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About the Book
A collection of photos of Jayden at 8 months
Features & Details
- Category Children
Small Square, 7×7 in, 18×18 cm
66 Pages
- Publish Date Feb 04, 2009
- Tags children, photography
See More
About the Creator
Melissa Gidney
Vancouver, Canada
I love to photograph everything. Life. Finding the elegance in the lines of a leaf, or the simplicity in the chaos only improves my ability to capture the love between people or the spirit within. And vise-versa. Because really, they are the same. Sometimes, it's not about finding the image, but instead, letting the image come find me. They are everywhere. In unexpected places, in unsuspecting faces. More often it's the everyday things, those that we don't have time to see anymore. And the moments. The moments in between. All I can do is be prepared, with eyes and mind open. I love what I do, and hopefully that is evident in my photographs.
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subset: commoncrawl


text: how hard is it to change the panneling on the doors and especially the dash my a4 estate has wood trim on the doors and the dash, i would like to change it, looking at on in the scrapyard the door ones unclip when the card is off. but the dash i dont know how to change it. any ideas? and does anyone have a full set for sale by any chance? i would like carbon or alu if poss?? thanks


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Product Spotlight
Featured Research
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Former Crescent Oil Owner Sues Titan Global
Suit alleges company fraudulently took over petroleum marketer and "looted" it.
KANSAS CITY -- A lawsuit filed in the state last week on behalf of former Crescent Oil majority owner and CEO Phil Near alleges its corporate owner, Titan Global Holdings Inc., fraudulently took possession of the now bankrupt, Independence, Kan.-based company and "looted" it, after doing the same to Appalachian Oil Co. (Appco), another bankrupt company under Titan, TimesNews.net reported.
The lawsuit states that when Titan took control of Crescent in October, it "pilfered the Crescent companies of assets and cash," but never paid for the company, according to the report.
It also claims Titan promised that Crescent and Appco, as sister companies, would make one another stronger, but Titan's "destruction of Appco had a very real, profound and pertinent adverse on what happened to Crescent and ultimately Near."
The suit stated, "Near discovered that all defendants were looting the once extremely successful operations of Appco to the tune of millions and millions of dollars, leaving it bankrupt and unable to continue operations."
The suit also claims Titan used Near's reputation with fuel vendors to buy fuel for Appco on Crescent's lines of credit, according to the report. Appco's bankruptcy filings show Crescent as an "unsecured creditor" that Appco owes nearly $1.5 million for fuel, the Web site reported.
The suit names Titan CEO Bryan Chance, Titan investors Frank Crivello and David Marks, and Titan lender Greystone Business Credit as defendants along with the company itself, and claims Chance, Crivello and others promised that under Titan leadership, Crescent and Appco would enjoy "synergies" that would improve the performance of both.
Near was to be paid nearly $1 million for his 52 percent stake in Crescent, and Greystone Business Credit, a lender for Titan, was to take over Crescent's debt with Marshall and Illsley Bank, which had been personally guaranteed by Near, according to the reprt.
However, according to the lawsuit, none of that ever happened, and Marshall and Illsley Bank declared Crescent in default on a more than $30 million debt Jan. 30. Crescent filed Chapter 11 bankruptcy Feb. 7.
In late March, Titan CEO Chance terminated Near and several other members of Crescent's top management, the report stated, citing the lawsuit.
The sale also was to relieve Near of all personal guarantees for the debt, but the suit alleges that since Greystone never closed on the deal, Near remains on the hook for millions of dollars in debt.
"None of the promises made by defendants were fulfilled," the suit claimed. "Near has yet to receive anything of value for his ownership interest in Crescent. Instead, defendants have pilfered the Crescent companies of assets and cash (and) ... driven Crescent … into bankruptcy and have placed Near on the verge of ... the same."
Meanwhile, Appco is up for sale, with control of the company under Andy Weber, a "chief restructuring officer" who will market and sell Appco.


text: Rauberta (pronounced with emphasis on the final, not middle, syllable) is a member of Springfield's cultural elite and frequents the local country club, along with her equally wealthy friends Gillian, Elyzabeth, Evelyn, Susan, Patricia, and Karin. She enjoys playing croquet and fashion, using her expertise to compliment Marge's "mangled Chanel suit" by saying, "Love your outfit, Marge! The vest says, 'Let's do lunch!' but the culottes say, 'You're paying!'"


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tel +44 (0)1908 865656
email firstname.lastname@example.com
SIS LIVE is the UK's fastest growing broadcast media fibre supplier. Our rapidly growing 'Anylive®' fibre network connects our headquarters in MediaCityUK and Milton Keynes with key broadcast locations around the UK, including major UK broadcasters, Premier League football grounds, rugby venues and global connectivity providers.
SIS LIVE operates two broadcast teleports, located at MediaCityUK in Manchester and Milton Keynes. Our dedicated network operations centres are operational 24/7, 365 days a year.
Complementing and supporting our Anylive® fibre network, both teleports have extensive satellite facilities to complete the connectivity piece. Our facilities are designed to offer a full range of broadcast services from Ultra HD to low bit rate streaming with data and audio services also available.
This comprehensive fibre and satellite infrastructure forms a cohesive and robust connectivity portfolio which includes the largest mobile satellite uplink fleet in Europe and an award-winning range of portable VSAT and uplink products. Through any combination of these facilities we are able to offer you the best, most reliable and cost-effective service.
Click here for our Connectivity Service Brochure and contact us to find out more at email@example.com
SIS LIVE is the UKs fastest-growing media fibre supplier. Our network connects our headquarters in MediaCityUK and Milton Keynes with key broadcast locations around the UK, including major broadcasters and international partners, Premier League football and rugby grounds.
more on Anylive® Fibre Services >>
SIS LIVE'S rapidly expanding media fibre network connects our headquarters in MediaCityUK and Milton Keynes with resilient connectivity into major UK broadcasters, sports venues, network operators and studio facilities plus international teleports and global connectivity providers.
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Core to our service portfolio are our network operations centres at MediaCityUK and in Milton Keynes. Our qualified engineers utilise the latest monitoring and routing technologies to deliver satellite and fibre services for worldwide events and broadcast channels.
more on Network Operations Centres >>
SIS LIVE Limited
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Registered number: 5075598


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The above graph displays service status activity for Brighthouse.com over the last 10 automatic checks. The blue bar displays the response time, which is better when smaller. If no bar is displayed for a specific time it means that the service was down and the site was offline.
Service Status History
|Ping Time
|Ping Time
|24.89 ms.
|30.6 ms.
|29.85 ms.
|25.12 ms.
|25.81 ms.
|109.09 ms.
|108.3 ms.
|109.76 ms.
|25.28 ms.
|124.31 ms.
* Times displayed are PT, Pacific Time (UTC/GMT 0) | Current server time is 16:33
We have tried pinging Bright House Networks website using our server and the website returned the above results. If brighthouse.com is down for us too there is nothing you can do except waiting. Probably the server is overloaded, down or unreachable because of a network problem, outage or a website maintenance is in progress...
If the site is UP but you cant access the page, try one of the below solutions:
Browser Related Problems
Force a full refresh for the site. This can be achieved by pressing CTRL + F5 keys at the same time on your favourite browser (Firefox, Chrome, Explorer, etc.)
Clear the temporary cache and cookies on your browser to make sure that you have the most recent version of the web page. For instructions choose your browser :
Fix DNS Problems
A Domain Name System (DNS) allows a site IP address (192.168.x.x) to be identified with words (*.com) in order to be remembered more easily, like a phonebook for websites. This service is usually provided by your ISP.
Clear your local DNS cache to make sure that you grab the most recent cache that your ISP has. For Windows - (Start > Command Prompt > type "ipconfig /flushdns" and hit enter). For details choose your operating system :
If you can access a website at office or from a 3G network yet it's not working on your computer, it is a good idea to use an alternative DNS service other than your ISPs. OpenDNS or Google Public DNS are both excellent and free public DNS services.
Check our help page for step-by-step instructions on how to change your DNS.
Brighthouse sux! I'm switching to ATT!
Site has been down for weeks. I have flushed DNS, and done everything recommended. Chatted with customer service last week and they were clueless as to when it would be up and running again.
Roadrunner email is unaccessible. This happens constantly. NOT GOOD. Have tried everything possible to get into the email but not possible.
Tried repeatedly to pay bill online and got error message that web address was not available.
was there a storm
I am in complete blackout
West Melbourne no internet at my house
Brighthouse Internet down right now in Ellenton, FL
I've had no email service for two days and the rep just says to call back in THREE DAYS !
They reject your incoming email and it goes back as a "Delivery Failure". They're not even sending a message back saying that the problem is theirs.
Not impressed with their technology !
bttv not working
keeps shutting on and off nonstop, WTF! and yup, they NEVER ANSWER THEIR PHONES, NICE BUSINESS! NOT!
Trying to pay my bill and website will not connect.
is down every 5 minutes
is there and outage in Beverly Hills no internet no cable
System will not record shows. Troubleshooting??? Can't find any information.
I'm paying for the mack daddy roadrunner lightning, but for the past three days I can't even watch a simple 4 minute video without it freezing. I'm not getting what I am paying for. Paying for 90 mbps, barely getting 28. WTF
Of the popular networks ABC, CBS, NBC only NBC is working so I'm forced to watch something I don't want to.
Also cannot login to look at my bill !
Getting calls my email is being bounced back with a error... rejected by the server for the recipient domain cfl.rr.com by cdptpa-smtpin01.mail.rr.com. or 553 5.1.2 - Recipient address not local. relaying denied. Not getting my email on ANY device I have (PC/Phone/Ipad
Can't log in to pay my bill...
Hey i had to call down south to get some information, tv is out in 3 county and marion is one of them--407-291-2500
We have tried chat, phone and submitted a report and nothing from bright house. We pay too much not to get a courtesy message or a live person to answer our phone calls. Okay maybe the phone are down as well then post something stating bright house cable is down.. I am here thinking my bill wasn't paid on time and here I come to find out that people from all over Florida are having trouble as well.. We want a discount for the inconvenience Clermont Florida
I'm totally disgusted right now. I tried rebooting and keeps downloading initial application. Of course the phone just stays busy... who are they kidding? No one is answering incoming calls.
We are down about 2 hours or more in Ocala, Fl at OTOW -IF THIS IS YOUR IDEA OF FRIENDLY -THEN I DO NOT NEED AN ENEMY!! As others are saying, you need to have a recording with an aproximate time for service back on.
Answer the phones - or put a recording on. Tell us something!
brighthouse cable went out around 7:p.m. August 2013.
Why don't your call centers answer. My cable is out and I can't reach you by phone.
Guide down. Trying to reach via phone, call not going through.
Come on Brighthouse, at least put on a auto message that your having a problem instead of hiding by not answering the phones.
guide is down
"guide" down in Tampa also. 8/3/13
Can only access one channel in zephyrhills, fl. Can't reach customer service or even check out my services online.
Menu out in Palm Harbor area. Only channel viewable, BN9
cannot access a few stations
I cannot get a few channels on my TV plus my phone is down.
Channel guide information are supposed to be now on Channel m97. Except channel 97 comes up blank !
For two days we have been having problems getting our Amazon movies... they won't download. It says there is a problem with the server? I wish someone would just tell us if they are working on something or there is a problem so we know.
business cable, internet and tv works... but I cannot reach www.brighthouse.com
try a ping and it cannot find that server
Brighthouse is down again in Clearwater Fl. their site is down also.. so sad... not good for business.. time to start looking for change..
Here we go again... same outage symptoms as a month ago. Wonder who'll they'll blame this time.
Brighthouse cable tv is not working, shows picture, dowloading applications?? in DeLand, Fl Roger
Apparently they did a software push last night around 1AM Jan 17, 2013 that crashed everyone with a DVR. What angers me most is they haven't done a press release about a system failure. They always try to make out like it's a customer issue not a system wide issue. I think we're turning in all our boxes this weekend and keeping just internet and phone.
they are aware of our troubles and are working to fix the problem... but they arent contacting anyone via email or phone to let them know about the problem
I'm fed up with Brighthouse.
cable box is app and can't reboot--also I can't reach by phone
cable box is at app, and wont reboot... also cannot get through by phone!!!
i hate brighthouse - its always something with them
yea I am trying to pay my first bill and their site is down... weak
I cant the El Clasico becuz brighthouse.com isn't working!!
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UL-Lafayette: K Hunter Stover
By the numbers: 15-18 FG, 42-45 PAT, 38 long
The skinny: In his first year handling the Cajuns' regular placekicking duties, Stover has been remarkably consistent, hitting every one of his attempts inside 40 yards. He didn't get many shots at the longer field goals, and he has the leg to kick them, but he hasn't been able to hit a long one through the uprights.
Nevada: K Brent Zuzo
By the numbers: 13-17 FG, 43-45 PAT, 45 long
The skinny: Zuzo, a sophomore from Michigan, has some leg and is accurate from deep, connecting on 8 of 9 from 40-49 yards in his career. But he struggles with midrange field goals, where he made just 1 of 3 attempts from 30-39 yards this season.
The verdict
If anybody knows the importance of a solid kicker in this game, it's the Cajuns, who've won two of their three straight New Orleans Bowl titles on last-minute field goals. While this particular matchup is incredibly close, the Wolf Pack can confidently strut their kicker out for a game-winning 45-yarder. Can the Cajuns do the same? That remains to be seen.
Advantage: Nevada


text:
About the Book
This autobiography in Chinese is about my father who was born in the early 20th Century. He tells us how he lived through the era of Japanese invasion, worked his way through the difficulty time, how he thrived in adversity and participated in building the magnificent Sultan Omar Ali Saifuddin Mosque in Brunei. He shares his visions, frustrations, struggles and successes. This is a story of a depressing time and how an ordinary person's wisdom, vision, hard work and love for others led him to where he is in a multicultural environment. He will be very happy if you learn something from his life story.
我很高興家父能將他一生 的經歷寫下來給我們共享。在他們那個大苦難的時代,他靠著一顆善良,克苦耐勞,努力向上,愛人如己的心去處世。得到許多親友的幫助, 也幫助不少人。要不是那個環境的限制,他一生的成就肯定會更不一樣。
Features & Details
- Category Biographies & Memoirs
5×8 in, 13×20 cm
80 Pages
- Publish Date Mar 01, 2009
- Language English
- Tags 文塘村, 溫泉村, 嘉積鎮, 瓊海市, 海南省, 符大煥傳略, 自傳, 海南, 符大煥, 符氏族譜, Brunei, Malaysia, Hainan, oversea Chinese, Foo Genealogy, Japanese invasion, Sultan Omar Ali Saifuddin Mosque
About the Creator
Sun-Hoo Foo, MD, FACP,FAAN 符傳孝醫生, is a Clinical Professor of Neurology at NYU Langone Medical Center, the Director of Neurology at New York Downtown Hospital and received its 2008 Distinguished Physician Award. He has been listed in New York Magazine's "The Best Doctors" and he is committed to the education and healthcare for the North American Chinese community. Additionally, he has very diverse interests. You may view his work on Foo Genealogy at http://foousa.blogspot.com/ and his thoughts on life experiences at http://serendipity-serendipitous.blogspot.com/.
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text:
0.98 CT. T.W. Oval Diamond Three Stone Bridal Set in 14K White Gold
Item# 20040542
The Peoples Difference
Why shop Peoples?
Elegant and unique, this diamond bridal set is the perfect choice for the sophisticated bride. Crafted in 14K white gold, the engagement ring showcases a 0.50 ct. oval-shaped diamond centre stone. Smaller trillion-cut accent diamonds flank each side of the centre stone, creating a striking three-stone design. On your wedding day, the coordinating contoured wedding band glistens with smaller round accent diamond. A breath-taking look she'll love, this bridal set captivates with 0.98 ct. t.w. of diamonds and a bright polished shine. View product details.
Special Offers
Diamond carat weights (CT.) represent the approximate total weight (T.W.) of all diamonds in each setting and may vary no more than .07 below the stated weight. Typographic errors are subject to correction. Merchandise enlarged to show detail and may not always be exactly as pictured. Promotions, prices, styles and availability may vary by store and online.


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About the city: Located immediately north of Hong Kong, Shenzhen is a major city in southern China/the fourth largest urban area, following Shanghai, Beijing and Guangzhou. It is one of the most livable cities in China and it was named as the third most beautiful city after Beijing and Hong Kong.
Climate: Shenzhen has a humid subtropical climate. Winters are characterized as fairly dry with occasional frost. Spring begins relatively dry, but rainfalls start to drastically increase in April and last up till mid-October. Summers can be very humid and hot, typhoons may occasionally strike from the east during summer and early fall.
Housing: A 1 bedroom apartment in the city center is around 3000-3800. A 1 bedroom outside the center will run you around 1600-2100. For 3 bedrooms in the city center, roughly costs 8000+ and outside the city center, around 5000+.
Food: Meals in inexpensive restaurants can cost you up to 25rmb. In a mid-range restaurant, a three course meal for 2 can costs up to 180rmb.
Transportation: Local transportation fare is 2 rmb for a 1 way ticket. Taxi fares start from 12rmb.


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Global Manufacturing Virtual Networks in the Aeronautical Industry
- Margery Dawson
- 2 years ago
- Views:
1 International Conference on Industrial Engineering & Industrial Management - CIO Global Manufacturing Virtual Networks in the Aeronautical Industry Carlos Rodriguez Monroy 1, José Ramón Vilana Arto 2 1 Dpto. de Ingeniería de Organización, Administración de Empresas y Estadística. Escuela Técnica Superior de Ingenieros Industriales. Universidad Politécnica de Madrid. Doctor Ingeniero Industrial, 2 Ingeniero Industrial, Abstract Global Manufacturing Virtual Networks (GMVNs), include all kinds of enterprises and production centres and establish a new type of horizontal collaboration and relations between independent companies or even competitors who establish occasional collaborations on projects they could not take on individually. This paper analyses the causes behind the formation of such networks, their strategy, structure, dynamics and evolution, taking into account areas such as strategic intercompany alliances, synchronization of their value and supply chains, their information systems, the cultural aspects of the organizations in question and, fi nally, their convergence with another of the more relevant future trends in production: mass customization. The proposed model shall be applied to the aeronautical industry which is one of the industries which has developed the GMVN concept. This will demonstrate its effectiveness by clarifying and putting these organizations in perspective and analysing their evolution over the next few years. Keywords: Global Manufacturing Virtual Network, manufacturing strategies, mass customization, aeronautical industry 1. Introduction Today, the concept of plant or production centre is becoming increasingly more ambiguous. In many industries, there is growing collaboration between production centres and manufacturing networks that seek to respond to market demands more efficiently and obtain competitive advantages in an increasingly globalized environment. In some industries, such as the aeronautical industry (Chen et al., 2003), the electronics industry (Shi et al., 2003) or the car industry, there is mention of Global Manufacturing Virtual Networks (GMVNs) based on a new manufacturing architecture model with a high development potential to satisfy an increasingly demanding and fragmented market (Shi et al., 2001). In short, these networks represent a compendium of the new tendencies within the production organization, such as global manufacture, strategic alliances, flexible production and mass customization. The environment in which enterprises currently work with increasingly globalized markets, company consolidation and strategic alliances is forcing companies to find new forms of collaboration to improve the integration and synchronisation of the various functions and stages of their product value chain (Zhao et al., 2001). Global Manufacturing Virtual Networks allow companies to focus on their core competences, maintaining their participation in the design and manufacture of complex integrated systems. These networks can be considered as extended manufacturing systems where various companies can co-operate on a specific project whose result is the manufacture of a product or the provision of a service and where each company is expert in one or more of the areas that give the product its value (Elmuti et al., 2001). Although there are hardly any theoretical models or studies on how these networks function, they are known to develop on a large scale and involve a complex number of participants that include enterprises, organizations and institutions covering several countries or even
2 1766 Information Systems and ICT continents. The implications in the various manufacturing fields are manifold and knowing how they are structured, how they coordinate and plan their needs and implement their supply chain management, what their specific competences are and how the different members of the network communicate shall be some of the features this paper seeks to clarify. In addition, market demands for increasingly customized products and services lead to the implementation of new manufacturing techniques such as mass customization, where the complexity of the implementation, the information flow or the planning of resources complicate the management of this type of network even further. Figure 1 gives a simple example of the structure of this type of network, together with the relations between the nodes. Figure 1. Structure Of Global Manufacturing Virtual Networks 2. Development of the Conceptual Framework To study this new phenomenon of collaboration between production centres and understand the nature of Global Manufacturing Virtual Networks in more detail, a conceptual framework is proposed in accordance with the diagram shown in figure 2, based on Ayers s customer-centric model (2002) and the proposal put forward by Johansen et al. (2005); the said framework is to be used as a platform for analysing this type of network. This diagram enables the sequential analysis of all the factors that affect the design of a Global Manufacturing Virtual Network, such as its strategy, structure, communication systems and network culture. Following this proposed model, the network strategy and structure will be developed below for a practical case in the aeronautical industry, i.e. the global network of the engine manufacturer Rolls-Royce (RR). Figure 2. Evaluation Model Of Global Manufacturing Virtual Networks 3. Global Manufacturing Virtual Networks in the Aeronautical Industry Aeronautical industry appeared at the beginning of the 20th century and, in a short period of time, has adopted various production strategies and organization methods ranging from the craft processes of its beginnings to the Global Manufacturing Virtual Networks that constitute the way in which commercial aircraft are manufactured today, including the mass production
3 International Conference on Industrial Engineering & Industrial Management - CIO systems that were implemented during the Second World War, technological innovations and the future mass customization systems that will constitute the trend of this century (figure 3). It is a compendium of the ideal way in which production has evolved and can be used to apply the conceptual model described above. Figure 3. Production Organization Evolution Within The Aeronautical Industry Rolls-Royce is currently one of the world leaders in the manufacture of engines for the civil and military aeronautical industry. The structure of the Rolls-Royce manufacturing centre network in the world is organized in such a way that each centre specializes in one or more engine components, which enables greater technical specialisation and larger economies of scale. As a result, today, unlike the organization it had in the 1960s and 70s, no single centre is capable of manufacturing an entire engine. To see how the network is structured, it must be understood that for each engine model or project, there will be a different supply chain on the network itself in accordance with a set of basic premises. Each manufacturing network will use the internal and external resources it requires, such as research centres, technology or component suppliers, own manufacturing centres, as well as horizontal collaborations with companies that manufacture engines. Figure 4 shows a simplified diagram of an aircraft engine to give an example of how its components might be manufactured at the various manufacturing centres on the network, the result of the collaboration between GE and RR on a new engine. Figure 4. Example Of A New Engine Manufacturing Diagram In A GE-RR Collaboration
4 1768 Information Systems and ICT 3.1. Global Manufacturing Virtual Network Strategy and Structure At present, companies need to focus strategically on their main competences to offer greater value added in the supply chain. Accordingly, a growing trend today is the subcontracting of the manufacturing process to external collaborators or suppliers. The traditional relations between vertically integrated manufacturers, component suppliers and distributors are currently under reconsideration and being compared with horizontal business collaborations between OEMs (Original Equipment Manufacturers), highly specialized technology companies, component suppliers and distributors that form dynamically changing collaboration networks depending on each product, client and moment in time. In these Global Manufacturing Virtual Networks, the main company does not need to maintain internal manufacturing resources to cope with unpredictable variations in demand (Li et al., 2000). Rather they are based on relations with the various components of a virtual network that enables the company to design a specific supply chain in accordance with each client or specific contract. Therefore, this type of network is not based on the possession of certain resources that condition what can be produced, when, and how much, but rather on managing and sharing the network resources. Today, the formation of GMVNs follows four strategic focuses: (1) operative excellence; (2) access to new markets - geographical, product, client segments and compensation strategies (Williams et al., 2001); (3) diversification of financial risks; and (4) access to new technologies. One of the most significant trends in the changes occurring to today s manufacturing systems, especially in the aforementioned industrial sectors, is the substitution of vertical integrations or relations with horizontal relations between competitors or enterprises specialising in very specific technologies to allow companies to focus on their main competences (Colotla et al., 2002). Paradoxically, this type of collaboration, which leads to a Global Manufacturing Virtual Network, will allow them to provide their clients with highly flexible global solutions depending on market demands at any given time. When designing a Global Manufacturing Virtual Network, consideration must be given to the strategy of the preferred manufacturing system. Accordingly, four basic factors are taken into account: 1. Internationalization of the manufacturing process: the manufacturing process is no longer considered as one single production centre, but rather has to include expansion or dispersion plants in accordance with the company s current strategy. 2. Supply and value chain: the various tasks involved in the manufacturing systems and carried out on the network must be defined throughout the product value chain, and both the stage of the chain during which the tasks are to be carried out and the party by whom they are to be controlled must be specified. In addition, this comprehensive view of the process will enable optimization through the selection of internal and external activities, collaborators and the types of controls established, slightly increasing process efficiency and obtaining more competitive advantages. 3. Strategic alliances: a very broad range of possible forms of intercompany collaboration must be assessed, ranging from specific collaborations on certain projects to long-term joint ventures or strategic alliances. 4. Integration process: the three factors described above cannot be considered separately, but rather as part of an integrated manufacturing system in line with a preferred strategy.
5 International Conference on Industrial Engineering & Industrial Management - CIO Global Manufacturing Virtual Network Positioning of Rolls Royce These three dimensions, on which the design of the virtual network manufacturing system will be based, are described in figure 5 (Shi et al., 2005) and their result will define the positioning of the Global Manufacturing Virtual Network in which Rolls-Royce has changed its production strategy over time. Figure 5. Strategic Positioning Of Rolls Royce Global Manufacturing Virtual Network G represents the degree of globalization or internationalization of the manufacturing system. F represents the creation of value obtained from the integration of the various supply and value chains formed by the companies that take part in the network, determined by the synergies and value added resulting from the integration of the various production centres. A represents the level of collaboration between the various companies that define the strategic alliances on the network. Strong strategic alliances will allow for closer, long-term collaborations whereas more occasional collaborations will furnish the network with greater flexibility. The vector resulting from the three dimensional variables provides a qualitative idea of the type of Global Manufacturing Virtual Network in question. It is interesting to note that in the design of traditional manufacturing systems, the dimensions of internationalization (G) or collaboration (A) are rarely given consideration and only the impact of the manufacturing process on the product value chain (F) is considered. The current studies carried out on manufacturing systems are usually limited to two dimensions: on the one hand, the companies that consider only the GxF plane, where consideration is given to internationalization and the product supply and value chains, but collaboration with external companies is ignored; and, on the other, the GxA plane, which studies the internationalization of production processes and strategic alliances without considering the value added that could be obtained through the integration of the corresponding value chains. The overall view of the three dimensions has been the subject of little study and, therefore, the true potential of Global Manufacturing Virtual Networks has not been analysed. Point (0) of figure 5 refers to Rolls-Royce s beginnings in 1953, when it started up its aircraft engine manufacturing activity with a model called Dart, manufactured entirely at one of its plants in the United Kingdom. Point (1) shows the decentralization of the manufacturing processes begun by RR after it was privatized in Point (2) indicates the company s
6 1770 Information Systems and ICT internationalization after privatization; however, this process did not include any significant collaboration with other companies. Point (3) shows the current situation, which presents a highly globalized company with manufacturing centres distributed all over the world (each centre specialising in one or more engine subunits), integrated supply chains that add value and a high level of participation in international projects in collaboration with other companies to form an authentic virtual network. The aim of this network is to satisfy a number of requirements that previously limited its expansion policy, such as the possibility of incorporating technological innovations into its engines, reducing financial risks with regard to new engine projects, reducing its own manufacturing resources by subcontracting subunits to collaborating companies, with each centre specialising in one type of engine technology, and achieving economies of scale by the production process of each manufacturing centre on the network specialising in one or more engine components or subunits. In addition, by reducing its manufacturing resources, Rolls-Royce has become more flexible with regard to reacting to changes in market demand, maintaining the main competences of its organization, which, within the scope of the manufacturing process, include the design and development of the engines and the assembly and final testing stages. Rolls-Royce s strategy on the network is to change the supply chain in accordance with the project or engine type in question. In the case of its Trent engine family, there is very little horizontal collaboration, since it has a highly consolidated position on the market and has been manufactured for many years. The manufacturing process is carried out at Rolls-Royce manufacturing centres or companies in which the company has significant holdings in the share capital. Each centre makes one or more engine components that are finally assembled and tested at its facilities in Derby in the United Kingdom. However, in the case of the new F136 engine, the supply chain is based on horizontal collaboration with manufacturers, in some cases, direct competitors (e.g. GE), to form an authentic virtual network whose external participants work together on the specific manufacture of the engine. The benefits of this type of collaboration are beyond question since they allow an approach to high-financial-risk projects, resulting in greater technical specialization of the components and a highly flexible production. Point (4) in figure 5 indicates the company s trend for the coming years, where external collaboration will be used more and more to the point where the company s own resources shall be decapitalized. The future of this type of network is not based on the internal maintenance of manufacturing resources to satisfy unpredictable variations in demand. Rather it is based on relations with the various components of a virtual network that allow the company to design a specific supply chain in accordance with each engine type or client. Therefore, this type of network is not based on the possession of certain own resources that condition what can be produced, when it can be produced and how much, but rather on managing and sharing the network resources. Figure 6 is based on the three-dimensional figure shown before and can also be used as a very interesting analysis tool (Shi et al., 2005). It shows the range of possibilities for positioning a network between virtual organizations (VO) and international strategic alliances (ISA). Global Manufacturing Virtual Networks can be positioned within this spectrum in accordance with their strategy and based on the flexibility afforded by virtual organizations to attract new business opportunities or enter new markets and the ability of strategic alliances to increase levels of capacity and improve relations in the long term. This positioning should not be considered as an immovable, hierarchical concept, but rather as a dynamic positioning that can be modified in time in accordance with the market situation as it changes.
7 International Conference on Industrial Engineering & Industrial Management - CIO Figure 6. GMVN Band Figure 6 also shows some of the engines and projects in which Rolls-Royce takes part. The more stable projects appear at the top of the table, with more lasting relations between the members of the network in the form of strategic alliances, as is the case with the Trent engine family and the company s long-term relations with enterprises such as ITP. For projects at earlier stages, where the risk is higher, such as the F136 engine, specific horizontal relations are established. Between the two, there are projects such as the new Trent 900 engine for the Airbus A380, based on collaboration with external companies, albeit true that the project is still clearly led by Rolls-Royce. 4. Future Evolution of Global Manufacturing Virtual Networks in the Aeronautical Industry: Mass Customization and Network Virtualization The challenge now is to forecast what the next step will be, how the manufacturing systems will evolve in the coming years with regard to these Global Manufacturing Virtual Networks and what the determining factors behind the development of this industry will be. Basically, there are two clear trends in the production strategies of these networks in the aeronautical industry: (1) the convergence between this type of network and mass customization systems; and (2) a greater virtualization of the networks leading to the decapitalization of a large part of the companies manufacturing resources in favour of a greater specialization in one or more aircraft engine components Mass Customization in the GMVN of the Aeronautical Industry According to McClellan (2003), Mass customization is a growing market demand that will require manufacturing networks to implement production systems that address the said demand for customized services and products at prices similar to those that are mass produced. In addition, the Society of Manufacturing Engineers (Christman, 2003) has also referred to mass customization and to the collaboration of manufacturing networks as two of the most important trends in production strategies for the 21st century. Finally, Meixell et al., (2004) and Kamrani, (2004) have also mentioned the importance of mass customization in the context of global manufacturing networks, highlighting the importance and difficulty of supply chain management in these environments. Although it is not at all simple to consider all the possibilities of this convergence, it is possible to estimate the feasibility of the process and the profits that would be obtained. Global Manufacturing
8 1772 Information Systems and ICT Virtual Networks are based on a dispersed manufacturing process which, in most cases, implies the manufacturing of the product by modules or independent subunits or in completely separate stages of the product chain. As a result, the application of mass customization techniques, such as the modularization of products (Ulrich, 1995) or the customization during the latter stages of production is possible. According to Bugos (2001), customization in this industry began with the introduction in 1970 of the Boeing 747. When this plane was supplied to the airlines of each country, it was discovered that each one had slightly different requirements, which forced Boeing, McDonnell Douglas and Airbus to implement new mass customization methods through the application of small final adaptations in their mass production processes, such as that implemented by Boeing in its wing production process. However, mass customization will be implemented on a large scale in the aeronautical industry as a natural process resulting from Global Manufacturing Virtual Networks and the varied requirements of an increasingly demanding market that seeks differentiation through customized aircraft that satisfy the particularities of clients or their strategic positioning on the market without increases in the price of the aircraft in question. Within Global Manufacturing Virtual Networks, mass customization becomes a feasible model that was almost unthinkable in the past. The dispersion of the manufacturing process requires greater specialization in one or more specific components in comparison with the all-round solutions that were supplied previously. As a result, in this context, mass customization systems will be based on two fundamental trends: product modularity and superficial changes in the final stages of the value chain. 1. Product modularity: this will be one of the fundamental factors behind the effective implementation of mass customization in the aeronautical industry. Product modularity refers to a design of the product that allows for the combination of different components or subunits in such a way that the client can choose from several options for each module. This feature can be implemented seamlessly in Global Manufacturing Virtual Networks, since the network involves the dispersion of manufacturing processes and, for the said processes to be efficient, some kind of product modularity is necessary so that its manufacture can be broken down into similar subunits for later assembly. The example of the manufacture of the Airbus A380 is a very good one, since each country taking part in the consortium is responsible for one of the structural subsystems of the aircraft (fuselage, wing, cabin or tail), which are manufactured separately with their own supplier networks, subunit suppliers and collaborators until the manufacture of the subsystem is completed and sent to Toulouse (France) for the final assembly stage. In other words, by dispersing the manufacturing processes over a network, the modularity of the product design is almost a fundamental requirement for the efficiency of the supply chains. Therefore, when implementing mass customization systems based on modular designs, half the work has already been done. 2. Superficial changes: mass customization through changes in the final stages of the value chain will be one of the most effective techniques to be implemented in the aeronautical industry. Many manufacturers have uncovered the market s need for changes to the variety and specifications of the aircraft and at structural subsystem level (wings, engines, fuselage, cabin, etc.); however, at the same time, they have found that the existing processes can satisfy these changes in the demand. In other words, new market requirements focus on superficial changes to the aircraft which, in most cases, do not require substantial changes to either the manufacturing networks or the internal production processes. The new Airbus A380 has already implemented this option by offering various internal configurations of
9 International Conference on Industrial Engineering & Industrial Management - CIO the inhabitable area of the aircraft and, in the coming years, the concept will be applied to other subunits with no substantial effect on the manufacturing processes. The origin of this trend lies in the requirements of a market that is becoming more and more demanding and versatile and seeks to provide its clients with a differentiated service Virtualization of the Network in the Aeronautical Industry Another trend that will gain in significance in the production strategy of these networks in the aeronautical industry is the increase in virtual collaborations between external companies for specific projects. The benefits of this type of collaboration will mean that companies will not need to maintain internal manufacturing resources, since they will be able to use the network resources and assume greater flexibility to satisfy unpredictable variations to the demand. The manufacturing systems of the future will be based on relations with the various components of a virtual network that enable the company to design a specific supply chain in accordance with each engine type or client. In short, this type of network will not be based on the possession of specific resources, but on managing and sharing the resources available on the network. Consequently, as with other manufacturing companies, Rolls-Royce shall tend more towards specialization. Participation in every stage of an engine s value chain will no longer be profitable and companies will have to specialise in a number of main competences, such as design or a specific structural subunit (e.g. a compressor), leaving the responsibility for other structural subunits or specific technologies to other companies on the network. 5. Conclusions Global Manufacturing Virtual Networks are based on three basic vectors: the globalization of internal manufacturing processes; the supply and value chains of all the centres involved; and strategic alliances with companies outside the organization. Although this type of intercompany collaboration is becoming more and more common, especially in the aeronautical industry, the car industry and the electronics sector, there are currently no models that describe how the networks operate or how they should be managed or designed. Their future growth potential is huge, since, on the one hand, they are more efficient at meeting the requirements of a market that is becoming increasingly varied and variable in its search for customized solutions at very competitive prices and, on the other, they allow manufacturers to reduce their financial risk by disinvesting heavy internal manufacturing resources, access new markets and seamlessly incorporate technological improvements to their products. In addition, the future evolution of this type of network will be based on a greater virtualization of the network and a convergence with mass customization systems. References Ayers J., (2002). CASA/SME Blue Book: Supply Chain Management and the Manufacturing Enterprise Wheel. Computer and Automated Systems Association of the Society of Manufacturing Engineers Bugos, Glenn, (2001). History of the Aerospace Industry. EH.Net Encyclopedia, edited by Robert Whaples. August 29, Chen, B., Y Shi and M Gregory, (2003). The Aerospace System Integration Business: context, content and implementation. POMS Joint International Conference, Cernobbio, Lake Como, 1 June 2003, Vol. II, pag 61-70
10 1774 Information Systems and ICT Christman, A., (2003). CAD/CAM outlook: some thoughts on world-class manufacturing. Modern Machine Shop, October, Colotla, I. (2002) Global Manufacturing Strategy Process: A Proposal for a Process Approach Integrating Factory and Network Perspectives, 7th Annual Cambridge International Manufacturing Symposium Proceedings, Cambridge, UK. Elmuti, D., Kathawala, Y., (2001). An overview of strategic alliances. Management Decision 39, pag Johansen, K., Comstock, M., (2005). Coordination in collaborative manufacturing meganetworks: A case study. Journal of Engineering and Technology Management, Volume 22, Nº 3, Septiembre 2005, pag Kamrani, A.K. (Eds.), (2004). Mass Customization: A Supply Chain Approach. Kluwer Academic Publisher, pag Li, X., Y. Shi and M. J. Gregory, (2000). Global Manufacturing Virtual Network (GMVN) and Its Position in the Spectrum of Strategic Alliance, Operations Management: crossing borders and boundaries: the changing role of operations, EurOMA 7th International Annual Conference, Ghent, Belgium, pp McClellan, M., Collaborative strategies: outside-the-box manufacturing. Optimize Magazine, March 17. Meixell, M.J., Wu, S.D. Kamrani, (2004). Collaborative Manufacturing for Mass Customization, Kluwer Academic Publisher, Boston, Massachusetts, pag Shi, Y. and M. J. Gregory, (2001). Global Manufacturing Virtual Network (GMVN): a new manufacturing system for market agility and global mobility. International Working Conference on Strategic Manufacturing, Aalborg, Denmark. Shi, Y. and MJ Gregory, (2003). From Original Equipment Manufacturers to Total Solution Providers: an emergence of Global Manufacturing Virtual Network in electronics industry, International Journal of Service Technology and Management, Vol. 4, Nos. 4-6, pp Shi Y., Fleet D., Gregory M., (2005). Global Manufacturing Virtual Network and its Position in Manufacturing Systems. The 7th Annual International Manufacturing Symposium, Institute for Manufacturing, Dept. of Engineering, University of Cambridge Ulrich, K., (1995). The role of product architecture in the manufacturing. Research Policy 24, Williams T., Ellis B., Maull R., Gregory M., (2001). Offset Strategies in the Global Aerospace Sector In the Proceedings of the 6th Research Symposium on International Manufacturing: Global Integration (ISBN ), Churchill College, Cambridge, 9th 11th September 2001 pp Zhao D., Shi Y., and Gregory M.,. (2001). Manufacturing Virtual Network System In the Proceedings of the 6th Research Symposium on International Manufacturing: Global Integration, University of Cambridge, 2001 pag
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9 weight reel trade for 7 weight reel
I have an allen alpha 2 9/10 loaded with backign and cortland liquid crystal 9 weight. Both the line and the reel are like new condition. I am looking for a decent 7 weight reel loaded with a tropical type line. I am looking for a trade but will sell.
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Description: In this passionate and atmospheric debut novel, Elizabeth Hickey reimagines the tumultuous relationship between the Viennese painter Gustav Klimt and Emilie Flöge, the woman who posed for Klimt's masterpiece The Kiss -- and whose name he uttered with his dying breath. Vienna in 1886 was a city of elegant cafés, grand opera houses, and a thriving and adventurous artistic community. It is here where the twelve-year-old Emilie meets the controversial libertine and painter. Hired by her bourgeois father for basic drawing lessons, Klimt introduces Emilie to a subculture of dissolute artists, wanton models, and decadent patrons that both terrifies and inspires her. The Painted Kiss follows Emilie as she blossoms from a naïve young girl to one of Europe's most exclusive couturiers -- and Klimt's most beloved model and mistress. A provocative love story that brings to life Vienna's cultural milieu, The Painted Kiss is as compelling as a work by Klimt himself.
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List price: $16.00Copyright year: 2006Publisher: Washington Square PressPublication date: 3/7/2006Binding: PaperbackPages: 288Size: 5.00" wide x 8.50" long x 0.75" tall Weight: 0.220Language: English
Elizabeth Hickey is the author of The Painted Kiss. She earned an MFA from Columbia University and lives in Portland, Oregon, with her husband and son.
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Tiwary (5/33) was well supported by Avinash Yadav (3/16) and Harvinder Singh (2/45), with the visiting English colts going down tamely without offering a semblance of a fight.
Chasing a victory target of 423 in their second innings, the England under-19 team were all out for 129 in 45.4 overs.
The four-day match ended well within three days. With match figures of 19.4-6-45-8, Tiwary, who tormented the rival team batsmen, was declared man-of-the-match.
Earlier, Ambati Rayudu-led host team, who made 334 in their first knock, declared their second essay at 200 for the loss of four wickets. The skipper himself top-scored with aquickfire, stroke-filled 58 off 53 balls with ten fours.
Tiwary remained unbeaten on 50 facing 48 balls and hitting four boundaries and one six.
Brief scores: India 334 and 200/4 declared (Rayudu 58, Tiwary 50 not out, Faiz Fazal 37, Mayank Tehlan 26; Mitchell Stokes 1/30, Mark Lawson 1/41, Thomas Smith 1/42) vs England 112 and 129 (Ben Harmison 33, Stokes 33, Joseph Denly 24;Tiwary 5/33, Yadav 3/16, Singh 2/45).


text: Robert Jones is standing as the Federalist Party's candidate in the Ruyton and Baschurch ward in the local elections which are taking place on Thursday May 4th. Ruyton and Baschurch is large area which includes two large villages and a number of hamlets to the north of Shrewsbury. Shropshire's former multi-tier local government was abolished in 2009 and replaced with a unitary authority despite the opposition of most of the former councils and many residents including those who rejected the proposal in local referendums. Robert's campaign is focused on various local issues including the local democracy, housing, supporting local businesses, and traffic concerns. But the key issue for many voters in the area is the village's rapid growth. Continue reading "Local Elections: Federalist candidate in Shropshire"


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Investors at today's annual general meeting were expected to quiz chief executive Mike Turner and his board about their increasingly fractious relationship with the Government.
Few doubt that there are serious tensions between the MoD and the defence contractor over who should bear the brunt of £700m of cost overruns on the controversial Eurofighter Typhoon project.
Although the group yesterday said it would not have to make any provisions against the contract, investors will be seeking clarification and reassurance over the issue.
The reports come against the backdrop of a stand-off between the company and the MoD over drafting a contract to build two aircraft carriers worth £2.9bn. BAE is keen to avoid bearing the huge costs of contract overruns.
Some analysts have praised Turner for sticking to his guns in tough negotiating with the military mandarins. While the group faces being demoted from its current post as prime contractor for the ships, investors only want to see the deal done on safer terms.
Meanwhile, the company has denied wrongdoing after reports in the Guardian made serious bribery allegations related to Saudi contracts.
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