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UK Dating
I met a man on here in feb and we had been seeing each other but things got too serious too quickly so we seperated... more..
Other UK Dating Group Sites
Alex Reid and Nicola T enjoy dinner datePosted on: June 2, 2011 16:50:27
Lonely hearts looking to find love using online dating websites could be curious to hear the latest revelations in Alex Reid's personal life.
The former cage fighter was photographed by the Sun on a dinner date with Page 3 girl Nicola T last night (June 1st).
Spotted strolling through London after a meal at swanky restaurant Nobu, the pair laughed and joked as they were caught by the paparazzi.
Although the pair are both in relationships, the chemistry was undeniable between the fellow Celebrity Big Brother contestants.
Reid, who won the show, is currently dating TV personality Chantelle Houghton, who also appeared on a different series of the Channel 4 reality show.
He was previously married to former glamour model Katie Price for 11 months until their divorce earlier this year.
Price is now in a relationship with Argentinean model Leandro Penna, whom she met at Elton John's Academy Awards party in February.
Nicola T, real name Nicola Tappenden, has a two-year-old daughter with her current fiance, footballer Simon Walton.
Tired of being lonely hearts? Try online dating!
Related Online Dating News
Hong Kong Phil boss "dreams of working with Jackie Chan"Posted on: April 17, 2014 16:26:26
The musical director of one of Asia rsquo s most well-known orchestras dreams of bringing in some unorthodox talent to perform with his musicians Speaking to the South China Morning...
(read more)
Lee Ryan and Casey Batchelor steam up the CBB housePosted on: January 6, 2014 17:25:01
They may have been shackled together when they entered the house but Lee Ryan and Casey Batchelor have done anything but drift apart since they were set free In fact...
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The online dating racePosted on: January 6, 2014 16:22:05
New research has revealed how likely single people are to get a message from an online dating site throughout According to MailOnline age matters more to men than women as...
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Sweethearts get engaged after failures on reality TVPosted on: January 3, 2014 19:02:42
When Danielle Cornwall-Nash appeared on ITV s prime time dating show Take Me Out last year she hoped that she would find a new partner and maybe even a new...
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News, Interviews, Live Streams, Upcoming Events, Tweets..
Thursday, September 8, 2016
Donald Trump Delivers Remarks in Cleveland, OH - Sep 8, 2016
6 comments:
- AnonymousSeptember 8, 2016 at 8:12 PM
"We have a failed political system that rewards politicians for how many donors they have, or how many journalists they know, not how many Americans they help to live better and more prosperous lives...that's how they get rewarded...but the failures of the past are about to end..on November 8. Get out and vote" DJT in Cleveland todayReplyDelete
- AnonymousSeptember 8, 2016 at 10:26 PM
CNN is so against Donald Trump every show has twisted fact's and who cares what he said and didn't say. He was a private businessman who really did not know lots about the different US military conflicts. I guess it is okay for Hillary Clinton to use her power to make money for herself and her foundation. Oh and lets not forget she has been in politics for over 30 years. So who is to say how much money she has made personally through her government connections. It is really amazing that CNN does not dig into these matters more. But I know the reason their is a lot to find out about that they do not want to uncover because that would hurt their GIRL.ReplyDelete
- AnonymousSeptember 9, 2016 at 2:11 AM
The Forum. The audience applauded and cheered loudly for Hillary when she entered the room. Was the audience stacked? Also Matt let her run with the ball and give several long rehearsed statements. Matt had no problem interrupting Trump, but let Hillary ramble on.ReplyDelete
Trump did good and won the night. Vote Trump - The People's President!!!!
- AnonymousSeptember 9, 2016 at 9:27 PM
At least one Clinton insider will testify in a court of law against Hillary. Joint FBI/US Atty of So Dist of NY Preet Bharara leading probe in Little Rock, Ark and Wash DC The charge is supported by number of emails recently released by Judicial Watch re pay for Clinton Ftdn pay for play while Hillary was Sec of StateReplyDelete
Rev of FBI Dir J Comey history and relationship shows he is deeply entrenched in the Big Money cronyism culture of Wash DC Millions of dollars that Comey accepted from Clinton Ftdn His brother Peter works at the law firm that does the Clinton Ftdn taxesReplyDelete

subset: commoncrawl


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September 11
September 10, 2010 by USA Post
September 11, Glenn Beck said he will donate his speaking fees on behalf of a rally faces former Republican governor of Alaska Sarah Palin on the anniversary of the attacks of 11 terrorists.
Beck and Palin had received criticism over the planned meeting in Anchorage, Alaska, where tickets start at $ 65 and run as high and 200 for a VIP package which offers an opportunity to meet the stars of the tea party.
"Glenn had always intended to donate the amount of talk about the event on Saturday, September 11 in Alaska to Special Operations Warrior Foundation. Gov. Palin is not and will never receive a fee for the introduction of Glenn at this event "said a spokesman for Beck POLITICAL.
Neither Beck nor Palin had previously said he would not take a charge for the event. Both have millions of dollars in the last year for giving paid speeches.
Palin supporters encouraged to purchase tickets for the event at the Dena'ina Center on your Facebook page Wednesday, which are being sold through Ticketmaster and will offer attendees the option of sitting in a section "dry" or " wet section ", where alcohol is sold to over 21 years.
In his post on Facebook, Palin insisted there would be "the best way to commemorate the 9 / 11 that join the patriots who never forget."
Please feel free to send if you have any questions regarding this post , you can contact on
Disclaimer: The views expressed on this site are that of the authors and not necessarily that of U.S.S.POST.


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1955 - "SQUAW" SEPARATES DRESS: TIERED SKIRT Gay as a patio fiesta; a triple tiered skirt you team with a trio of peppy blouses. (A) Below-elbow sleeved blouse to match top skirt tier. (B) Contrast blouse. (C) Scoop necked, shoulder capping blouse skirt to match.
Featured in Butterick Pattern Book, Spring 1955
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Add a photo to the gallery by clicking the "modify" button below.
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Ai Kurosawa in My Girlfriend
I like this video I don't like this video
65% (192 votes)
Duration: 129min 46sec Views: 57 252 Submitted: 2 years ago Submitted by:
Description: Ai Kurosawa still has a large fan following after all these years. This large breast actress has always been one of the well known AV idols in Japan, and is considered the dream girl of many Japanese men. Here is her video titled My Girlfriend where she is your live in girlfriend. Spend your day and night with Ai Kurosawa as she hangs our at your place for some intimate girlfriend sex. We though this video really did a good job in showing what life would be like if you were her boyfriend and we found Ai Kurosawa's day clothes really sexy.
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Finally, however, Duke had a suitable answer to all the X-mania.
Simple it was, but nonetheless emphatic.
X this!
Presto. Everything that was supposed to go the Blue Devils' way finally began to do so, and they now find themselves in the Final Four for the 14th time in school history, the 10th since Mike Krzyzewski became coach.
The 66-63 victory means Duke (31-5) next faces Connecticut as the tournament's lone remaining No. 1 seed. It also puts Krzyzewski in position to become the winningest coach in tournament history. Two wins would put him at 66, one ahead of retired North Carolina coach Dean Smith. (Related item: Box score)
But for Xavier (26-11), the unforeseen dreamy days of March that followed a 10-9 start wound up a win short of what already was the best season in program history.
"We left our hearts out there," third-year coach Thad Matta said softly.
Added senior guard Lionel Chalmers: "Credit Duke. They stuck with it and never let up, and it came down to the last couple of possessions."
Duke went ahead to stay on a tiebreaking three-pointer from the top of the key by J.J. Redick with 2:54 remaining and pushed its bulge to 61-56 less than a minute later when Luol Deng came up with what Krzyzewski called a "Battier-like tip" off a miss by Chris Duhon.
From there, the Blue Devils made five of six free throws, the Musketeers missed a couple of three-pointers and Duke thus joined fellow Atlantic Coast Conference member Georgia Tech in the Final Four. That's the second two-fer for the ACC since Duke and Maryland advanced in 2001, with Duke winning the national championship.
But for players such as sophomore Shelden Williams and junior Daniel Ewing, it's the first shot.
Finally they get to taste the real flavor of Duke basketball instead of that bitter mouthful of the previous two seasons.
"If you're playing college basketball, your dream is going to the Final Four," Williams said. "When you go to bed at night, you have the same dream over and over."
At it was, Xavier suffered its third-worst nightmare with 12:23 left when 6-9 senior center Anthony Myles picked up his fourth and fifth fouls in six seconds.
Absent losing Chalmers or senior swingman Romain Sato, that was a huge blow to the Musketeers' cause, given the trouble he had been causing the Blue Devils with his mass and muscle.
Matta wanted to pull Myles after the fourth foul but was unable to do so because Duke quickly put the ball in play.
"I thought somebody was going to be (at the scorer's table)," Myles said, "but I looked over and there was nobody there. Then the play started, and I did my best not to get my fifth foul, but he called it anyway."
Redick missed a quick shot from outside but Myles pushed off on the rebound, much to the hoots of the Duke student section.
Chalmers immediately knew the dynamic of the game had changed.
"We didn't expect it to happen so early," he said. "Maybe if he's in the game, we get that rebound or that stop that we need, but you never know."
Myles exited with 10 rebounds and 16 points.
Chalmers wound up with a team-high 17 points, but Sato was held to 10 on 2-for-10 shooting, including 0-for-3 on three-pointers.
Deng, meanwhile, was the savior for Duke with his pivotal tip and every one of his 19 points.
All that from a freshman, no less.
Or is he?
"Luol," Ewing said, "is not a freshman anymore."
From senior Duke guard Duhon: "The tip-in basket he had was one of the greatest plays that we have had all year."
And Duhon's back to the Final Four.
But he indicated that this time it would be all the sweeter.
"This is a very special team, and we have been through a lot this year," he said.
"This is probably my favorite team since I have been at Duke."


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Lean New Product Introduction: a UK Aerospace Perspective. Glenn Parry, Andrew Graves and Mike James-Moore
- Todd Parsons
- 2 years ago
- Views:
1 Lean New Product Introduction: a UK Aerospace Perspective Glenn Parry, Andrew Graves and Mike James-Moore University of Bath School of Management Working Paper Series This working paper is produced for discussion purposes only. The papers are expected to be published in due course, in revised form and should not be quoted without the author s permission.
2 University of Bath School of Management Working Paper Series School of Management Claverton Down Bath BA2 7AY United Kingdom Tel: Fax: Ana Lozano-Vivas & Fotios Pasiouras G.C. Parry, M. James-Moore, A.P. Graves and O. Altinok Glenn Parry, Andrew Graves & Mike James-Moore 2008 The impact of non-traditional activities on the estimation of bank efficiency: international evidence Legal aspects of electronic signatures Lean New Product Introduction: a UK Aerospace Perspective
3 Lean New Product Introduction: a UK Aerospace Perspective GLENN PARRY*, ANDREW GRAVES, MIKE JAMES-MOORE School of Management, University of Bath, Bath BA2 7AY Warwick Manufacturing Group, University of Warwick, Coventry, CV4 7AL *Corresponding author. Abstract Purpose Lean thinking has revolutionised the approach to manufacturing and there are indications that it can do the same for New Product Introduction [NPI] processes. This paper explores the question Is the application of Lean principles to NPI sufficient for best/good practice and has this been proven by the work of the UK Lean Aerospace Initiative [UK LAI]? Focussing on the eight years of research into Lean and NPI in UK aerospace by researchers of the UK LAI the work also looks more broadly and asks if the application of the Lean principles to NPI is sufficient for good/leading practice? Methodology / Approach A case-based methodology is chosen by considering the form of research questions and the exploratory nature of the investigation (Yin, 2003). Primary data was collected from industry and forty four UK based aerospace companies have 1
4 contributed towards the research over the eight years of the research programme of the UK LAI. Findings The examination of the case study material from the research has revealed that many practices for achieving good/leading practice do not derive from the Lean principles. This study has however demonstrated that Lean is necessary but not sufficient for achieving good/leading practice. It concludes that lean thinking is necessary for the effective implementation of NPI processes, in particular in the role of coordinating at a high level the existing change initiatives. Originality The work is able to present a unique overview of a long running research programme, focused on UK aerospace, but with findings broadly applicable to other sectors. Keywords: Lean, New Product Introduction, Business Process 2
5 Lean New Product Introduction: a UK Aerospace Perspective Introduction This paper explores the question Is the application of Lean principles to New Product Introduction (NPI) sufficient for good/leading practice and has this been proven by the work of the UK Lean Aerospace Initiative [UK LAI]? Focussing on the eight years of research into Lean and NPI in UK aerospace by researchers of the UK LAI the work also looks more broadly and asks if the application of the Lean principles to NPI is sufficient for good/leading practice? The research area of this study is NPI, which is the set of activities beginning with the perception of a market opportunity and ending in the production, sale, and delivery of a product. (Ulrich and Eppinger, 1995). In this study, it is assumed that New Product Development [NPD] and New Product Introduction [NPI] are the same process. NPI is important for both the customer and for industry. Consumers make greater demands each year. Products are always expected to improve in quality [delivered satisfaction] and to cost less. Also, consumers are eager for new innovative products, with breakthrough technologies, which will appear from time to time to make their life easier and create new needs. All these products have to go through an NPI process to reach their market and in order for the products to reach the market at the right time, at the right price and with the desired characteristics, the NPI process has to be world-class. NPI is one of the main sources of competitive advantage for businesses. In a global survey conducted during 2004 by The Manufacturer (2005), with a sample of 790 executives from midsized and large firms in the US, UK, Germany, Mexico and Brazil, executives were asked where the majority of their growth [market share or revenue] came from, and 3
6 the respondents agreed it was NPI / innovation. In the 1980s McKinsey produced a model that showed in electronics a late entrance to the market by six months can lead to 33% reduction in profits over the product lifecycle whereas a cost overrun of 50% in product development only results in a 3% loss (Gupta and Wilemon, 1990). Similarly KPMG report that in the less technical world of fine china the profit loss for late introduction is 5% compared to a 2% loss caused by a 50% development cost overrun. These findings illustrate time-to-market is an important issue and the only cost effective way to reduce time-to-market is by improving the NPI process. What is more, studies have shown that with a world-class NPI process (Stalk Jr., 1988) companies can achieve reductions in cost and improvements in quality. Lean Thinking After World War II, the management of Toyota needed to invent different manufacturing techniques than the mass production systems that were widespread in the West because of the very limited financial resources of the company and the difficulties of the local market which was small and fragmented with scarce natural and human resources and the limited land available was expensive. Workers unions were also strong. At Toyota, Eiji Toyoda and chief engineer Taiichi Ohno managed to delineate and apply the concept of the Toyota Production System by the 1960s [also called in the West Lean manufacturing (Womack et al., 1990)]. Japanese companies copied this paradigm and the result was that Japan rose to economic eminence in the 1980s. The strengthening Yen damaged Toyota and the other Lean producers in Japan, but not enough to handicap them as they internationalised their production facilities. In the late 1980s the benchmarking study of Womack et al. found that Toyota was superior to the competition on practically every benchmarking exercise that they conducted (Womack and Jones, 1996). The same study argued that Lean 4
7 manufacturing could, and should, be implemented in Western countries. By the 1990s many Western companies were beginning their transition to Lean. In 1996, Womack et al. reported that there had been significant convergence in productivity and quality across the world, showing that Lean was capable of relocation to the very different social milieu of the West (Wells and Rawlinson, 1994) but that Toyota and its suppliers had retained their superiority. Today, The Manufacturing Research Centre (2005) surveyed more than 200 UK manufacturers on their Lean manufacturing activities and concluded that Lean manufacturing has secured its position as an essential factor in UK manufacturing s prosperity. What is more, current world uncertainties including potential supply chain disruptions and economic and monetary factors, were reckoned to have made Lean manufacturing more important than it was a year ago for more than 80 per cent of manufacturers (2005) because of its ability to increase responsiveness. During the last decade Toyota has nearly doubled its revenue and redefined competition in key parts of the automotive business (Shirouzo, 2004). Toyota s profits exceeded those of GM, Ford and Daimler Chrysler combined and the company announced plans for maintaining their position as market share leader until 2010 (Womack and Jones, 1996). In January of 2006 Toyota s market value exceeded $200bn, taking it into the top 10 most valuable companies in the world, worth more than twice as much as General Motors, Ford Motor and DaimlerChrysler combined. The Lean paradigm has proved its supremacy. At Toyota, the transformation of product development processes by multi-project management indirectly implies that one of the limitations of the lean principles is a single-project focus, which can cause wasteful designs and products (Cusumano and Nobeoka, 1998), contradicting the concept of eliminating waste. It is possible to 5
8 criticise Womack et al. for their selective use of data (Wells and Rawlinson, 1994) but above all, there has been criticism about the universal applicability of the Lean paradigm. Womack et al. are short of case studies from service industries and the concept does not seem easy to apply outside manufacturing -apart from retailing- (1996, Womack and Jones, 1994, Womack and Jones, 1996, Womack et al., 1990). Their books are heavily biased towards manufacturing environments (Haque et al., 2000). Another argument against Lean is that it lacks in innovation. An article in the Economist (1996) argued that: Toyota makes a car only when a customer asks for it, and suppliers make parts only when Toyota needs them. And the article continued: No one asked for 3M's Post-it notes or Sony's Walkman; they were created by imaginative designers, and forced on consumers. The same article concluded that Lean may be a superior way to make things, but not to invent them as it has no effect on the process of coming up with new products. The authors have found that these beliefs are quite common in academia and industry. Similar comments are made for Toyota s NPI process: a recent article indicated problems at Toyota in developing the right products resulting, perhaps, from the technical leadership in product development (Bremner and Dawson, 2003). Toyota has become a market share leader globally without needing to be a dramatic innovator (Womack and Jones, 1996). It is true that Toyota has been a glacial follower in the new market segments with highest growth. This strategy has worked and continues to work for Toyota because of their world-class core processes. They are in a situation similar to that of GM, in the period , when Sloan declared that gambles on product technology were not necessary as long as GE could swiftly match the innovations that the competition introduced (Womack and Jones, 1996). Some critique is made of the kaizenphilosophy [continuous improvement]. It is true that many-local-improvements is not 6
9 the way to improve the entire business and this idea has been extensively described in the Theory of Constraints [TOC] by Goldratt (Goldratt, 1997). This critique of lean assumes that Lean equals kaizen and therefore the Lean is flawed, but this overlooks the fact that Lean is much broader than the performance of numerous local improvement activities as it also includes the element kaikaku, or radical improvement. The New Product Introduction Process A business process can be described as a number of interrelated activities needed to accomplish a specific task (Garside, 1998). The fundamental processes that are essential to every manufacturing company to secure long term existence are identified as the following: New Product Introduction, Manufacturing, Support and Supply, Management [planning, execution and control] and Learning the fifth discipline. The importance of the business process has been highlighted by the success of Lean companies, originally in Japan, which replaced the traditional functional view, previously a characteristic of mass-production, with the process view and tried to continually improve their processes. A number of studies have identified the efficient execution of the NPI process, or particular activities within the development process, as critical to the success of the new product. In 1988, Cooper et al. used a framework process taken from a variety of models developed by other authors and discovered that the probability of commercial success is bigger if all the activities of the processmodel are completed (Cooper, 1988). While it may be desirable to have a completely mapped process of NPI, each activity may extend the overall development time and could be unnecessary in some cases. Therefore there is a trade-off to be made between carrying out all the recommended activities in the NPI process, the risk inherent in selecting activities, and the time which the whole process will take. 7
10 It has been argued that the relationship between rates of new product failure and the use of NPI procedures may not be an important contributor to success in high-tech industries (Karakaya and Kobu, 1994), which leaves a question over the application of NPI processes in aerospace. However, the authors believe that process, and hence models, are necessary to embed knowledge and communicate understanding and they require further study. Models of the New Product Introduction Process Models are a useful aid to communication and understanding when studying a process. There are various NPI process models, the most common of which are: Departmental-stage models, Activity-stage models, and Decision-stage models (Saren, 1984). The Departmental-stage models are the oldest and are characterised by the functional, sequential and over the wall approach for NPI. The focus is on the functions [departments] that are responsible to carry out each stage. Product development is a reactive process by its nature (Kennedy, 2003), the design teams naturally react to what is learnt in the previous step. In other words, it is not unusual that the results from one step drive the actions of the next step, which may suggest that this process is appropriate. The literature suggests that these models are outdated and should be discarded. The Activity-stage models of NPI offer a better view of the process since they focus on the activities that are carried out. Activity-stage models and their extension, decision-stage models, are the models that have been most rigorously investigated and used. One of the first examples of activity-stage model was described by Booz, Allen and Hamilton (1968, quoted in (Ehmke and Boehlje, 2005). The Decision-stage models have various names in practice: Phased Project Planning, Gating System, Stage-Gate Systems or Phase-Gate Systems etc. Their 8
11 characteristic is that the process consists of Stages [where the activity takes place] which are always followed by Gates [which are review points with specific input, exit criteria and a go/kill/hold/reiterate decision as output]. The first model was the Phased Project Planning [PPP] model of NASA which is based on a similar US-DoD practice initiated in 1965 (PSU, 2005). This system reduced technical risk, but it made the whole process cumbersome. It worked well for NASA and Cooper emphasised that NASA did manage to put a man on the moon in less than a decade using the system but it wouldn t work for the companies which where influenced by uncertain market conditions (Cooper, 1994). Strangely enough, the solution came again from the US DoD in They commissioned an insightful study which came up with the new popular term of Concurrent Engineering (Dimancescu, 1996). This was what Cooper referred to as Parallel Processing (Cooper, 1988). It is also made obvious that the NPI process is closely related to Project Management. The project leader drives the project from stage to stage, gate to gate (Cooper, 1990). One of the most recognized decision-stage models is the Stage-Gate System developed by Cooper. The main difference from the PPP model is that the Stage-Gate System is multi-functional and consists of parallel activities, carried out by people from different functional areas (Cooper and Kleinschmidt, 1993). Garside described a stage-gate model with formal reviews and overlapping activities, which is applicable to an engineering business. The model is based upon four interconnected stages: product and process design and development; concept validation; process implementation and verification; and manufacturing support (Garside, 1998). Garside defines the starting point of the NPI process just after a Bid; that is after the Opportunity Evaluation Phase [i.e. bid and proposal phase]. It was this model that forms the basis for the UK LAI s NPI process model, described later. 9
12 Lean and New Product Introduction Once a process has been modelled and understood it can be more intelligently changed. Work in an office based process can be divided to creative work and transactional work; the latter can be standardised and the lean principles applied. A study by General Motors has found that the majority of new product introduction work is transactional (Venables, 2004). In their first book Womack et al argue that Lean production vs. mass production requires 1/2 the time to develop new products (Womack et al., 1990). As Haque et al. (2000) reported, there are very few examples of published lean product development research literature from Europe (Haque et al., 2000). When Womack et al. released their book about Lean Thinking in 1996 (Womack and Jones, 1996) the research was very limited in the field of Lean NPI (James-Moore, 1996) with the work of Karlsson being most closely related (Karlsson and Åhlström, 1996). In the following years, the application of manufacturing principles in NPI was covered in seminal books by Reinertsen (Reinertsen, 1997) and Goldratt (Goldratt, 1997). Published at around the same time as the work of Womack et al. gained recognition, the study of Karlsson did not contradict their research (Karlsson and Åhlström, 1996). Some useful interrelated techniques used in Lean NPI were identified and include: supplier involvement [including black box engineering], simultaneous engineering, cross-functional teams, integration of the teams rather than coordination, heavyweight team structure [instead of functional or lightweight], strategic management of the whole project via visions and objectives instead of detailed specifications. The selection of project teams and leaders has a strong influence on the project, particularly when new technology is used (McDonough III and Barczak, 1992). The 10
13 authors understand that Toyota have returned to a more lightweight, functional leadership because of worries around loss of core competence in the functions leading to stagnation of innovation. However, they could not have done this if they had not been through the strong project leader period first, as today the functions realise that adequate resources must be provided when project leaders need them. Karlsson et al. don t overlook the fact Lean NPI cannot be achieved by simply implementing several techniques: A successful move towards lean product development requires approaching these interrelated techniques as elements of a coherent whole. Karlsson et al. make a comparison between lean manufacturing, where removing the buffers can reveal hidden problems and help-provoke their solution, with Lean NPI where, as they claim, if buffers, in terms of time left to deadline, are removed and heavy pressure is put on the project, the results improve. The subject of buffers in NPI has also been discussed by Goldratt (Goldratt, 1997). Buffers of time and buffers of resources and the application the theory of constraints [TOC] in a project environment is presented. Goldratt states that the critical task must be protected by putting just enough buffer before it and only one contingency buffer must be made, calculated to protect the whole project, since all the tasks that constitute the project must be stripped off the exaggerated safety padding. Among the three outputs of NPI, quality, cost and time, many believe that time is the most critical. Goldratt identified the root cause of the delays in time-to-market. First, it is a common belief that the only way to protect the whole project is by protecting the completion date of each step. Second, a margin of safety is put into the estimations of each step mainly because the time estimates are based on pessimistic experience 11
14 [human nature or individual interest] and, the larger the number of management levels involved, the higher the total estimation because each level adds its own margin. The estimators protect their estimations from a global cut. The project will also be delayed through three mechanisms: the student syndrome - if you know the deadline you are subject to procrastination until the last minute; the self-fulfilling prophesy - if you add some more padding in your estimation, just to be safe, the risk of being late will simply remain the same because the task will take the longest possible time; the fact that delays accumulate but advances do not. Reinertsen initially presented an application of manufacturing principles in NPI with an emphasis on tools, rather than rules (Reinertsen, 1997). He gives details on batch size, capacity utilization and queue and information theory and supports the do it, try it, fix it approach to NPI, which by implication means that right first time is of less importance. In 2005, Reinertsen et al. published an article covering issues that are similar to those discussed in the previous work, but this time utilising the term Lean (Reinertsen and Shaeffer, 2005). For managing NPI, Reinertsen (1997) suggests a number of steps that included pay attention to batch size, as discussed by Womack et al. (1990, 1996), the smaller the batch size the better. Reinertsen extended this to NPI by introducing the term DIP [design-in-process] inventory. He explains that it s not uncommon to find phased development systems where 100 percent of work is transferred to the next phase on a single day. Until that day, the work done is waiting, like physical inventory waits in a warehouse. Like the level of WIP [work-inprocess] the level of DIP [design in progress] is a sign of the health of the NPI process. In fact, Reinertsen argues that DIP-costs are much larger than WIP-costs. Reinertsen proposes modularity - the decision to make the product modular or not, is 12
15 complex, and it interacts with organisational structure and NPI process design. According to Murman et al. (Murman et al., 2002) platform and modular designs are commonly used to rationalise work in the aircraft engine sector, a sector that relies heavily on product design, with well defined product family strategies. Reinertsen et al. (2005) question if Lean is applicable to R&D; the same issues are equally applicable to NPI. They note that although there are similarities between manufacturing and R&D, the differences are substantial as manufacturing is a repetitive, sequential, bounded activity that produces physical objects whereas NPI is a non-repetitive, non-sequential, unbounded activity that produces information. Risktaking, good variability, is important for adding value in NPI and unlike manufacturing an NPI process doesn t add value if it does exactly the same thing twice. However, Reinertsen et al. (2005) believe that Lean approaches can still be used in NPI. Because of the differences just mentioned, some Lean approaches might ruin NPI, but others, such as time compression, can produce even greater benefits than they do in manufacturing. NPI at Toyota The traditional product development process consists of iterations on one initial good concept; that is making modifications-improvements in series, until an acceptable design emerges (Ward et al., 1995). This design practice works perfectly with the over the wall NPI process. What is more, it is considered a good practice to freeze the specifications as early as possible, as it is recognised that time to market is critical, though managing quick-response product development is difficult (Gupta and Wilemon, 1990, McDonough III and Barczak, 1992, McDonough III and Spital, 1984, 13
16 Thomke and Fujimoto, 2000). This practice can not guarantee that the best design will be achieved, not to mention the schedule overruns. At Toyota and, following them, across Japan the product development process is very different (Stalk Jr., 1988). They begin by broadly considering sets of possible solutions [in parallel and relatively independently] and gradually narrow the set of possibilities to converge on a final solution, overlapping development problems solving activities and leading to shorter lead times (Clark and Fujimoto, 1989). For this reason, this process has been named Set Based Concurrent Engineering [SBCE] (Sobek et al., 1999). By gradually eliminating weaker solutions, they increase the likelihood of finding the best or better solutions. According to Sobek (article edited in (Fleischer and Liker, 1997)), the distinctive attributes of the Toyota NPI organisation/process that differ from best practice principles include: a matrix organisation with strong functional groups; individual engineers are assigned to functional groups, they are reporting to a functional manager and are called by chief engineers to participate in development teams; design and manufacturing are separate divisions; QFD is rarely used. Instead the chief engineer captures the customer benefits; written communication is preferred to oral; there is not a very structured NPI process. The chief engineer determines a timeline with strict deadlines for each project. The traditional product development process consists of iterations on one initial good concept, that is making modifications-improvements in series, until an acceptable design emerges (Ward et al., 1995). This practice can not guarantee that the best design will be achieved or provide a limitation to schedule overruns. 14
17 An expected Lean NPI process, following the lean principles, would capture the customer requirements [identify value], create one concept that satisfies these requirements and optimization of the value stream so that the product will be delivered to the customer, on demand, in a short lead-time. However, at Toyota, instead, they develop and prototype a wide range of alternative designs of related product components/sub-systems simultaneously. One would think that this is a wasteful practice since it results in lots of information being generated and then discarded. However, this information is considered as knowledge that is recorded and re-used, a value adding waste that adds no direct value to the final product but the knowledge acquired may add value to future products. It seems that at Toyota they have identified that NPI processes need waste to enhance value and not restrain creativity, whilst traditional Lean practice is applied in the appropriate transactional processes, bringing balance to the added waste. The authors support the Toyota view and have coined the phrase right on time, not right first time, as the important measure in the NPI process where time to market is key. The literature therefore would imply that the lean principles as applied in manufacture do not directly benefit NPI and from this it is the author s opinion that a process based on lean thinking may better be called NPI based on the Lean principles or NPI enhanced by the Lean principles. Methodology The research question proposed was Is the application of Lean principles to NPI sufficient for good/leading practice and has this been proven by the work of the UK LAI?. A case-based methodology is chosen by considering the form of research questions and the exploratory nature of the investigation (Yin, 2003). Data collected 15
18 for this research came from two main sources: academic input and industrial input. Academic input included mainly secondary data; a literature review and document analysis of relevant areas. Primary data was collected from the eight years of UK Lean Aerospace Initiative [UK LAI] study (James-Moore et al., 2001), working collaboratively with forty five UK aerospace companies using a combination of working party meetings, workshops, on-site visits and interviews. A working party of UK aerospace industry domain experts was established by the UK LAI to assess the suitability and application of lean beyond manufacturing, to the broader enterprise. A number of structured meetings were held and included a two day residential workshop in 2005 to discuss the status of Lean New Product Introduction, and was attended by twenty eight domain experts from across the aerospace industry, including twelve different organisations from airline operators and OEMs to second tier manufacturers. Following this workshop there was a period of extended consultation as well as follow-up exchanges with representatives from leading aerospace companies. UK Lean Aerospace Initiative - Lean NPI Over the past eight years the UK Lean Aerospace Initiative [UK LAI] has been examining the application of lean to New Product Introduction. Early work examined the nature of lean in manufacturing, the associated tools and techniques and how these may be translated to the NPI environment. Later work focussed on areas of detail and strategic issues such as core competence. All of this work was done in close collaboration with industry. 16
19 Early UK LAI research suggested that Lean is applicable to NPI (Haque, 2003, Haque and James-Moore, 2004a, Haque and James-Moore, 2004b). During this early work a different approach to Lean NPI was taken by Haque and James-Moore than that taken by others (Goldratt, 1997, Reinertsen, 1997, Reinertsen and Shaeffer, 2005). In order to answer the question how can Lean be applied to NPI? they chose to rethink the five Lean principles and redefine them within the context of NPI stating one of the benefits of these principles is that they are in fact a series of steps that need to be carried out to implement lean, thus providing a simple structure for building a detailed route map for anyone wanting to apply lean to a business process. Characteristics and the enablers/enabling tools of a Lean NPI system were identified by Haque and James-Moore (Haque and James-Moore, 2004a). The researchers concluded that the five Lean principles are applicable to NPI with two modifications, the seven types of waste from Lean manufacturing (Ohno, 1978) were reworked to fit the NPI environment, giving ten types of waste and the perspective of value was changed from the lean manufacturing definition of value as the reduction of waste as in NPI this is not the case. The definition of waste and value in NPI is unclear because actually some types of waste can enhance value. For example, prototypes may show that some solutions are unworkable, adding value to the final product by excluding these features. The traditional Lean manufacturing tools, the first tools to be used in a Lean transition, were identified as valuable in NPI environments. Commonly found tools that carry over into NPI include the 5C s, which provide the logical order in the workplace, the 7 wastes identified by Ohno, visual control [andons, shadow boards, etc.] to rapidly gain an understanding of project status, and standardisation of 17
20 processes for simplifying the working practices and reducing variability. One more tool that should be included is Value Stream Mapping and analysis which is a description of a business process at a high-level, used to analyse the as-is state, to identify waste, and to help develop the to-be state (Rother and Shook, 2003). Haque and James-Moore defined the value stream in NPI as tasks that transform information and allow for convergence of segmented information to the final design and through case studies, explained how to implement another two key tools from Lean manufacturing: single piece flow and takt time (Haque and James-Moore, 2004a). To facilitate communication of NPI a model was developed, with input from aerospace firms and academia, as a tool to visualise the NPI process and facilitate communication. The process has wide scope, from business strategy to product support, and incorporates four levels which are viewed concurrently: Supply Chain Development and Management, Capability Acquisition & Deployment [technology, process, people], The Product Life-Cycle [which is what most of the models describe], and Programme Management (Haque et al., 2002). The UK LAI chose to use an extended version of the model presented by Garside, due to its simplicity and ease of understanding, as a tool to communicate with the aerospace industry when discussing the different aspects of NPI. Garside s model, developed and extended upstream to include the Bid and Proposal phase by Haque and later modified by Parry, is shown in figure 1. 18
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Representing the Injured People of South Carolina
At the Goings Law Firm, LLC we proudly represents victims who have suffered serious personal injuries and property damage caused by the wrongful acts of others. Our legal team will handle your case with individualized attention and respect. We will aggressively advocate for your rights, fight for the justice you deserve, and seek full compensation on your behalf. This firm offers free consultations and does not collect a fee unless you win.
Contact us today if you need legal assistance with any of the following:
Call the Goings Law Firm, LLC today at 803-474-8550 to arrange your free initial consultation.
Attorney Profile
Attorney Robert F. Goings
- South Carolina
Admitted To The Bar:
- 2006
- Univeristy of South Carolina, J.D., 2006
- Wofford College, B.A., 2003
Professional Memberships and Achievements:
South Carolina Bar
- House of Delegates Member
- Practice and Procedure Committee Member
- Young Lawyers Division
- American Bar Association
- Richland County Bar Associaion
- Martindale-Hubbell AV Preeminent Rated
- South Carolina SuperLawyers 2012-2014
- Harvard Law School – ABOTA (American Board of Trial Advocates), National Trial College Graduate 2012
- 2011 Emerging Legal Leader – South Carolina Lawyers Weekly magazine
- Claude Sapp Award – University of South Carolina School of Law
Foreign Languages Spoken:
- Spanish
Robert is a master when it comes to litigation. He has helped my family and me on several occasions, and he always had our best interest at heart and in practice. He has truly done some amazing legal work for us, and we highly recommend him. He is a personable professional, and his astute knowledge of the law is quite impressive.
My experience as a client for Mr. Goings was exceptional. Mr. Goings was the only attorney to reply to my initial inquiry about a workplace injury. My case may have seemed too small or trivial to other firms, however Mr. Goings was willing to listen from day one. From the very beginning, he treated me as if I was a longtime associate or client. He knew every step of the way and always made himself available whenever questions arose. No question for Mr. Goings was beneath him. Throughout the entire process, I was comfortable that he was at the wheel of my case. He truly does care about his clients and it shows in his dedication and professionalism. It is rare to find any business today, operating at the standard, the Robert Going's Law Firm sets. The bar he and his staff sets is hi. If Mr. Goings practices in an area of law specific to your needs, I wouldn't bother calling anyone else.
From our initial conversation Robert listened to our predicament with concern. He was able to put us at ease about our situation and gave us reassurance that everything would work out. Robert went to work for us and was able to resolve the issue most expeditiously meeting all of our expectations. I can't say enough about Robert & the Goings Law Firm. If I am ever in need of an attorney again, Robert will be the first person I call.
I recently met with an motorcycle accident in which I suffered a very serious leg injury.While dealing with the hospitalization,I also had to deal with not so unique position of defending myself to even family and friends who assumed, i was at fault. And without skipping beat, the other parties insurance company was faulting me for the accident and telling me, I was liable for it too. The anxiety of anticipated legal issues and financial burden was overwhelming. That's when I met Robert, my first meeting with him he assured me to stop worrying about the legal aspect of this situation and just concentrate on healing. And that's what happened; within weeks he worked on my behalf and changed the position of all parties involved. By the end of it, everyone was convinced by Robert, that this accident was not my fault, and also I was not liable for anything but rather the other party was the responsible for any financial liability. Robert had turned the case for me, a total 180 degree, when it comes to results. It was a pleasure working with him, he is effectively professional, courteous, quick to response and extremely knowledgeable. I highly recommend him to you and your family.
Dealing with the insurance company on the accident was over whelming. After Mr. Goings took my case life became much simpler. I was actually able to rest at night. It can be hard to find an attorney during these times that still have the heart and compassion for upholding the law that would even make Lady Liberty blush ;-) I would highly recommend Robert Goings as my attorney any day!!!
Robert is an exceptional attorney and client advocate. He has represented my company on more than one occasion, each with a stellar result. He is calm, but confident; aggressive when necessary, but always a gentleman. Although still relatively young, Robert already has an impressive list of clients and accolades. He is a true up and comer and one to watch. He will undoubtedly continue to represent me and my company in the future.
Disclaimer: This page contains endorsements and/or testimonials from actual clients. This page is not intended to create any expectation that the same results could be obtained for other clients in similar matters without reference to the specific factual and legal circumstances of each client's case. Any result the endorsed lawyer or law firm may achieve on behalf of one client in one matter does not necessarily indicate similar results can be obtained for other clients.


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Uniting Urantia is an effort, started by one, and hopefully continued by millions, to unite Urantians. We don't seek an end to disagreements, but rather an end to strife and revenge. Conflict is good, violence is bad.
(Note: I'm using special connotations for strife and conflict in this sense. Basically: conflict is minor and can contribute to progress, strife is major and wastefully destructive. Similar to the difference between "evil, sin, and iniquity".)
How many times has it been said that the greater good was spoiled by a minor evil? Not even deliberate sin or iniquity, but just some misguided, small-minded, egoist who wants more for his own family than all the other families in the village. His wife and children don't see him as an egoist, but the other villagers do. Guess how God looks at him? God sees all points of view simultaneously and judges men accordingly.
The law enforcement and the judicial systems are testaments to the heights of our society. That corruption can effect these systems is testament to the work that must still be done.
This site would like to inspire the best work that needs to be done. This site would like to track individuals and organizations that are already doing this kind of work, and maybe become a center for networking and collaborating.
|This article is a stub. You can help Scratchpad by expanding it.


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Saturday 17 March 2001, St. Patrick's Day
It was Saturday, under the sign of Pisces. The US president was George W. Bush (Republican).
Famous people born on this day include Thomas Ketchum and Jade Alleyne.
In that special week of March people in US were listening to Stutter by Joe.
In UK Whole Again by Atomic Kitten was in the top 5 hits.
Heartbreakers, directed by David Mirkin, was one of the most viewed movies released in 2001
while A Painted House by John Grisham was one of the best selling books.
On TV people were watching En l.U.N. aften med Golden og Antonsen.
If you liked videogames you were probably playing Alone in the Dark: The New Nightmare or Final Fantasy X.
But much more happened that day: find out below..
You can also have a look at the whole 2001 or at March 17 across the years.
Old Newspapers
Have a look at the old newspapers from 17 March 2001 and get them!
Which were the most popular movies released in the last 30 days ?
TV Series
Which were the most popular TV series released in the last months ?
Find out your future
Get a FREE Numerology report based on the digits of 17 March 2001!
Wish him/her..
Historical Events
Which were the important events of 17 March 2001 ?
- Ancient Rome - the second day of the Bacchanalia in honor of Bacchus
- Ancient Rome - the Liberalia in honor of Liber
- St. Agricola
- St. Joseph of Arimathea
- Feast day of St Patrick: a public holiday in Ireland (National feast) and Montserrat, widely celebrated in North America and worldwide (see St. Patrick's Day)
- Ancient Latvia - Kustonu Diena (return of the larks) observed
- Boston, Massachusetts - Evacuation Day
Famous Birthdays:
- Thomas Ketchum: YouTube Star.
- Jade Alleyne: TV Actress.
- Domani Harris: Family Member.
Music Charts
Which were the top hits in that special week of March 2001 ?
Top #10 songs in the USA
Search For Your Ancestors
Subscribe to our Newsletter
Don't miss our monthly news, no spam guarantee Click here to Subscribe
...and if 17 March 2001 was your Birth Date then Join our Birthday Club!
Make this date unforgettable
Genealogy: find out your family heritage
Magazine Covers
What news were making the headlines those days in March 2001?
- EW: Entertainment Weekly: no.587
- Time: TIME Magazine Cover: SATs -- Mar. 12, 2001
- SportsIllustrated: Sports Illustrated: no.9783
Which were the most popular books released in the last weeks ?
Remember when
What videogames would you be playing back in the days ?


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Hair testing is a method of drug testing approved by the U.S. Food and Drug Administration. It's an optimal method for detecting long-term drug use because it can detect drugs used within the past 90 days. Hair testing is more expensive than other types of drug tests, such as urinalysis or saliva tests, but it's more accurate because the test cannot be fooled with detoxification products. Only the inside shaft of the hair is analyzed. Hair tests generally provide results within 24 to 72 hours of testing.
A hair test requires various strands of hair from the scalp, each at least 1/2 to 1 inch long. If scalp hairs cannot be obtained, body hair may be used. At least 40mg of hair must be obtained in total for valid test results. Various chemicals are applied to the hair sample to test for drug metabolites. If drugs have been used, the chemicals show the corresponding drug metabolites and indicate how long they have been in the body.
Drug Detection
Hair testing can detect all major classes of drugs, such as marijuana, cocaine, opiates, methamphetamine and PCP. If requested, hair testing can also detect the presence of heavy metals, poisons and toxins, and alcohol. Hair tests use a process of confirmation that includes gas chromatography/mass spectrometry (GC/MS) in order to remove doubt about false test results. According to DrugTestingNetwork.com, hair tests provide "nearly twice the number of positives as urine testing," but they are not infallible because "after a drug is used, it takes about 7-10 days for the hair containing the drug to grow out of the scalp enough to be cut. Therefore, the hair test will not include drugs used in the week prior to the test."
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Hair follicle testing is accepted by many employers as a non-invasive method of testing for drug usage. A hair follicle drug test...
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Marijuana drug tests are administered by parents, employers, probation officers and other authority figures to detect if a person has used the...
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Hair follicle drug testing is becoming more common among employers as part of pre-employment screening procedures.
Can Alcohol be Detected by a Hair Follicle Test?
Our hair carries a wealth of information about us. Hair follicle analysis can detect a wide range of drugs and chemical substances...
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Hair sample drug testing is an easy, cheap, efficient, and accurate way to test for drugs in a person's system.
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Hair tests for alcohol came into being in 2008; prior to that, hair tests only detected drug use. Testing for alcohol use...


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In this Article
How does Maca work?Maca root contains many chemicals, including fatty acids and amino acids. However, there isn't enough information to know how maca might work.
Are there safety concerns?Maca is LIKELY SAFE for most people when taken in amounts found in foods. Maca is POSSIBLY SAFE when taken in larger amounts as medicine (up to 3 grams daily) for up to four months. Maca seems to be well tolerated by most people.
Special Precautions & Warnings:Pregnancy and breast-feeding: Not enough is known about the use of maca during pregnancy and breast-feeding. Stay on the safe side and avoid use.
Hormone-sensitive conditions such as breast cancer, uterine cancer, ovarian cancer, endometriosis, or uterine fibroids: Extracts from maca might act like estrogen. If you have any condition that might be made worse by exposure to estrogen, do not use these extracts.
Dosing considerations for Maca.The following doses have been studied in scientific research:
Report Problems to the Food and Drug Administration
You are encouraged to report negative side effects of prescription drugs to the FDA. Visit the FDA MedWatch website or call 1-800-FDA-1088.


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Unfortunately, this job is expired as of 4/19/2016.
To continue in your search through the appropriate job categories, click either Administrative Staff, Higher Education Executives, Faculty, Post-Doc and Graduate Assistants, . You can also utilize "guess-free" keyword search tools with up to eight pre-defined criteria. Search for and Apply to academic postings directly from the site. Post your background either confidentially or overtly. Stand out and be discovered!
The Assistant Professor and Director of Fieldwork Experience manages all facets of the supervised Clinical Teaching and Intern programs on the central campus, and duplicated at the 5 regional campuses offering the Teacher Credential Program. This includes fieldwork and student teaching supervision/placement for the following credentials: Multiple Subject, Single Subject, Educational Specialist and specific Reading courses.
• Provide leadership and manage all aspects of Clinical Teaching – hiring and training fieldwork supervisors; screening school site supervisors, placing and monitoring teacher candidates in early Clinical Teaching until the completion of all supervised teaching experiences.
• Oversee the State's Internship program and maintain all the necessary requirements.
• Oversee the observation and evaluation of the Student Teaching and Intern courses on the main campus.
• Oversee the observation and evaluation of candidates in fieldwork experience.
• Collaborate closely with faculty on and off campus.
• Maintain ongoing relationships with school district personnel, school site supervisors, and school administrators.
• Hire, train, and evaluate Clinical Teaching supervisors.
• Conduct candidate orientation and preparation meetings for the California Teaching Assessments (TPA).
• Provide orientation meetings for early Clinical Teaching to candidates and student teaching supervisors.
• Coordinate Classroom Management Seminars at final Clinical Teaching courses.
• Update documents, manuals, and handbook for Clinical Teaching.
• Occasional travel is required to off campus locations to meet with regional faculty and clinical teaching supervisors.
• Masters degree
• Experience working in the K – 12 school system
• Experience supervising individuals
• Organizational skills and proficiency in technology
• Ability to work with a diverse population
• Experience working at an Institution of Higher Education
• Knowledge of California Teacher Education Credential program
• Doctorate is preferred
The hiring range for this position is dependent upon qualifications and departmental equity. Benefits of employment include a comprehensive health and welfare plan, tuition remission program for employee, spouse and dependent children and a generous 10% contribution to the University's 403B retirement plan.
|Employment Type:
|Degree Required:
|See Job Description
|Level of Job:
|Assistant Professor
|Type of Faculty:
|Not Specified
|Not Specified
|Type of School:
|4 - Year / Masters Institution
|Application Requirements:
Cover Letter
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PokerListings.com is the world's largest and most trusted online poker guide, offering the best online poker bonus deals guaranteed, over $1m in exclusive freerolls every year and the most free poker content available on the Web.
Daily 3-Bet: Blom + Boateng, Bloom + Sorkin, Palo Alto Power Players
The PokerListings Daily 3-Bet is a company polar fleece, a sixer of Anchor Steam and a paid "brainstorming" session at the hottest afternoon poker news startup.
Have something you'd like featured in a future 3-Bet? Let us know in the comments.
Today in the 3-Bet we find Viktor "Isildur1" Blom and George Boateng at the Unibet Cash Game, Molly Bloom and Aaron Sorkin make a new poker power couple and we get a peek inside Palo Alto's toughest home game.
1) Blom, Boateng on Unibet Golden Cash Game
Want to watch Viktor "Isildur1" Blom and football legend George Boateng square off in a live poker cash game?
Tune in to the Unibet Golden Cash Game stream live from Aspers Casino in London below.
Boateng may or may not have moved on by now but Neil Channing, Nic Levi, Mat Frankland, Teddy Sheringham, Lars Bonding and a crew of other capable players have willingly stepped in to keep the action going.
To watch Boateng in action just rewind the stream to the beginning.
2) Sorkin to Adapt Molly's Game
According to Deadline.co the world famous Aaron Sorkin - he of TV's The Newsroom and The West Wing and the ongoing Steve Jobs film - has signed on to adapt Bloom's memoir Molly's Game.
The memoir, of course, details Bloom's circuitous path from aspiring Olympic skier to host of the infamous Hollywood/New York home games featuring Tobey Maguire, Ben Affleck, Leonardo DiCaprio, Alex Rodriguez and more.
Bloom was eventually indicted as part of the FBI's Russian Mob sting of 2013 but in the end only received probation.
By the sounds of it Sorkin is, unsurprisingly, quite busy with projects at the moment so it may be awhile before Molly's Game hits a screen of any sort.
Still it'll be very interesting to see how this develops as a big or small screen project - including if any of the actual actors involved in the real games gets involved.
3) Chamath, Calacanis Palo Alto Power Players
We've had a taste of Phil Hellmuth's famously tough local home game via his Tweets and interviews over the last few years.
Now Business Insider has given us a closer look into a few of the usuals in the game in a new piece called "Why Silicon Valley's Elites are Obsessed with Poker."
Not surprisingly the host of the game is former Facebook VP Chamath Palihapitiya, a Hellmuth pal, WSOP regular and $1m One Drop participant.
Also making regular appearances are SurveyMonkey CEO Dave Goldberg, Yammer Founder David Sacks, Inside.com's Jason Calacanis and a rotation of "professional athletes and poker players" including Hellmuth.
Why are they so enraptured with the game, Palihapitiya says? There's a certain element of poker that almost "mirrors life and running a startup."
What exactly are this elements? Check Palihapitiya's list here. We've also talked to him about it.
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|Jeff Semple - Bob is a valued member of the Sanford Rose Associates Netw...
|David Miller - I have worked with Bob on numerous occasions and he has a...
|Melissa Metz, SPHR - Bob is an outstanding recruiter who approaches his ...
About Mr. Bob Dudley
With over 15 years of executive search experience, Bob and his team of professionals have filled Manager, Director, VP and C-Level searches within the Human Resources, Biotechnology, Manufacturing and Information Technology sectors. We are part of the 65 office, international network of Sanford Rose Associates.
If you notice offensive or incorrect information, please contact us.
Melissa Metz, SPHR
Senior Human Resourc@
Exelis Radar, Reconnaissance & Undersea Systems (RRUS)
David Miller
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Sanford Rose Associates


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|Reviews for A Gentle Nudge From a Child
| Marija Magdalena chapter 2 . 8/6/2008
Nice story, but I hope you'll make the chapters longer :)
| Marija Magdalena chapter 1 . 8/6/2008
Very cute. I can see that you already have chapter 2 updated, so I'll go and read it. I just wanted to say that it's great that he has a daughter and that you wrote that the toddler speaks both English and Spanish, because whatever people think, kids learn two, sometimes even three languages easily.
| JaydenBell chapter 1 . 8/6/2008
I like the idea, you're off to a good start. But I do have to point out one thing, Horatio does speak Spanish. He doesn't speak it much (and I don't know why, because he seems to understand it perfectly, but sometimes undertanding and speaking are a bit different)...but he made a point of telling some Fed that in the pilot episode (I remember it well because it makes me laugh every time, I find it hilarious when you can use a foregn language as a 'secret' language...I do that from time to time myself)
| theo chapter 2 . 8/6/2008
Very cute story, I can't wait for an update...but I think that you have a few Aimme's in there where it should be Chloe. :)
| mapleleaf chapter 2 . 8/6/2008
great story..you have really drawn me in..can't wait for more to come..update soon!
| csimiamifreako chapter 1 . 8/5/2008
aw cute! it all happend quickly, but i like it! Update soon!


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