshant Kumar, Anoop M V, Rahul Sareen
- Animation: Shakeer P, Rohit Kanda, V K Vilva Bharat, Vedant Sunder Rajan, Shobhit Bharadwaj, Sudhir Sambarapu, Sai Preetham Tej, Deepak Chandrasekaran, Kotishwar Reddy, Suresh Karkera, Junish Thomas, Rohit Gondane, Debanjana Talukedar
- FX: Agnimitra Sarkar, Ashish Sharma, Swapnil Jadhav
- Lighting: Sageesh KV, Sarath Mony S, Rahul Sathyan, Pradeep Verghese
- Compositing: Lokesh Mani, Jagadish Rangaiyah, Rakshith Hoskote, Vivek Verma, Sameer Kumar
- Post Production Executive: Greg Emerson
- Post Production Manager: Matt Singer
- Recording Facility: Salami Studios
- Recording Machine Operators: Jeff O. Collins, Sarah Baluch
- Supervising Dialogue / ADR Editor: Mark E. Keatts
- Dialogue / ADR Editors: Kelly Foley Downs, Patrick Foley, Michael Garcia
- Post Production Sound Services: Atlas Oceanic Sound and Picture
- Color Correction: CCI Digital
- Online Editor: Darren Griffiths
- Assistant Editor: Gabriel Thorburn
- Music Editor: Christine Luethje
- Featured Songs:
- "Brand New World"
- Written and Produced By: Andy Sturmer
- Performed By: Finnegan Schwartz
- "Hollywood"
- Written and Produced By: Andy Sturmer
- Performed By: Finnegan Schwartz
- "Brand New World"
- Production Administrator: Candi Purugganan
- Production Support: Cher Bentley, Tina Fallah, Tamara Miles, Celeste Moses, Kira Tirimacco, Renee Toporzysek
- Casting Administrator: Liz Carroll
- Production Accounting: Yadira Davis, Luisa Guzman, Debbie Lindquist, Maral Simonian, Athena Wingate
- Business & Legal Affairs: Lori Blackstone, Sharmalee Lall, Rebecca Mathany, Bonnie Negrete, Joulene St. Catherine
- Special Thanks To: Joe Ruby and Ken Spears, Matthew James Ashton, Nicholas Groves, Emmett Condon, Soren Morup, David Cross
- Production Supervision: James L. Davidson, Bobbie Page
- Production Management: Ed Adams
- Executives in Charge of Production: Jay Bastian, Jeff Prezenkowski
- This motion picture is protected under the laws of the United States and other countries. Any unauthorized duplication, copying, distribution, exhibition or use may result in civil and/or criminal prosecution.
- ©2016 Hanna-Barbera Productions, Inc. and The LEGO Group.
- SCOOBY-DOO and all related characters and elements are trademarks of and Hanna-Barbera.
- LEGO, the LEGO logo, the LEGO Minifigure figurine and the Brick and Knob configurations are trademarks and/or copyrights of The LEGO Group. All rights reserved.
- Country of first publication: United States of America
- Warner Bros. Animation, Inc. is the author of this film/motion picture for the purposes of Article 15 (2) of the Berne Convention and all national laws giving effect thereto.
- W-B Animation
- The Grimsley Mansion was in the TV special, Scooby-Doo! Knight Time Terror.
- Kidzworld originally reported a May 3 release,[2] before Warner Bros. Home Entertainment officially announced it as May 10.[1]
- The voice actress of Verona Dempsey was uncredited.
- Crystal Cove was originally the hometown of the Scooby-Doo! Mystery Incorporated incarnation of the gang. It's unknown if Crystal Cove is the hometown of all the LEGO depictions of the gang.
- The monsters shown in Boris Karnak's movie posters are extremely similar in appearance to the gang's previous foes; Headless Horseman, Mummy of Ankha and the Zombie.
- Verona Dempsey's additional disguise as the lighthouse keeper is identical to her original counterpart's costume as the Creepy Keeper, while her main disguise as the sea creature is similar to the Sea Demon.
Cultural references
- Drella Diabolique is a parody of Elvira, also played by Cassandra Peterson.
- Boris Karnak is a play of horror icon Boris Karloff. It should be noted that Lon Chaney Sr. was called "The Man of a Thousand Faces," not Karloff.
- Atticus Fink is a play on Atticus Finch, a character from the novel, To Kill A Mockingbird.
Home media
- LEGO Scooby-Doo! Haunted Hollywood Blu-ray Disc/DVD combo released by Warner Home Video on May 16, 2016.
- LEGO Scooby-Doo! Haunted Hollywood DVD released by Warner Home Video.
- ↑ 1.0 1.1 1.2 "Warner Bros. Home Entertainment". Retrieved March 2, 2016.
- ↑ Staff member (February 22, 2016). "LEGO Scooby-Doo!: Haunted Hollywood | Exclusive Trailer". Kidzworld. Retrieved March 2, 2016.
External links
- Buy at iTunes (US)


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New Braunfels Herald Zeitung (Newspaper) - November 1, 1987, New Braunfels, Texas Commerce & Industry Page SA Herald-Zeitung New Braunfels Texas Sunday November 1.1987 Ride well with Sleep Well Sleep Well Furniture now includes an automotive service center and General Tire outlet. The 24 000-square-foot furniture and service facility at 90 West San Antonio is a joint* ownership operation with partners Jim and Virginia O Brien and John Stockton staffing the furniture side of the business, while D L (Dave) Ott operates the automotive center Mechanics are Cody David and Pete Dta; Dave s wife Mmda also works at the business The entire staff poses here at the (me f de ar cation between sofas and General tires a nj Monroe shock absorbers (Photo by rn Webre) Wood grain reindeer It s a downhill run to Christmas and while Thanksgiving is still weeks away. The Wild Goose shop at 265 East San Antonio keeps these plywood reindeer ornaments on display much of the time This year sees an abundance of the sanded and unfinished yard or household decora* bons ready for you to add you special touch (Photo by Jim Webre) Southland places sellout on hold pending market activity DALLAS (AP The volatile stock market has left Southland Corp unable to place a ll 5 billion debt issue needed to complete the Run ding Thompson family s $4 9 billion leveraged buyout of the Dallas based parent of the 7 Eleven convenience store chain, officials said It is unclear whether the Thump sons can proceed without sale of the notes, needed to purchase 15 8 million Southland shares not held by the family and its affiliates Dermis Telzrou an analyst at Hp pier, Guerin & Turner Inc in Dallas. said Friday that there is speculation that the deal could be completed through the use of standby bank credit until the bond market stabilizes "Maybe they can pull it off doing that," he said, but Southland spokeswoman Cecilia S Norwood would not confirm the existence of such banking relationships Recent Wall Street volatility and an uncertain market for debt sales — particularly high risk. high yield "Junk bonds" to be used in the tran sac tion have brought the market for such instruments to a virtual halt analysts said Southland has scheduled a shareholder meeting Thursday to ap prove the buyout a foregone con elusion since the Thompson group already controls WI I million of the 48 9 million shares southland had outstanding as of < K l 9 Financial Focus Black Monday—another drop on the roller coaster By EDWARD D. JONES & CO 1000 N Walnut Warren Buffet one of the most respected investors in the word to day once described the stock market as "someone who attended a cocktail parts and was always drunk either drunk with optimism as in August when the market experienced Us big gest advance in history or drunk with pessimism as during this past week The wisdom of Buffet's analogy was never more clear than it is to day During the past wts*k many have claimed to understand the factors contributing to the market s un preeedented volatility Some have blamed interest rates which inched up during the week prior to Black Monday some program trading a phenomenon that although the Sts unties and Fxchange Commis sion has vow et! to study no one truly vet understands and others the situation in the Middle Fast While vou have certamlv seen or heard these and other theories defended in the news media the truth is it will tie weeks before the events are unraveled and the contributing factor or factors accurately ideo tilled John Bachmann managing pnn Cl pa I of a major New York Stock F\ change member firm believes however that due to a strong economy as well as the fact that con Unued growth albeit moderate is ex pevted in 1988 and. wages raw materials anti plant capacity show little sign of causing a return to high inflationary times we are still in a bull market hurt her more he sug gests that (Jct 28's drop was a cor rev tion that has been expected Historically corrections of 3 per cent or Jo jw*rcent in the middle of a bull market are not uncommon anti this bull had char gist ahead for five years with no corrections above the lo j**n em drop in 19K4 Naturally no one expected the record one day dev line but sharp declines are more tin* rule of thumb in bull markets than in t**ar markets which ex pone nee slow steady drops over long periods What are the implications for in dividual investors ' Those who follow the time tested rule of diversifying their portfolios selecting quality in vestments that meet their objectives and taking a long term approach will survive the current correction Furthermore many will tienefit from it bv bolding onto quality in vestments and cautiously taking ad vantage of the opportunity to pur chase securities in se Un-1 areas at favorable prices In addition income oriented investors who take advantage of the particularly attritive rate* that have resulted also will tie net it I nfortunately many people freeze or even worse panic and sell their securities when the roller coaster that is our stock market takes a stomav h churning plunge Baul Harvey however cautions It has its ups and downs but Ila* ones who usually get hurt are Uh* ones who try to get off twfore Uh* ride is over Business Briefs Chambers of commerce favor recreation district The (Irealer New Braunfels and th* ( any on I .ike chambers of nom men e have r* teased .» joint state merit urging voters to vote Tuesday in favor of v [eating a » amal r ounty water oriented recreation district In format tor t? >m u»e chandlers slob*' that tin district st created will generate new dollars for inereus eil law enforcement arni emergent > setv ices in tie* <*tmlv Chamber members state that the district is the best way available for ( atrial i aunt ans 'o address the pro birrus and apport urn lr** of a growing r*s re,it lor ai industry Tourist business locally in top IO percent of state univ is j.'rsd among the I counties in visitor I ex as I repaid merit of Conimene* report stales Tourist to this county sjH i,* s v million in I Comal < aunty vc as * th in the state in regard to tourist revenue ii! !hk - Home buiidmq up locally last month downfor 1967 Although the nullifier of budding permits issued rn Comal t aunty af* down bv mote than J' percent th* nullifier of permits issued for single t ama state s rev enu* family homes was up i** percent (rom last "september to this September economic indicators from the (treater New Braunfels t handier of Commerce sfniw Hie number of permits issue*} this year compared to las! year s figure refits is more than a lo jwri ent drop Long John Silver builds New Braunfels shop \ latng John ''liver s seafood shoppe will open in mid November in New Br aludels ave or ting la tam panv of (ii tab Construe lion is under w av or; the restaurant at 161 IM ti. W ! hr restaurant features a new building tesigh being used tor ai, new King John silvers with a Urger more versatile cooking area arni a rev amped counter ny stem that im proves serv ic e spe**d "Hu* lest aor ant will have a HK seat dining morn and a drive thru window I Im* seafood restaurant company ta .idquartered in lesmgtoil Ken has 3* restaurants sn the ''an \ rd mao area and JUu restaurant* in Texas Lawrence Multo/ who is now manager of Uh* Ming John silver s in Sari Marcos will transfer to New Br aludels to tliatiage th* new lux a (ion Ile has tieen with Dmg John Silver ^ lo years Assistant managers will tie Jun iMtwnev former avsisunt manager in Kerr vide and Ken Coigne* who formerly worked at the San A!arvos Us a!ton About Cl full and part time employees wtil staff the restaurant The New Braunfels us wtion is one if I 4»«i Umg John "silver s in the country lamg John Stiver s is a sub sidiary of Jerrtco Inc Penn Foods, Herald hold cholestrol screening More U .ar i ac percent of Amene ans have bidi st cholesterol levels high enough lo fw at risk of heart disease And most dun ! know it Nov Ai 21 and 22 Pm, P ••■is and Tile New Braunfels Herald bedung w d! sjH*y*nr til ta id chillest rx»i sc rem mg at Penn Food* from sam to * p rn AtHHit ♦ Um a rev. jenls are rvjw*v ted *.» take advantage of the screening which will test the ( farteMerui levels in blew*! See BHH * A P««« «A We're Talking Money In Your Pocket. The Thompsons in August acquirer! ti 5 million Southland shares pur chased at $77 apiece through a tender offer The company s stock dosed at ri8*» Friday up I , Southland previously said it had hoped to price the tlefit issue l»y Ha* end of this week but Ms Norwood said that wasn't possible $250/000 Term Life Insurance Male Age 40-125.29 per mo. L. Car I Fox 625-4833 THANK TOU, HEW BRAUNFELS Our first 3 months of business have been a success We appreciate your positive response to the services we otter1 Texas Postal Services Your Packing Professional Your Complete Mailing Center JUST UKC A POSTOFFICE, BUT MORE! ues-federal exfress-emery • U.S.MAIL* WES TERM UMIOH-HOTARr We Will Pack It For Vou Or Bring It In Ready To Go | • Postal Stamps*Gopier*Busmess Cards I I •Packing Materials*Boxes*Greetmg Cards I J •Business A Private Mail Boxes with Free Call In Services I Courtyard MF 9 6 620 5846 Shopping S-10-1 Tax-Free! FIRSTTRUST 807* 12.04* Of INXI HTD MI NR ll'\l BONIN federally Tax-free High ( urrent Yields Minimum Investment I VV IHM I A X AHII li,»t IV AM M I I ex, km, lr 11 "AAA Mating Insurant e Hrolet lion sj>< iiivif**d tiV iii,, itll, drnritf banking lion Ut C3 ti AMON Bkt IWS K Assot IAMS IN! I'l-rfttnnjnt ,* bat ktnl b\ kiltie Hiiu K nib be Financial Group. Inc. 755 Loop 337 Suite I) New Braunfels. Tx. 78130 (512) 625-5208 ■mil I. J«mi Vl«« hfiUMt •«rr«ll SaUkargar lav attal aal Br ak ar MTm* (i/tretM 'n,.., ttpitil . , , uM nptnm dmdaw in oh puht* itMeimg IMH* it ut IO /•« ' ll tit'*■, * sh , hut n ,-Hwi amount IIMtmut wit In tuhftrt I I, i .l/ir 4,Hi Uh 41l4tr> IIH- CAA (4l>ng ir*uMt Irum tn»"r4rta r tm ttw unUr*t%'<)f in llw ft us! Wlulf IIH* mtui intr jluMtttlrrt (Hi ,tn^4 p,,nt4«ii iii pt,m ,|i/l tntJ ittl/iril oil Her ImukIs ll tUtr-t turf |juti«nliw Hit m,tkrt ./lur WI IST l<u»l uwtl. i*1h. h Mill Hut lutlf «»ilh 1 It40gr» in mn , ,*l u iihMiow. , , , , . 9.23% >+■ .-'OM •« 4 * » a 6 « » ti a im»m n ta* 1 a aa • inmmi* it aa ar 8.40% **»lit I tit I 41 IHM '•tit* • ■ "». i, atta 8.35% *4, » (tm ' t • ■ ■ i it* »1 l«t IIH* *. 10.00% •*w# M I .IIM t*, iMtl • a • I fileral regulation* require fcwBxlentiel literati penally tor ear anisal aal SKK KS Bt INDA ML ll At FUNDS INSUKANl i ANNUS! I US Stall Cunnlft«ham 1000 N. Walnut Suite f Maw Braunfels, Tx. 711)0 121-0055 SS Edward D. Joliet & Co. ;
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text:
Anatoliy Hrytsenko
|Anatoliy Hrytsenko
Munich Security Conference, 4 February 2006
|People's Deputy of Ukraine
|Assumed office
15 December 2012[1]
|Minister of Defence of Ukraine
|In office
4 February 2005[2] – 18 December 2007
|Prime Minister
|Yulia Tymoshenko
Yuriy Yekhanurov
Viktor Yanukovych
|Preceded by
|Oleksandr Kuzmuk[3]
|Succeeded by
|Yuriy Yekhanurov
|Personal details
25 October 1957
Zvenyhorodka Raion, Cherkasy Oblast, Ukrainian SSR
|Political party
|Civil Position[4]
|Yuliia Volodymyrivna Mostova[5]
Liudmyla Mykhailivna (divorced)
|Oleksii (1979)
Svitlana (1982)
Hanna (2004)
Hlib Rozumkov (1998, stepson)
Anatoliy Stepanovych Hrytsenko (Ukrainian: Анатолій Степанович Гриценко; born 25 October 1957) is a Ukrainian politician, independent[nb 1] member of the current Ukrainian parliament, former Minister of Defence, member of the Our Ukraine political party and leader of the Civil Position party.[4][6][7]
Hrytsenko graduated with honours from Kyiv Higher Military Aviation Engineering School on 23 June 1979.[8] On 10 December 1984 he was awarded a Candidate of Sciences (Ph.D.) degree from Kyiv Higher Military Aviation Engineering School.[9] And in 1993 Hrytsenko graduated from the Defense Language Institute of the United States Department of Defense. On 6 June 1994 he graduated from the Resident Program of the U.S. Air War College[10] And on 30 October 1995 Hrytsenko graduated from the Academy of the Armed Forces of Ukraine.[11]
Hrytsenko is author of more than 100 scientific papers published in Ukraine, Belgium, the Netherlands, United States, Germany and Switzerland.[5]
Army career[edit]
Hrytsenko served 25 years in the Armed Forces of Ukraine, he served in combat units, as teacher at the military college and in staff positions in the Ministry of Defense of Ukraine.[5]
Hrytsenko's rank was colonel.[5]
From December 1999 till 2004 he worked as a military consultant in various firms.[5]
In February 2000 Hrytsenko served as Freelance Consultant on the Committee on National Security and Defence of the Verkhovna Rada (Ukraine's parliament) and in November 2000 as a member of the Public Council of Experts on domestic issues of the President of Ukraine.[5]
Political career[edit]
In 2004 Hrytsenko worked in the election headquarters (for the 2004 Ukrainian presidential election) of Viktor Yushchenko and took an active part in the writing his election program.[5]
Hrytsenko became Minister of Defence in the First Tymoshenko Government in February 2005, he continued this position in the Yekhanurov Government.[5] On 4 August 2006 he was appointed again as head of the Ministry of Defence in the government of Viktor Yanukovych on the quota of President Yushchenko.[5]
In the early 2007 parliamentary elections he was elected into the Verkhovna Rada (Ukraine's parliament) as number 4 on the party list of the pro-president Yushchenko Our Ukraine–People's Self-Defense Bloc.[5] Although this bloc was part of the Second Tymoshenko Government Yuriy Yekhanurov became Minister of Defense in this cabinet.[12][13][14][15]
In January 2010 Hrytsenko became party leader of Civil Position.[16]
Hrytsenko was a candidate for President of Ukraine in the 2010 Ukrainian presidential elections,[17] during the election he received 1,2% of the votes (finishing ninth[5]).[18] In the second round he called on voting against both candidates (Yulia Tymoshenko and Viktor Yanukovych).[19]
Civil Position gained one seat in the Ternopil city council during the 2010 Ukrainian local elections.[20]
During the 2012 Ukrainian parliamentary election Hrytsenko was elected into the Verkhovna Rada as 3rd on the electoral list of Batkivshchyna.[21][22][23] Hrytsenko did not sign the November 2012 oppositional forces Batkivshchyna, UDAR and Svoboda joint action plan "I did not sign this document because I offered another action plan, but it was not supported"; but did state he would fulfil it.[23] On 18 May 2013 the faction of Batkivshchyna demanded that Hrytsenko (who was a member of the Batkivshchyna faction) would resign from parliament.[24] Hrytsenko agreed to do that if Batkivshchyna faction leader Arseniy Yatseniuk would do the same.[25] Hrytsenko eventually left the faction on 14 January 2014 "Due to [my] inability to influence the decisions that are taken by the Batkivschyna faction".[26] Yatseniuk immediately responded by saying the faction hoped that after leaving the faction Hrytsenko would resign from parliament (also); and also added "People blinded by their own ambitions do much harm to the team's struggle".[27] On 17 January 2014 Hrytsenko submitted a letter of resignation to parliament.[28]
Hrytsenko was one of the candidates for presidency in the 2014 Ukrainian presidential election. According to the opinion poll ordered by 1+1 TV channel and conducted by GfK Ukraine on 6–8 May, 5.6 per cent of the surveyed would cast their votes for him.[29] In the election he received 5.48% of the vote, ranking him in 4th place.[30]
- ^ You Scratch My Back, and I'll Scratch Yours, The Ukrainian Week (26 September 2012)
- ^ "Order of President on appointment of Anatoliy Hrytsenko on Ukraine Minister of Defence position". 2005-02-04.
- ^ "Order of President on dismissal of Oleksandr Kuzmuk from Ukraine Minister of Defence position". 2005-02-03.
- ^ a b (Ukrainian) Політична партія "Громадянська позиція", Database DA-TA
- ^ a b c d e f g h i j k (Russian) Short bio, LIGA
- ^ Western Ukrainian intelligentsia calls on candidates for president to withdraw in favor of Tymoshenko Archived March 14, 2012, on Wayback Machine., Interfax-Ukraine (October 1, 2009)
- ^ Civil Position organization has chance to become 160th political party Archived December 5, 2010, on Wayback Machine., Radio Ukraine (December 11, 2008)
- ^ "Diploma of Kyiv Military Aviation School".
- ^ "PhD from Kyiv Military Aviation School".
- ^ "Diploma of Air University". Archived from the original on 2007-03-21.
- ^ "Diploma of Academy of the Armed Forces of Ukraine". Archived from the original on 2007-03-21.
- ^ Tymoshenko asks President to dismiss Yekhanurov as Defense Minister, UNIAN (May 20, 2009)
- ^ Tymoshenko Initiating Yekhanurov's Dismissal, Ukrainian News Agency (May 20, 2009)
- ^ Minister Yekhanurov Not Intending To Step Down, Ukrainian News Agency (May 20, 2009)
- ^ Yekhanurov denies reports of corrupt schemes at defense ministry, Interfax-Ukraine (May 20, 2009)
- ^ (Ukrainian) Hritsenko will go on at the head of the party renamed?, Ukrayinska Pravda (February 12, 2010)
- ^ "Hrytsenko joins the fight for the presidency". URA-Inform (in Russian). May 28, 2009. Retrieved 2009-06-15.
- ^ (Ukrainian) ЦВК оприлюднила офіційні результати 1-го туру виборів, Gazeta.ua (January 25, 2010)
- ^ Tymoshenko's Looming Defeat: How Did She Make It Inevitable?, Serhiy Kudelia (January 29, 2010)
- ^ (Ukrainian) Results of the elections, preliminary data, on interactive maps by Ukrayinska Pravda (November 8, 2010)
- ^ (Ukrainian) Список депутатів нової Верховної Ради, Ukrayinska Pravda (11 November 2012)
- ^ They Call Themselves the Opposition, The Ukrainian Week (31 August 2012)
- ^ a b Hrytsenko refused to sign statement of opposition Archived January 16, 2014, on Wayback Machine., UNIAN (13.11.2012)
- ^ Batkivschyna demands Hrytsenko resign as MP, Interfax-Ukraine (18 June 2013)
- ^ Hrytsenko agrees to abandon parliamentary seat, Ukrainian Television and Radio (18 June 2013)
- ^ MP Hrytsenko leaving Batkivschyna faction, Interfax-Ukraine ( January 2014)
- ^ Batkivschyna faction leader expects Hrytsenko to resign from parliament, Interfax-Ukraine (14 January 2014)
- ^ Hrytsenko resigns from parliament, Interfax-Ukraine (17 January 2014)
- ^ "Порошенко тотально лідирує в електоральних симпатіях українців, Тігіпко трохи випереджає Тимошенко - опитування GFK" (in Ukrainian). Finance.ua. 12 May 2014. Retrieved 16 May 2014.
- ^ "Poroshenko wins presidential election with 54.7% of vote - CEC". Radio Ukraine International. 29 May 2014.
(Russian) Results election of Ukrainian president, Телеграф (29 May 2014)
External links[edit]
|Wikimedia Commons has media related to Anatoliy Stepanovych Hrytsenko.
- Biography by Taras Kuzio
- (Ukrainian) Personal web-site
|Political offices
|Preceded by
Oleksandr Kuzmuk
|Minister of Defense
|Succeeded by
Yuriy Yekhanurov
- 1957 births
- Living people
- People from Zvenyhorodka Raion
- Our Ukraine (political party) politicians
- Defence ministers of Ukraine
- Defense Language Institute alumni
- Candidates for President of Ukraine (2010)
- People of the Euromaidan
- Batkivshchyna politicians
- Candidates for President of Ukraine (2014)
- 21st-century Ukrainian politicians


text:
National Highway 66 (India)
|Route information
|1,622 km (1,008 mi)
|Major junctions
|North end:
|Panvel, Maharashtra
NH 48 in Panvel
|South end:
|Kanyakumari, Tamil Nadu
|Maharashtra: 482 km (300 mi)
Goa: 139 km (86 mi)
Karnataka: 280 km (170 mi)
Kerala: 669 km (416 mi)
Tamil Nadu: 56 km (35 mi)
|Panvel - Ratnagiri - Sindhudurg - Panaji - Udupi - Mangalore - Kasaragod - Kannur - Kozhikode - Ponnani - Kochi - Alapuzha - Kollam - Trivandrum - Kanyakumari
|Highway system
National Highway 66, commonly referred to as NH 66 (Erstwhile NH-17), is a busy National Highway in India that runs roughly north–south along the western coast of India, parallel to the Western Ghats. It connects Panvel (a city south of Mumbai) to Kanyakumari, passing through the states of Maharashtra, Goa, Karnataka, Kerala and Tamil Nadu. The highway is undergoing a major overhaul in Karnataka, where the state government has accepted the NHAI's request of international standard, 60-metre-wide national highway with grade separators.[1] The complete stretch from the Goa border (near Karwar) to the Kerala border (near Talapady) is being widened to four lanes, with space to accommodate future expansion to six lanes.[2] There was protests for a narrower stretch from the people who will lose lands, but the Karnataka government has not heeded to the public protests.
But, road widening in other states such as Kerala and Goa has not started and Kerala has requested for a narrower 45 metre stretch in the state. Initially Kerala demanded for a 30-metre-wide highway, but NHAI threatened to stop work in the state and concentrate on the other states. Widening of this highway into a 60-meter wide, 4-lane, international standard highway is in progress in Karnataka and Maharashtra. Maharashtra section of this highway will be converted into a Flexible pavement (Asphalt) road with 4-lane.[3]
Ministry of Road Transport & Highways, Government of India has proposed a Greenfield (i.e., new and parallel) access controlled Expressway Corridor connecting port cities of Mangalore-Karwar-Panaji as part of Indian National Expressway Network.[4] This expressway will be parallel to NH-66 and will be located majorly in Coastal Karnataka. Expressway is expected to be a 6/8 lane access-controlled 3D Right of Way designed Expressway.
It starts at Panvel, at the junction of National Highway 4 (NH 4), and ends at Kanyakumari. NH-66 mainly traverses through the west coast of India, sometimes touching shores of Arabian sea. The NH66 touches the Arabian Sea at Maravanthe in Karnataka, Thalassery, Alappuzha and Kollam in Kerala. It passes through the Indian states of Maharashtra, Goa, Karnataka, Kerala and Tamil Nadu.
The National Highway 66 connects cities and towns of different states as follows: Panvel, Pen, Mahad, Khed, Chiplun, Sangameshwar, Hatkhamba (Ratnagiri), Lanja, Rajapur, Kankavli, Kudal, Sawantwadi, Panaji, Canacona, Margao, Karwar, Kumta, Honnavar, Bhatkal, Kundapura, Udupi, Surathkal, Mangalore, Uppala, Kasaragod, Taliparambu, Kannur, Thalassery, Vatakara, Kozhikode, Tirurangadi, Kottakkal, Valanchery, Ponnani, Chavakkad, Kodungallur, North Paravur, Kochi, Alappuzha, Kollam, Thiruvananthapuram, Kanyakumari.
Road condition[edit]
The NHAI has got approval to upgrade complete stretch of highway from start to end to 4-lane highway, which will be 60 metres and grade separated. Out of four states through which highway goes through Karnataka and Maharashtra have got approval from centre for the 60 metre wide highway. Kerala and Goa have requested for narrower width of 45 metres and there is protest against the highway widening in these states.[5][6] NHAI feels the Kerala state government was lethargic in acquiring land. The four-laning of NH-66(Mumbai- Kanyakumari) has been completed till Thalapadi in Karnataka-Kerala border and only its stretch in Kerala is pending. NHAI does not have any immediate plan to widen this highway in Kerala and closed its Kozhikode office, though NH-66 has one of the highest vehicle density compared to sections of the highway in other states.
Tunnels will be constructed in the stretches where the road goes through forest or ghat section. As forest department does not allow land acquisition for road widening purposes, tunnels which can accommodate 4-lane expressways are proposed, in such stretches of the road in NH-66.[7] One of the such proposal is Maharashtra government's proposal of 1.4 kilometre tunnel at the Karnala bird sanctuary.
Currently, the road is comparatively narrow and without dividers for most part. Lack of dividers has led to increased incidence of head-on collisions between vehicles. At some places, signboards indicating left or right turns, speed-breakers, etc. are either damaged or missing. In addition to its narrow span, there are no guard railings along the sides of the highway. The sides of the road are at times at a lower level compared to the road.[8] Due to heavy human settlement around the highway and narrow span, the average speed on this highway is far lesser than compared to what can be attained on comparatively better highways such as NH3, NH4 or NH8. One can find carcasses of animals on the road, indicating the risk on inattentive animals coming in your way. Two-wheeler vehicles must take a special note of this. The road surface is uneven at certain stretches not just in rainy seasons, but even at other times.
At certain places in Karnataka, the surface is so badly damaged that the iron rods underneath are exposed. Presently, the work on widening this highway has been undertaken at certain stretches. Due to narrow span and lack of dividers, there are no separate lanes for oncoming traffic, driving and passing(over-taking). As a result, overtaking or passing is quite rampant. At times, motorists attempt over-taking even on curves where the oncoming traffic cannot be seen. Other motorists are advised to be on the look-out for such oncoming vehicles.
On 19 March 2013 a bus carrying over 50 persons fell off a bridge close to a river in Khed area of Ratnagiri district. 37 people lost their lives in the incident.
The highway in the state of Karnataka is being upgraded to 60-metre-wide grade separated highway, in which vehicles can travel at speed of 100 km per hour. It is a major overhaul, in which certain bridges are being constructed as 6-lane bridges for smooth movement of traffic. The widening work is going on in the complete stretch from the Goa border to the Kerala border. The stretch between Suratkal (NITK) to Kankanady cross (Mahavir Circle) has been already converted to four lane.[9] The four lane between Surathkal and Coondaapur is under progress.[10]
Prior to building of National Highway 66 (NH 66) then known as National Highway 17 ( NH17 ) in the 1960s and 1970s, ships and steamers running between Mumbai and Mangalore calling at different ports were only means of transport along the west coast of India adjoining the Arabian sea. These ship services was abandoned later. The NH 66 connects the interior parts of coastal regions with rest of the country. The NH 66 connects the major sea ports of West India, Mumbai, JNPT at Nhava Sheva, Mormugao (MPT), New Mangalore (NMPT), International Container Transshipment Terminal, Kochi & Ratnagiri Port and other important ports like beypore port, Kollam Port and Vizhinjam Port
Hence this National Highway 66 allows for movement of goods by trucks (lorries) from hinterland to major sea ports of India. The trade and commerce in the region has increased due to expansion of markets for agricultural and sea food produced in the region connected by this highway. The formation of NH 66 has led to development of tourism in the region connected by this highway. Goa state is classic example of this development. Many industries have been set up along National Highway 66 taking advantage of connectivity and proximity to sea ports on Arabian sea. The highway was the only source of connection between areas in the coastal districts, until the Konkan Railway was opened in 1998, between Mumbai and Mangalore.
Major cities and places on the highway[edit]
Maharashtra state[edit]
|Bharana Naka
|Aravli (Kondivre)
Goa state[edit]
Karnataka state[edit]
Uttara Kannada District
Dakshina Kannada (Udupi and Mangalore District)
Kerala state[edit]
Tamilnadu state[edit]
Lifestyle along NH 66[edit]
The NH 66 passes through hills, forests, rivers, rivulets, and streams, generally flowing westwards towards Arabian sea. Most of region has typical scene like coconut trees dotted all along with paddy fields and arecanut gardens. The road is uneven, bumps, curves, steep rises and narrow paths in between hillocks are found all over this highway. As this region experiences heavy rainfall, potholes are present occasionally.
Even though language spoken varies along the highway, food of the people along the NH 66 has some common ingredients like Coconut, Chilli, Pepper, Coconut oil, Fish etc. The region has higher literacy rate as compared to other regions of India.[citation needed] The building of National Highway 66 has led to rapid development of towns and cities along the highway.[citation needed]
Parallel Access Controlled Expressway[edit]
This highway is expected lose importance in Coastal Karnataka as Ministry of Road Transport & Highways, Government of India has proposed a Greenfield (i.e., new and parallel) access controlled Expressway Corridor connecting port cities of Mangalore-Karwar-Panaji.[4][11] This highway-expressway combination can be compared to the Mumbai-Pune Highway-Expressway combination. Two-wheeler, three-wheeler and local traffic will use the 4-lane highway (without access control and designed for slower traffic), where as truck, bus and four-wheeler will zoom at the maximum speed on the access-controlled 3D Right of Way designed 6/8-lane expressway. (3D right of way concept means adding the space (height) element to the usual length and breadth dimensions involved in road construction).
Popular Culture[edit]
• A road trip along the highway was made popular by the Bollywood film Dil Chahta Hai
See also[edit]
- ^ "Plan to widen National Highway 17 opposed". The Hindu. Chennai, India. 2010-03-19.
- ^ Kamila, Raviprasad (2011-05-24). "20-km road widening completed between Kundapur and Surathkal". The Hindu. Chennai, India.
- ^ "All new national highways to be made of concrete: Nitin Gadkari". timesofindia-economictimes.
- ^ a b "Five new expressways to come up in State". Deccan Herald.
- ^ http://www.indianurbaninfrastructure.com/?p=17349
- ^ "Widening of state's killer highway awaits Centre's nod since 2009 - The Times of India". The Times Of India.
- ^ "Mumbai-Goa National Highway may get a tunnel". dna. 8 April 2011.
- ^ "Travelers forsake risky Goa road". www.timesofindia.indiatimes.com. Retrieved 2012-08-03.
- ^ "BC Road- Suratkal four laning to be completed by June". www.mangalorean.com. Retrieved 2012-08-03.
- ^ "Restrict four lane widening to 45 metres". www.deccanherald.com. Retrieved 2012-08-03.
- ^ "New approach mooted for infrastructure projects". The Hindu. Chennai, India. 2012-02-03.
- ^ "Mumbai To Goa Road Trip By Car | Distance, Directions & More". Holidify. 2015-10-16. Retrieved 2016-06-11.
External links[edit]
|Wikimedia Commons has media related to NH 66 (India).


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60 reviews | 4.2 out of 5
I give this 4 stars because it's kind of pricey. And since this is the newest model, it's difficult to find the VUE packs!! They are totally different from the K cups. Walmart doesn't have the VUE packs online for me to order coffee and now I'm stuck having to go to Macy's and they are $18.00 for a box of 16 cups compared to $11!
I have never owned a Keurig before the VUE. This is my first Keurig. I just thought the price was ridiculous for a coffee pot that brews 1 cup?? I didn't get it. Then one night I happen to see an infomercial and they talked about how this thing makes ICED COFFEE, HOT COFFEE, BREWED ICED TEA, HOT TEA, HOT COCOA, CHAI LATTEs!!! That is EVERYTHING I drink and ONLY DRINK! Then you can set your own temperature...to really hot...set your preference on your coffee..STRONG OR NOT! And then you can choose up to 18oz (travel size mug) if you're on the go, or if you just happen to drink a whole lot of coffee! You can set if you want 4 oz, 10, 12, 14, 16, 18...This Model just seemed endless!!! Clean up is EASY! NO MESS!!! No more having to go to Fancy coffee shops and spend $5 on 1 cup of Iced Coffee!!
I LOVE LOVE LOVE MY KEURIG VUE!!! (just remember though, K cups are different from Vue packs!)
The VUE 700 has probably been the worst disappointment in my purchasing history at Walmart! The advertising hype for this product was over the top but in reality it was a very bad purchase/product and I would return it in a heartbeat if the original pkging had not been thrown out with the rest of the Christmas morning wrappings. (it was a gift for my wife) First of all Walmart does not sell any of the Vcup coffee or accessories, and when you can find it the selection is very poor. There is coffee grounds in almost every brewed cup and the highest temperature setting is not very hot. Less in fact than many of the K series. I think Walmart recognized the low quality of this line immediately and discontinued it all together but this doesn't help those of us who purchased it in good faith thinking it would be as advertised and that coffee and accessories would be readily available. I wish I would have looked beyond the promotion of this coffee maker and found some accurate reviews. Live and learn!
Have had this for more than a year.
It's surprising the comments made here. One reviewer claims a pot of coffee tastes better than using a Vue cup. Really? What's the difference - both are made from ground coffee and hot water?
Some say Keurig will discontinue this. My experience is that Vue cups are becoming more common. Look on eBay. Look in your grocery store. Wal-Mart has them. But the best deal I've found is on Keurig's website. Join their group and you will be able to buy the cups at the best price I've been able to find. And their variety is extensive - 64 at last count. Look there and see the selection. In addition the your member discount, they have frequent deals that are even better, and usually offer free (and very fast) shipping. Most of what I've bought is just a bit more than 50 cents per cup. Not bad considering the convenience.
I bought a platinum and platinum plus trying to convince myself to be happy with a regular K cup that I can get everywhere.. But I could just not get over how much better everything tastes with the Vue!! Not only that it just seems better made, I love the design! I love that I can brew bigger cups, for my husband who takes a travel mug every morning, the coffee tastes great, the machine doesn't seem cheaply made. I was so thrilled today when I went into walmart and they were selling this machine and the vue packs!!keep it up walmart! We want the vue coffee!!
Easy set-up, quick start, fast dispensing. Very versatile in beverage sizes and convenient for the on-the-go person. Don't have time to stop at Starbucks? Why bother with this Keurig, bring Starbucks to you! I love this and would order it again as a gift for a friend, family member or co-worker/Wedding. I think it gives me my investment & more. Love the variety of coffees, teas and hot chocolate or apple cider beverages. One problem, the beverages purchased separately may take a chink out of your budget. Safety is a key factor around young kids & children. Water can be 192 degrees or hotter. If you're on a sodium-restricted diet, plan carefully which drinks you'll use. Because these contain quite an unusual amount of sodium. But the Keurig is it!
I tried a few of the Keurig coffee pots and the coffee was weak to me. Then I saw it on the tv and the new updates. Can make the coffee stronger. Can make 4oz up to 18oz. Can change the heat tempature. So, I tried it and I love my Keurig Vue. Would not buy one of the other Keurigs.
I can make hot water and pour it over my noodles. Make my own hot teas or hot chocolate. I do like the different kinds of coffees to buy. My family likes to make a cup of hot tea - 12 to 14oz and then pour it over a cup of ice and sweeten to taste.
Since it is newer the Vue coffees, teas and hot chocolates are a little harder to find. Kohls and Meijers carry them. Just keep asking your Walmart and soon we will have them there too.
I opted to order it off of the infomercial because they break the price down into 5 monthly payments and you get sample capsules,iced coffee cup,stainless spill proof travel mug and a water filter kit with it. This machine is absolutely amazing. Loaded with features and very easy to set up and use. Far better than the k cup brewer. If you enjoy stronger flavored coffee this one is for you. The ability to choose the brewing strength and temperature was a big selling point for me. The only downfall at the moment would be the fact you are somewhat limited as to what coffee and tea are available at the moment. Not as many flavor choices as the k cup. With time this will change. Overall I love it and would buy another one in a heartbeat.
The Vue 700 is in my opion one of the best coffee makers that I ever owned,although I am having a bit of trouble finding the Vue k cups but I am confident that Wal-Mart will have these Vue cups within a reasonable time. What I like about the Vue 700 it is easy to operate, the reservoir is a snap to take out and easily returned in its place. The ease of selecting the different beverage type & size, selecting the different brewing temperatures, and it even lets you know when the reservoir needs water. I would like to say that I am very very happy with the Vue 700.
I love this machine... Now that it is just me in the house I bought this Keurig and it was a good treat for myself. Not only do I love the coffee's but the ice teas are good and I really enjoy the Sleeply Time Tea. What a perfect gift to myself.
This machine would be the ultimate purchase if it weren't for the more expensive Vue cups. But the k cups are way too weak, so you have to make a decision. Weak and cheaper, or stong and a little more expensive. I choose strong!
I bought this because I brew a 16 oz. travel mug every day and I got tired of waiting for my old 4-cup coffee maker to perk & brew -OR- got tired of waiting for my wife & daughter to get done brewing their favorite flavors. I chose the V700 because of it's ability to brew up to 18 oz. mugs, ability to raise or lower the water temperature, the large capacity water reservoir, and the color touch screen. This unit heats up FAST (1-2 min), brews quickly (16 oz. in 1-2 min), puts out HOT coffee (187^F to 197^F settings), has a regular/strong coffee strength setting, and using the Solo V2 Gold Cup is quick & easy to use "mass market" standard grind coffee.
We are enjoying the free 10 flavor pack of VUE cups that comes with the machine. NOTE THAT K CUPS WILL NOT FIT - UNLESS you purchase the Solo V2 Gold Cup! I am looking forward to trying some of the "dual cup" espresso mixes to see how the frothing packets work, as well as the iced coffee settings this summer.
One hint - I like dry non-dairy flavored creamer in my coffee. Before, I would ad it to the empty mug, pour half a mug of coffee, stir, and then fill the cup the rest of the way. With the V700 I tried adding the dry powder first, then brewing; and also adding the dry powder after brewing was complete. Because the 16 oz.. setting fills my mug "to da max", I was making a hot mess stirring a full mug. My solution is to brew 8 oz. of coffee, stir my powder, open & close the machine to reset (keeping the same grounds), then brew an additional 8 oz. The mug reaches the same 16 oz. level of capacity, and I get my powder dissolved with no mess! The output capacities available are 4, 6, 8, 10, 12, 14, 16, & 18 oz. so just about any size mug could be split-filled if desired.
Negatives? 1. Even with the removable drip tray removed, my 7.5" tall Starbucks mug wouldn't fit underneath the spout. I've got the unit set up 3/4" on some oak pieces, and am working on making some type of more permanent attractive base. 2. The water reservoir can drip a little out the lid if it sloshes when you are putting it back onto the unit. 3. The unit stops and signals for a water refill when IMHO there is still quite a bit of water remaining in the tank. 4. Our Wal-Mart only carries one flavor of VUE cups. There aren't any "mass market" coffees available (YET!) in the VUE cups, but there is a large selection of quality products available at Keurig.com. 5. The color touch screen is recessed, so beneath overhead cabinets I have to keep the unit further out from the wall than preferred to be able to see the full display area.
I have had this for aprox. 2 weeks and it's already malfunctioning. It keeps saying add water even when it is full. Yes I have tried turning it off and back on and I made sure the water tank was put on correctly but is just keeps saying the same thing. What is suppose to take us 2 min to make a coffee, takes us half an hour to make the thing work. Luckily, I got the 3 yr warranty for it From Walmart. It makes very good coffee and is easy to use whenever it does work.
I didn't think this machine would be this good, well pleased
Make a mean cup of coffee..... Love it since there is no mess and makes just the right amount of coffee...... Love it!
First the good, the vue makes a fantastic cup of coffee, actually way better than the k cup, its a lot stronger than k cup, also has some cool features, temp control and lots of different brew sizes.
anyway to the bad.... Vue coffee pods are not easy to find and rumor has it that the vue has not caught on and is being discontinued and Keurig are bringing out a new k cup machine 2.0
I did find out that with an adapter you can use k cups with the vue, but had I known I would never purchased this machine.
Not pleased with this product OR their customer service. I called keurig because brewer prompted me to add more water while reservoir was still half full. 1st call, lady didn't have much knowledge but she 'thought' that was 'normal'. I thought I'd give another try using different water. Still unsatisfied I called again. 2nd call, man says 'they give an optical illusion that it's half full but it's really not'. By this point I just wanted a new brewer sent to me & I'd return the old. Man reluctantly agrees to ship with return label for brew head being sent to my email. Replacement was worse than the old. There was no shipping label to return. 3rd call, lady says it's their policy NOT to pay shipping unless the entire brewer is being sent back.(which I was more than happy to do)She emailed me a coupon for free coffee (but I have to pay shipping)To sum it up-2 out of 3 customer service people treated me as though I was ignorant, I have to pay shipping to return defective part as proof of ownership on a brewer I had less than a month as proof of ownership. Very frustrating!
I bought my Vue when they first came out, at first I was disappointed about the kups being different, but now they are carrying them at more places. I love my Vue because of all the added options it has!!!! especially since I can make a full travel mug on the go!!
I bought this for my husband for Christmas because he loves his coffee, and he absolutely loves this Keurig. This is our first, but it is user friendly, quick, and efficient and the coffee clearly tastes much better than what we have been used to. I also bought some different varieties of coffee/lattes, etc., but haven't had a chance to sample all yet. I also recommend the Solofill V2 for VUE that allows you to use your own bagged coffee.
I was given the Vue for Christmas. It was a major hit and is great! It's very useful for people who only have one person in the home who drinks coffee. The setting are very simple and easy to use.
I prefer the Kuerig Vue to the Kuerig K-Cup system. I have both systems (long story) but love using my Vue. The Vue cups keep the Vue system cleaner. I'm constantly cleaning my K-Cup system of coffee grinds if coffee is brewed in it. So now, it's just used to brew tea. Only reason I keep the K-Cup system is because my favorite tea is not made for the Vue system yet (only downfall so far).
Vue System perks: can choose brew strength, temp, drink sizes from 4 oz - 18 oz, and the Vue cups are cleaner (no coffee grinds to clean up)
Vue System flaws: it takes a few minutes to brew anything over 12 oz, the tank could be larger (if you brew two 14 oz cups, you need to refill), not all of my favorite beverages are offered in the Vue cup yet.


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This analysis of the inflationary factors in our economy argues that certain wage-setting institutions have exerted an independent upward pressure on costs and prices in the postwar period.
- Copyright The Regents of the University of California, 1960
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Trash And Burn: NOMO Tear It Up at Bottom Of The Hill
Space-age bachelor-pad theremins and fuzzed-out riffage meet going-places-fast brass and West African twang? You get that and 'mo when it comes to NOMO, performing Tuesday, Feb. 2, at Bottom of the Hill.
Hot only begins to describe the Michigan combo. With its latest full-length, Invisible Cities (Ubiquity), the nine-piece took it to a new imaginary interzone between Africa and America, global dance music and ascendant jazz. It all happens under the leadership of Elliot Bergman, who has a knack for turning musical trash into treasures. For Invisible Cities, Bergman gathered a slew of street sweeper tines outside the studio the group was working at -- UFO Factory in Detroit -- and with the donation of hardwood scraps from a local lumber mill, made the electric kalimbas that are used on the disc (apparently you too can score one of Bergman's newly made electric kalimbas via the Ubiquity site).
Reuse, recycling, and re-appropriation are key to Invisible Cities, which also finds its road map in the Italo Calvino book of the same name. This is a world -- and world music -- reimagined: new realms boosted by rippling, baroque sax lines and an inexorable groove; new reconfigurations -- among, say, the bamboo flutes that dart among those kalimbas on "Crescent" -- and new ways to rework, for instance, Moondog (old fire extinguishers are given the steel drum treatment in "Bumbo"). NOMO are finding a wondrous spot, worthy of exploration, in the sonic junkyard exploited by such musical visionaries as Tom Waits and Sparklehorse's Mark Linkous, so let the party begin among the ruins.
NOMO play Tuesday, Feb. 2, 9:30 p.m., at Bottom of the Hill, 1233 17th St., SF. Actors open. $10-$12. (415) 621-4455.


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London, Oct 29 (UNI) Former British Prime Minister Tony Blair failed to stand up to US President George Bush over the invasion of Iraq, a political biography of the Labour leader claimed.
''In the end Blair would always support the President (Bush).
I found this very surprising. I never really understood why Blair seemed to be in such harmony with Bush,'' the book -- Blair Unbound -- quoted former US Secretary of State Colin Powell as saying.
''I thought, well, the Brits haven't been attacked on 9/11.
How did he reach the point that he sees Saddam as such a threat? Jack (Straw) and I would get him all pumped up about an issue.
And he'd be ready to say, 'Look here, George'. But as soon as he saw the President he would lose all his steam,'' he added.
The book by political biographer Anthony Seldon claims that at one point former British Foreign Secretary Jack Straw even flew to the US ''by Concorde'' to hold secret talks with his American ally.
In published excerpts from the book, Dr Seldon also disclosed that two of Mr Blair's most senior Downing Street advisers -- Sir David Manning and Baroness Sally Morgan -- had argued against the war, the Independent reported.
According to the book, Mr Blair resolved to write to Mr Bush in 2002 to spell out his fears that the momentum for war was growing too fast in America. But he ''faltered and pulled his punches'' and in effect told the president: ''You know, George, whatever you decide to do, I'll be with you.'' The book also claims Mr Straw was sidelined before the war and removed afterwards for not giving enough support to Mr Blair.
Dr Seldon writes that the former prime minister had ''private doubts'' about the strategy, but ''as ever, Blair refrained from expressing his frustration in public'' even towards the end of his days in Downing Street.


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