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The GC content of this 5' portion of the gene is 86%, much higher than the average GC of the entire gene, which is 55%. There is also an atypical polyadenylation signal in the 3'-untranslated region of the gene. The protein encoded by the CYB5R3 gene is cytochrome b5 reductase, a flavoprotein that is produced as two different isoforms with different localizations. There is an amphipathic microsomal isoform that is found in all cell types but red blood cells; this isoform has one hydrophobic membrane-anchoring domain and one catalytic domain that is hydrophilic. The other isoform, a soluble cytochrome b5 reductase isoform, is found in human erythrocytes.
This protein is truncated, and encoded by an alternative transcript that produces only the larger, hydrophilic domain. The protein contains 4 cysteine residues, Cys-203, -273, -283, and -297. Cys-283 is thought to be involved in NADH binding by chemical modification; in fact, both Cys-273 and Cys-283 are thought to be close to the NADH-binding site. The NH2-terminal structure of the membrane-binding domain is CH3(CH2)12-CO-Gly-Ala-Gln-Leu-Ser-Thr-Leu-Gly-His-Met-Val-Leu-Phe-Pro-Val-Trp-Phe-Leu-Tyr-Ser-Leu-Leu-Met-Lys. Two forms of NADH-cytochrome b5 reductase are known, a membrane-bound form in somatic cells (anchored in the endoplasmic reticulum, mitochondria and other membranes) and a soluble form in erythrocytes. The membrane-bound form has both membrane-binding and catalytic domains.
The soluble form has only the catalytic domain. This gene encodes both forms of the enzyme which arise from tissue-specific alternative transcripts that differ in the first exon. Mutations in this gene cause methemoglobinemias. Function Cytochrome b5 reductase is involved in the transfer of reducing equivalents from the physiological electron donor, NADH, via an FAD domain to the small molecules of cytochrome b5. It’s also heavily involved in many oxidation and reduction reactions, such as the reduction of methemoglobin to hemoglobin. Of the two forms of NADH-cytochrome b5 reductase, the membrane-bound form exists mainly on the cytoplasmic side of the endoplasmic reticulum and functions in desaturation and elongation of fatty acids, in cholesterol biosynthesis, and in drug metabolism.
The erythrocyte form is located in a soluble fraction of circulating erythrocytes and is involved in methemoglobin reduction. Clinical significance Mutations in the CYB5R3 gene cause methemoglobinemia types I and II. This is a rare autosomal recessive disease due to a deficiency of isoform of NADH-cytochrome b5 reductase. Many mutations of this gene and the subsequent disease manifestation have been described. The disease manifests as the accumulation of oxidized Fe+3 in humans. Type I recessive congenital methemoglobinemia (RCM) is characterized by a deficiency of the soluble isoform and manifests as the cyanosis of skin and mucous membranes. In type II, the defect affects both isoforms and thus affects more general tissues such as red blood cells, leukocytes, and all body tissues.
This type is associated with mental deficiency and other neurologic symptoms, which may be because the cytochrome b5 system plays a crucial role in the desaturation of fatty acids in the body. One patient was described as having a new class of this disorder, type III. This condition was characterized by a deficiency of NADH cytochrome b5 reductase in lymphocytes, platelets, and erythrocytes, but this was not associated with mental retardation. Interactions CYB5R3 is known to interact with CYB5A, ENO1, and SUMO2 among other proteins. References External links Further reading
The 6 Metre World Cup are biennial international sailing regattas in the 6 Metre class organized by the International Six Metre Association. The principal trophy is the Six Metre World Cup. Swedish sailor Pelle Petterson has won most titles, with three titles between 1977 and 1983. Swiss sailor Bernard Haissly and Swedish Carl-Gustaf Piehl, have two each. The most championships has been won by Swedish sailors, on eight occasions, followed by Swiss sailors, three titles, and sailors of Canada and the United States (two each). The International 6 Metre was an Olympic class from 1908 to 1952. History The first 6 Metre World Cup were held in Seattle in 1973.
Editions Medalists See also ISAF Sailing World Championships International Sailing Federation References Category:6 Metre World Cup Category:Recurring sporting events established in 1973
Larsen & Toubro Limited, commonly known as L&T is an Indian multinational conglomerate company headquartered in Mumbai, Maharashtra, India. It was founded by two Danish engineers taking refuge in India. The company has business interests in basic and heavy engineering, construction, realty, manufacturing of capital goods, information technology, and financial services. As at March 31, 2018, L&T Group comprises 93 subsidiaries, 8 associates, 34 joint-venture and 33 joint operations companies. History Larsen & Toubro originated from a company founded in 1938 in Mumbai by two Danish engineers, Henning Holck-Larsen and Søren Kristian Toubro. The company began as a representative of Danish manufacturers of dairy equipment.
However, with the start of the Second World War in 1939 and the resulting restriction on imports, the partners started a small workshop to undertake jobs and provide service facilities. Germany's invasion of Denmark in 1940 stopped supplies of Danish products. The war-time need to repair and refit ships offered L&T an opportunity, and led to the formation of a new company, Hilda Ltd, to handle these operations. L&T also started to repair and fabricate ships signalling the expansion of the company. The sudden internment of German engineers in British India (due to suspicions caused by the Second World War), who were to put up a soda ash plant for the Tata's, gave L&T a chance to enter the field of installation.
In 1944, ECC (Engineering Construction & Contracts) was incorporated by the partners; the company at this time was focused on construction projects (Presently, ECC is the construction division of L&T). L&T began several foreign collaborations. By 1945, the company represented British manufacturers of equipment used to manufacture products such as hydrogenated oils, biscuits, soaps and glass. In 1945, the company signed an agreement with Caterpillar Tractor Company, USA, for marketing earth moving equipment. At the end of the war, large numbers of war-surplus Caterpillar equipments were available at attractive prices, but the finances required were beyond the capacity of the partners.
This prompted them to raise additional equity capital, and on 7 February 1946, Larsen & Toubro Private Limited was incorporated. After India's independence in 1947, L&T set up offices in Calcutta (now Kolkata), Madras (now Chennai) and New Delhi. In 1948, 55 acres of undeveloped marsh and jungle was acquired in Powai, Mumbai. A previously uninhabitable swamp subsequently became the site of its main manufacturing hub. In December 1950, L&T became a public company with a paid-up capital of . The sales turnover in that year was . In 1956, a major part of the company's Mumbai office moved to ICI House in Ballard Estate, which would later be purchased by the company and renamed as L&T House, its present headquarters.
During the 1960s, ventures included UTMAL (set up in 1960), Audco India Limited (1961), Eutectic Welding Alloys (1962) and TENGL (1963). Largest Indian Engineering Service company. Operating divisions L&T formed a joint venture with SapuraCrest Petroleum Berhad, Malaysia for providing services to the offshore construction industry. The joint venture owns and operates the LTS 3000, a crane vessel for heavy lifting and pipe-laying. L&T Power has set up an organisation focused on coal-based, gas-based and nuclear power projects. L&T has formed two joint ventures with Mitsubishi Heavy Industries, Japan to manufacture super critical boilers and steam turbine generators. L&T is among the largest five fabrication companies in the world.
L&T has a shipyard capable of constructing vessels of up to 150 metre long and displacement of 20,000 tons at its heavy engineering complex at Hazira, Gujarat. The shipyard constructs specialised heavy-lift ships, CNG carriers, chemical tankers, defence & para-military vessels, submarines and other role-specific vessels. The design wing of L&T ECC is EDRC (Engineering Design and Research Centre), which provides consultancy, design, and services. It carries out the basic and detailed design for both residential and commercial projects. L&T Realty L&T Realty is the real estate development arm of Larsen & Toubro. The company operates in Western and Southern India, constructing residential, corporate office, retail, leisure and entertainment properties with 35 million sq ft under various stages of development.
L&T Technology Services L&T Technology Services, a subsidiary of Larsen & Toubro, is an engineering services company that operates in the global Engineering, Research and Development (“ER&D”) space. L&T Technology Services offers design, development and testing services for the industrial products, medical devices, transportation, aerospace, telecom and process industries. The company serves customers across the product engineering life cycle from product conceptualization to implementation. Services include consulting, design, development, testing, maintenance, and to-market integration services.L&T Technology hits the Indian Capital Markets with its IPO offering 10.4 million shares at a price band of Rs.850 to Rs.860 L&T Solar L&T Solar, a subsidiary of Larsen & Toubro, undertakes solar energy projects.
In April 2012, L&T commissioned India's largest solar photovoltaic power plant (40 MWp) owned by Reliance Power at Jaisalmer, Rajasthan from concept to commissioning in 129 days. In 2011, L&T entered into a partnership with Sharp for EPC (engineering, procurement and construction) in megawatt solar project and plan to construct about 100 MW in the next 12 months in most of the metros. L&T Infra Finance, promoted by the parent L&T Ltd, is also active in the funding of solar projects in India. It is governed by Rebel Enterprises Electrical and automation L&T is an international manufacturer of electrical and electronic products and systems.
The company also manufactures custom-engineered switchboards for industrial sectors like power, refineries, petrochemicals and cement. In the electronic segment, L&T offers a range of metres and provides control automation systems for industries. Medical equipment and systems L&T used to operate multiple facilities in Mysore as part of its medical equipment and systems business unit. In November 2012, L&T sold it to Skanray Technologies Pvt Ltd. Currently, L&T Mysore division manufactures Single-phase and Three-phase static solid-state Electricity Meters to various utilities pan India. The range of meters varies from Residential, Industrial, Prepayment and Smart Meters. There are both Whole current and CT operated meters.
It also houses a relay servicing unit. Larsen & Toubro Infotech (LTI) Larsen & Toubro Infotech Limited, a wholly owned subsidiary of L&T, offers information technology, software and services with a focus on manufacturing, BFSI and communications and embedded systems. It also provides services for embedded intelligence and engineering. Machinery and industrial products L&T manufactures, markets and provides service support for construction and mining machinery, including surface miners, hydraulic excavators, aggregate crushers, loader backhoes and vibratory compactors; supplies rubber processing machinery and manufactures and markets industrial valves and allied products along with application-engineered welding alloys. EWAC Alloys Limited EWAC Alloys Limited is a wholly owned subsidiary of Larsen & Toubro, India.
The company is engaged in design & development, manufacture and supply of special welding electrodes, gas brazing rods and fluxes, welding torches and accessories, atomised metal powder alloys, flux cored continuous wires & wire feeders, polymer compounds & wear-resistant plates. Prof Wasserman, founder of Eutectic Castolin, and Henning Hock Larsen, founder of Larsen & Toubro, founded the Eutectic Division in India in the year 1962. Eutectic Castolin was later merged into the Messer Group of companies, Germany and referred as Messer Eutectic Castolin (MEC). In 2010, Larsen & Toubro Limited, bought the entire stake from Messer to become the wholly owned subsidiary of it.
The current headquarters is in Ankleshwar, Gujarat (India), and the products are sold under the name EWAC. In line with its strategy to divest non-core businesses, L&T is planning on selling its entire stake in unlisted subsidiary EWAC Alloys to UK-registered ESAB Holdings for a total consideration of Rs 522 crore. The share purchase agreement has been executed on October 11, 2017. The acquirer ESAB offers products for welding and cutting process. In 2012, ESAB was acquired by Colfax Corp., a diversified industrial manufacturing company based in the US. About L&T Metro Rail Hyderabad Limited Larsen and Toubro Limited was awarded the Hyderabad Metro Rail Project by Government of Telangana.
L&T incorporated a Special Purpose Vehicle - L&T Metro Rail (Hyderabad) Limited ("The Company") to implement the Project on Design, Built, Finance Operate and Transfer (DBFOT) basis. The company has signed the Concession Agreement with Government of Andhra Pradesh on 4 September 2010 and completed the financial closure for the Project on 1 March 2011 in record six months. A consortium of 10 banks led by the State Bank of India has sanctioned the entire debt requirement of the project. This is the largest fund tie-up in India for a non-power infrastructure Public Private Partnership (PPP) project. The company is a subsidiary of L&T Infrastructure Development Projects Ltd., an infrastructure development arm of Larsen of Toubro Ltd.
The company will develop 18.6 million s.ft. of Transit-Oriented Development (TOD) and is expected to trigger robust economic activity in and around the city of Hyderabad and will generate substantial employment. Larsen and Toubro Limited was awarded, and has commenced work on the Rs. 5,273 Crore Mumbai Metro Line 3 project. The project consists of two packages: Package 1(Cuffe Parade-VidhanBhavan-Churchgate-Hutatma Chowk) and Package 7 (Marol Naka-MIDC-SEEPZ). The company is also in the process of building major metro rail projects in the Middle-East. Major subsidiaries and joint ventures As of March 2018, L&T has 93 subsidiaries, 8 associate companies, 34 joint ventures, and 33 joint operation companies.
L&T Infrastructure Engineering Ltd. is one of India's engineering consulting firms offering technical services in transport infrastructure. The company has experience both in India and Globally, delivering single point ‘Concept to Commissioning’ consulting services for infrastructure projects like airports, roads, bridges, ports and maritime structure including environment, transport planning and other related services. Established in 1990 as L&T-Rambøll Consulting Engineers Limited, the company became the wholly owned subsidiary of L&T in September 2014. Today, L&T Infra Engineering is an independent corporate entity managed by a Board of Directors. The company enjoys complete freedom to set and pursue its goals, drawing, as and when required, on the technical and managerial resources of L&T Infrastructure Engineering Limited.
L&T Kobelco Machinery Private Limited: this is a joint venture of L&T and Kobe Steel of Japan, to manufacture internal mixers and twin screw roller-head extruder's for the tyre industry. The company has a factory at Karai Village, Kanchipuram, that manufactures internal mixers and twin-screw roller head extruder's for the tyre industry, which commenced commercial operations on 1 December 2012. L&T – Construction Equipment Limited: having its registered office at Mumbai, India and focusing on construction equipment and mining equipment, L&T-Komatsu Limited was a joint-venture of Larsen and Toubro, and Komatsu Asia Pacific Pte Limited, Singapore, a wholly owned subsidiary of Komatsu Limited, Japan.
Komatsu is the world's second largest manufacturer of hydraulic excavators and has manufacturing and marketing facilities. The plant was started in 1975 by L&T to manufacture hydraulic excavators for the first time in India. In 1998, it became a joint-venture. The Bengaluru works comprise machinery and hydraulics works, with a manufacturing facility for design, manufacture, and servicing of earth moving equipment. The hydraulics works have a precision machine shop, manufacturing high-pressure hydraulic components and systems, and designing, developing, manufacturing and servicing hydraulic pumps, motors, cylinders, turning joints, hose assemblies, valve blocks, hydraulic systems, and power drives as well as allied gearboxes.
In April 2013, L&T bought the 50% stake held by Komatsu Asia & Pacific. The company's name was changed to L&T Construction Equipment Limited. L&T-John Deere: In 1992, L&T established a 50-50 joint venture with John Deere to manufacture tractors in India, called L&T - John Deere. L&T sold their interest to John Deere in 2005. L&T Case: In 1992, L&T established L&T-Case Construction with CNH Global as a 50-50 joint venture to build backhoes. In 2011, L&T decided to exit this joint venture and sold its share to CNH, and the company was renamed Case New Holland Construction Equipment India.
They also have a joint venture with Qatari company albalagh group which they jointly are the main contractors for alrayyan stadium, the 2022 FIFA World Cup stadium which will host matches up to the quarter-final. L&T Finance: Larsen & Toubro Financial Services is a subsidiary which was incorporated as a non-banking financial company in November 1994. The subsidiary has financial products and services for corporate, construction equipments etc. This became a division in 2011 after the company declared its restructuring A partnership between L&T Finance and Sonalika Group farm equipment maker International Tractors Ltd in April 2014 provided credit and financing to customers of Sonalika Group in India.
L&T Mutual Fund is the mutual fund company of the L&T Group. Its average assets under management (AuM) as of May 2019 is 73,936.68 crore. Larsen & Toubro Infrastructure Finance: this wholly owned subsidiary commenced business in January 2007 upon obtaining Non-Banking Financial Company (NBFC) license from the Reserve Bank of India (RBI). As of 31 March 2008, L&T Infrastructure Finance had approved financing of more than US$1 billion to select projects in the infrastructure sector. It received the status of "Infrastructure Finance Company" from the RBI within the overall classification of "Non-Banking Financial Company". L&T Technology Services, a subsidiary of Larsen & Toubro, is a global engineering services company headquartered out of Vadodara, Gujarat, India.
It offers design, development, and testing solutions across the product and plant engineering value chain, for various domains including Industrial Products, Transportation, Aerospace, Telecom & Hi-tech, and the Process Industries. As of 2016, L&T Technology Services employs over 10,000 workers and has operations in 35 locations around the world. Its clientele includes a large number of Fortune 500 companies globally. L&T Valves business group markets valves manufactured by L&T's Valve Manufacturing Unit and L&T's joint-ventures, Audco India Limited, India and Larsen & Toubro Valves Manufacturing Unit, Coimbatore as well as allied products other manufacturers. The group's manufacturing unit in Coimbatore manufactures industrial valves for the power industry, along with flow control valves for the oil and gas, refining, petrochemical, chemical and power industries, industrial valves and customised products for refinery, LNG, GTL, petrochemical and power projects.
L&T Valves Business Group has offices in the US, South Africa, Dubai, Abu Dhabi, India and China, and alliances with valve distributors and agents in these countries. L&T-MHPS Boilers is a joint venture between L&T and Mitsubishi Hitachi Power Systems. The group specialises in engineering, manufacturing, erecting and commissioning of supercritical steam generators used in power plants. It is mainly headquartered in Faridabad with a manufacturing facility in Hazira and an engineering centre in Chennai and Faridabad. Currently, the group is engaged in projects for JVPL, MAHAGENCO, Nabha Power & RRVUNL. L&T MHPS Turbine Generators Pvt Ltd: in 2007, Larsen & Toubro and Mitsubishi Heavy Industries set up a joint-venture manufacturing agreement to supply a supercritical steam turbine and generator facility in Hazira.
This followed a technology licensing and technical assistance agreement for the manufacture of supercritical turbines and generators between L&T, MHI, and Mitsubishi Electric Corporation (MELCO), headquartered in Tokyo, Japan. In February 2014, MHI and Hitachi Ltd integrated the business centred on thermal power generation systems (gas turbines, steam turbines, coal gasification generating equipment, boilers, thermal power control systems, generators, fuel cells, environmental equipment and so on) and started a new company as Mitsubishi Hitachi Power Systems (MHPS) Ltd, headquartered in Yokohama, Japan. L&T Howden Pvt Ltd is a joint venture between L&T and Howden to manufacture axial fans and air pre-heaters in the range of 120-1200 MW to thermal power stations.
L&T Howden is an ISO 9001 and ISO 5001 certified organisation, with a plant located in Surat Hazira and a marketing office in Faridabad. L&T Special Steels and Heavy Forgings Pvt Ltd. is a joint venture between L&T and NPCIL, headquartered at Hazira. It is the largest integrated steel plant and heavy forging unit in India, capable of producing forgings weighing 120 MT each. LTSSHF currently is engaged in projects from the nuclear, hydrocarbon, power and oil and gas sectors. L&T-Sargent & Lundy Limited (L&T-S&L), established in 1995, is a premier Engineering & Consultancy firm in the Power Sector, born out of shared vision of two renowned organizations - Larsen & Toubro Limited (L&T), India's largest engineering and construction company and Sargent & Lundy L.L.C.
- USA, a global Consulting firm in Power industry since 1891 L&T General Insurance In 2015, the company began developing commercial, retail and office space around the Hyderabad Metro Rail project. In June 2019, the company acquired a controlling stake in IT services company Mindtree Ltd Corporate re-structuring In January 2011, Chairman announced that the company would be restructured into nine independent virtual companies. with a CEO, CFO and HR head, its own profit and loss account, and board with at least three independent directors. Each board does not have any legal or statutory standing, but merely advises management. The original nine virtual companies which operated in different segments, were subsequently increased to 12, and they are: Building and Factories, Transportation & Infrastructure, Metallurgical & Material Handling, Heavy Civil Engineering Engineering Services, Power Transmission and Distribution, Power, Water, Geo-Structure, Smart World & Communication, Infotech, Finance, Hydrocarbon and Chemicals.
This later became a real company, with independent standings and stocks. Listing and shareholding The equity shares of the company are listed on the Bombay Stock Exchange (BSE) and the National Stock Exchange of India (NSE). The company's shares constitute a part of BSE 30 Index of the BSE Limited as well as NIFTY Index of the NSE. Its global depository receipts (GDR) are listed on the Luxembourg Stock Exchange and London Stock Exchange. As on 31 March 2013, Financial institutions held around 30.5% equity shares in L&T. Over 8.5 lakh individual shareholders hold approx 24% of its shares. Foreign Institutional Investors held approx 16.6% shares.
Others held approx 29% of the shares. Life Insurance Corporation of India is the largest shareholder in the company with 16.03% shareholding. Employees As on 31 March 2018, the company had 42,464 permanent employees, out of which 2,248 were women (5.29%) and 43 were employees with disabilities (0.1012%). At the same period company had 264,589 employees on contract basis which makes it a total of 307,053. During the FY 2012–13, the company incurred 4,436 crore for employee benefit, including salaries. As per the news article in November 2016, it had around 109,000 employees after mass firing of 14,000 across all sectors.
Awards and recognition In 1997, the Bengaluru Works division was awarded the "Best of all" Rajiv Gandhi National Quality Award In 2014 Larsen & Toubro ranked 500 on Forbes list of 2000 world's largest and most powerful public companies based on revenues, profits, assets and market value. 54 Indian companies made it to the prestigious list, and L&T is the highest-ranked company in the engineering and construction section and 10th among all Indian public and private sectors. 41544254;PLP[OHOPOSTUI0IU PB3809AU PJU 09* According to the Brand Trust Report 2012 published by Trust Research Advisory, a brand analytic's company, L&T was positioned 47th among India's most trusted brands.
Subsequently, in Brand Trust Report 2013, L&T was ranked 127th among the most trusted brands in India while according to the Brand Trust Report 2014, L&T was elevated to the 38th position among India's most trusted brands. In 2013, L&T Power received 'Golden Peacock National Quality Award – 2012' at the 23rd World Congress on 'Leadership & Quality of Governance'. In 2012, Forbes ranked L&T as 9th most innovative company in the world. L&T was also featured in the Forbes Asia's annual 'Fabulous 50' list in 2010, for the fifth time in a row. In 2012, L&T was ranked 4th by Newsweek in the global list of green companies in the industrial sector.
In 2013 the Harvard Business Review named L&T's Executive Chairman, A M Naik, as the 32nd Best Performing CEO in the world. See also L&T Realty List of companies of India Heavy equipment List of oilfield service companies Gallery References External links Category:BSE SENSEX Category:CNX Nifty Category:Companies based in Mumbai Category:Construction and civil engineering companies of India Category:Engineering companies of India Category:Aerospace companies of India Category:Gas turbine manufacturers Category:Conglomerate companies of India Category:Conglomerate companies established in 1938 Category:Indian brands Category:Companies listed on the National Stock Exchange of India Category:Construction and civil engineering companies established in 1938 Category:Construction equipment manufacturers of India Category:1938 establishments in India
The Life Events and Difficulties Schedule is a psychological measurement of the stressfulness of life events. It was created by psychologists George Brown and Tirril Harris in 1978. Instead of accumulating the stressfulness of different events, as was done in the Social Readjustment Rating Scale by Thomas Holmes and Richard Rahe, they looked at individual events in detail. The schedule is made up of an interview by which as much contextual information around the event as possible is collected. The event is then rated by "blind" raters using this contextual information. Critics of this method note the fact that the impact of the independent variable, the event itself, is measured by evaluating it using mediating and moderating variables.
Research The Life Events and Difficulties Schedule proved a powerful instrument to predict changes in neuroticism. References Category:Medical scales Category:Stress
A riveting machine is used to automatically set (squeeze) rivets in order to join materials together. The riveting machine offers greater consistency, productivity, and lower cost when compared to manual riveting. Types Automatic feed riveting machines include a hopper and feed track which automatically delivers and presents the rivet to the setting tools which overcomes the need for the operator to position the rivet. The downward force required to deform the rivet with an automatic riveting machine is created by a motor and flywheel combination, pneumatic cylinder, or hydraulic cylinder. Manual feed riveting machines usually have a mechanical lever to deliver the setting force from a foot pedal or hand lever.
Riveting machines can be sub-divided into two broad groups — impact riveting machines and orbital (or radial) riveting machines. Impact riveting Impact riveting machines set the rivet by driving the rivet downwards, through the materials to be joined and on into a forming tool (known as a rollset). This action causes the end of the rivet to roll over in the rollset which causes the end of the rivet to flare out and thus join the materials together. Impact riveting machines are very fast and a cycle time of 0.5 seconds is typical. Orbital riveting Orbital riveting machines have a spinning forming tool (known as a peen) which is gradually lowered into the rivet which spreads the material of the rivet into a desired shape depending upon the design of the tool.
Orbital forming machines offer the user more control over the riveting cycle but the trade off is in cycle time which can be 2 or 3 seconds. There are different types of riveting machines. Each type of machine has unique features and benefits. The orbital riveting process is different from impact riveting and spiralform riveting. Orbital riveting requires less downward force than impact or spiral riveting. Also, orbital riveting tooling typically lasts longer. Orbital riveting machines are used in a wide range of applications including brake linings for commercial vehicles, aircraft, and locomotives, textile and leather goods, metal brackets, window and door furniture, latches and even mobile phones.
Many materials can be riveted together using orbital riveting machines including delicate and brittle materials, and sensitive electrical or electronic components. The orbital riveting process uses a forming tool mounted at a 3 or 6° angle. The forming tool contacts the material and then presses it while rotating until the final form is achieved. The final form often has height and/or diameter specifications. Pneumatic orbital riveting machines typically provide downward force in the range. Hydraulic orbital riveting machines typically provide downward force in the range. Radial (Spiralform) riveting Radial riveting is subtly different from orbital forming. In most cases however, where high-quality joints are demanded, the radial riveting technology is the appropriate procedure due to the low cyle time, the little force needed and the high quality results obtained.
The riveting peen describes a rose-petal path. The rivet is deformed in three directions. Radially outwards, radially inwards and overlying also tangentially. Excellent surface structure of the closing head: With the Radial riveting process, the tool itself does not rotate. The friction between tool and work-piece is thus at a minimum. The result is an excellent surface structure. Low workpiece loading: Even bakelite or ceramic parts can be riveted. Lateral forces are negligible. Clamping is usually unnecessary. Rollerform riveting Rollerforming is a subset of orbital forming. Rollerforming uses the same powerhead as orbital forming but instead of a peen has multiple wheels that circle the workpiece and combine two similar or non-similar materials together with a seamless and smooth gentle bonding via downward pressure as the rollers move downward or inward on the piece.
Automatic drilling and riveting machine These machines take the automation one step farther by clamping the material and drilling or countersinking the hole in addition to riveting. They are commonly used in the aerospace industry because of the large number of holes and rivets required to assemble the aircraft skin. Applications Riveting machines are used in a wide range of applications including brake linings for commercial vehicles, aircraft, and locomotives, textile and leather goods, metal brackets, window and door furniture, latches and even mobile phones. Many materials can be riveted together using riveting machines including delicate and brittle materials, and sensitive electrical or electronic components.
References See also Ring binder Category:Hydraulic tools Category:Metalworking tools Category:Pneumatic tools
The "Jimmy Kimmel test" is a political litmus test used in political discourse in the United States during 2017 efforts to repeal the Patient Protection and Affordable Care Act. First proposed by United States Senator Bill Cassidy, the test was used throughout 2017 to frame political debate over health care reform, and Cassidy's use of it in September 2017 prompted comedian and late-night talk show host Jimmy Kimmel to publicly attack a Senate health care bill co-sponsored by Cassidy. The resulting public debate contributed to the failure of the Senate bill. Kimmel described the test as measuring whether, as a result of health care reform, a family would "be denied medical care, emergency or otherwise, because they can't afford it."
Background Political efforts to repeal the Affordable Care Act The Patient Protection and Affordable Care Act, commonly called the "Affordable Care Act (ACA)" or "Obamacare", was enacted by the 111th United States Congress and signed into law by President Barack Obama in 2010. From 2011 to 2017, numerous attempts to repeal the Affordable Care Act were made by Republicans opposed to the law, although none were successful before President Obama left office on January 20, 2017. On March 6, 2017, House Republicans announced a proposed replacement for the Affordable Care Act, the American Health Care Act (AHCA). The bill was withdrawn on March 24, 2017 after it was certain that the House would fail to garner enough votes to pass it.
The result was in-fighting within the Republican Party. However, deliberations on the American Health Care Act continued. Birth of Jimmy Kimmel's son William ("Billy") John Kimmel, the son of comedian and late-night talk show host Jimmy Kimmel, was born on April 21, 2017. The infant was born with a rare congenital heart defect, tetralogy of Fallot (TOF) with pulmonary atresia, which was first detected by a nurse who noticed his purplish appearance when he was three hours old. He underwent successful surgery at three days old. Kimmel's show, Jimmy Kimmel Live!, was cancelled during the entire week of April 24 without public explanation so Kimmel could spend time with his family.
Creation of the Jimmy Kimmel test Jimmy Kimmel returned to the air on May 1, 2017. Kimmel chose to focus on his son's birth and health condition in his first episode back, inviting cardiac surgeon Dr. Mehmet Oz onto his show to explain his son's condition. During the show's opening monologue, Kimmel referenced Congress' efforts to repeal parts of the 2010 Affordable Care Act, and the possibility that repeal would lead to individuals with pre-existing medical conditions losing their health insurance: Kimmel's monologue received substantial attention in the news and on social media. Within 24 hours, video of the monologue was viewed over 14 million times and received over 230,000 reactions on Facebook.
The video was retweeted by former President Obama and former Presidential candidate Hillary Clinton. On May 4, the House of Representatives passed the AHCA (which would repeal portions of the ACA), sending the bill to the Senate. On Friday, May 5, United States Senator Bill Cassidy told CNN that he would decide whether he would support the AHCA based on whether it would "pass the Jimmy Kimmel test", which he described as measuring whether a child born with a pre-existing health condition would continue to receive health care regardless of cost. Following Cassidy's comments, Kimmel invited Cassidy onto his show to discuss the Senate version of the bill.
Cassidy appeared on Jimmy Kimmel Live! via satellite on May 8, 2017. While interviewing Cassidy, Kimmel attempted to establish a clearer definition of the "Jimmy Kimmel test". Cassidy responded that Kimmel was on the "right track", and then shifted the discussion to how to pay for insurance coverage. Use in political discourse The "Jimmy Kimmel test" was regularly mentioned by pundits and observers in 2017 during national conversation on health care. CNN analyst Chris Cillizza described the Jimmy Kimmel test as becoming "the health care fight's measuring stick." In June 2017, the test was used to quickly frame debate over the Senate version of an Affordable Care Act repeal bill.
Shortly after the bill was unveiled to the public by Senate leadership, reporters asked Cassidy if he believed the Senate repeal bill would pass the Jimmy Kimmel test. Cassidy replied that he believed that it would, but that he needed to read the full text of the bill. Multiple attempts to pass a Senate repeal bill in June and July 2017 failed. Senate Republicans faced a September 30, 2017 deadline in order to pass an Affordable Care Act repeal using reconciliation, a process that would permit the Senate to pass legislation with only 51 votes. On September 13, Cassidy and Sen. Lindsey Graham jointly proposed a new repeal bill, referred to as the Cassidy-Graham bill.
The Cassidy-Graham proposal would create a waiver system allowing states to opt out of Affordable Care Act requirements, which could result in patients with pre-existing conditions being charged higher insurance premiums in those states. Discussion of the Cassidy-Graham bill quickly focused on whether the bill would pass the "Jimmy Kimmel test", with journalist and conservative commentator Jennifer Rubin writing on September 18 that Cassidy's bill "flunks his own Jimmy Kimmel test". Kimmel retweeted Rubin's editorial, which prompted Cassidy to publicly declare his belief that the Cassidy-Graham bill would "absolutely" pass the Jimmy Kimmel test. Cassidy's claim sparked a public debate between Kimmel and Cassidy over whether the Cassidy-Graham bill passed the Jimmy Kimmel test.
On September 19, national news outlets reported that Jimmy Kimmel was preparing to comment on the Cassidy-Graham bill. During Jimmy Kimmel Live! later that evening, Kimmel openly attacked the Cassidy-Graham bill, and told his viewers that Cassidy "lied to [Kimmel's] face" when Cassidy promised Kimmel he wouldn't support a bill that could pass the Jimmy Kimmel test. In his monologue, Kimmel also joked that the Cassidy-Graham bill would pass a different Jimmy Kimmel test, in which your child could afford health care only if the father was named Jimmy Kimmel. Cassidy responded on September 20 during interviews with MSNBC and CNN, insisting the Cassidy-Graham bill would pass the Jimmy Kimmel test and claiming that Kimmel didn't understand the bill.
Graham also attacked Kimmel, calling Kimmel's monologue "absolute garbage" and claiming that it was "inappropriate" for Kimmel to call Cassidy a liar. Kimmel responded in another on-air monologue on the evening of September 20, demonstrating his understanding of the bill by describing projected consequences such as a $243 billion reduction in federal funding, the total elimination of federal funding after 2026, and the removal of obligations by health insurers to pay for essential health benefits. On September 21, President Donald Trump defended the Cassidy-Graham bill and its impact on individuals with pre-existing health conditions, which was seen as a sign of the influence the Kimmel-Cassidy dispute was having on the healthcare debate.
Vanity Fair described Trump's tweets as defending a "bill that failed the Jimmy Kimmel test." Senator John McCain announced on September 22 that he would vote against the Cassidy-Graham bill, a move which was labeled likely to kill the bill and Republicans' ACA repeal efforts. CNN analyst Bill Carter noted that Cassidy had dragged Kimmel into the debate by creating the "Jimmy Kimmel test", and said that if McCain's action does kill Republicans' repeal effort, Kimmel's opposition should be acknowledged as a legitimate factor in their failure. In a nationwide poll conducted from September 22-25, 2017, voters were asked if they trusted Jimmy Kimmel or Republicans in Congress more on health care; 47% of respondents chose Kimmel while only 34% chose Republicans.
See also Healthcare reform in the United States References Category:2017 controversies in the United States Category:2017 in American politics Category:American political catchphrases Category:Patient Protection and Affordable Care Act
Dracunculus is a genus of two species of a tuberous perennial of the family Araceae. They are characterised by a large purple spathe and spadix, often produced in advance of the pedate, dark green leaves often with white mottling. The open spathe is usually accompanied by a foul smell. The best known species is Dracunculus vulgaris, which is sometimes grown in gardens for ornamental purposes. They are native to the Mediterranean, Madeira and the Canary Islands where they are found in rocky areas, hillsides and waste ground. Species References Category:Aroideae Category:Araceae genera
Datla Venkata Suryanarayana Raju, better known as D. V. S. Raju (13 December 1928 – 13 November 2010) was an Indian film producer known for his works in Telugu Cinema and Bollywood. He was instrumental in shifting the Telugu film industry from Chennai to Hyderabad. He was the recipient of the Raghupathi Venkaiah Award, the Bhishma Award and the Padma Shri for his contributions to Indian cinema. He served as Jury Member at the 15th National Film Awards. He was the Chairman of National Film Development Corporation of India (NFDC) and President of the Film Federation of India (1979-80). As NFDC Chairman, he was instrumental in co-funding the making of Richard Attenborough's Oscar-award winning film Gandhi.
He had also served as Chairman of the State Film Development Corporation. He died on 13 November 2010 (Saturday) at the age of 82 years after brief illness. He is survived by his wife, a son and two daughters. Early life and film craft He was born on 13 December 1928 in Allavaram, East Godavari district, Andhra Pradesh in a Telugu Kshatriya (Raju) Family. He went to Madras (now Chennai) in 1950 and established D. V. S. Productions banner. Before establishing DVS Productions Banner, He was a Managing Partner in National Art Theatres (NAT) along with Legendary N.T.Rama Rao and N.Trivikrama Rao.
Made V.Venkatraman as Production executive in Film productions and made about 25 films including one award winning Hindi film Mujhe Insaaf Chahiye. He had produced some popular films, starring N. T. Rama Rao like Pidugu Ramudu, Chinnanaati Snehithulu etc. His few noted films are Jeevitha Nouka, Jeevana Jyoti, Chanakya Sapadham, Picchi Pullaiah. `Jeevana Jyoti' has won the Nandi award. Filmography Awards He won Filmfare Award for Best Film - Telugu - Jeevana Jyothi in (1975). Andhra Pradesh Government honored him with Raghupathi Venkaiah Award in 1988. He was presented by Padma Shri award in 2001 by Government of India. He was awarded the Bhishma Award.
See also Raghupathi Venkaiah Award References External links Category:1928 births Category:2010 deaths Category:Nandi Award winners Category:Filmfare Awards South winners Category:Recipients of the Padma Shri in arts Category:Telugu film producers Category:Tamil film producers Category:20th-century Indian businesspeople Category:People from East Godavari district Category:Film producers from Andhra Pradesh
{{DISPLAYTITLE:Vitamin D5}} Vitamin D5 is a form of vitamin D. Calcitriol (Vitamin D3) analogues have been proposed for use as antitumor agents. Studies on vitamin D3 have shown inhibition of cell proliferation in prostate cancer, but high doses of vitamin D3 result in hypercalcemia. The effects of vitamin D5 on prostate cancer have also been studied, and unlike vitamin D3, vitamin D5 does not cause hypercalcemia while inhibiting tumor cell proliferation. The most researched analogue of vitamin D5 as an antitumor agent is 1α-Hydroxyvitamin D5. 1α-Hydroxyvitamin D5 Background The motive to develop 1α-Hydroxyvitamin D5 stemmed from the tendency of calcitriol, or 1,25 dihydroxy vitamin D3, a natural metabolite produced in the kidney, to cause toxic hypercalcemia in patients when dosed at concentrations needed to interrupt prostate cancer cells' cycle and stimulate apoptosis.
And while supplementation with dexamethasone decreases hypercalcemia, bypassing it with an equally effective tumor suppressant would reduce patient cost and stress. Thus, the therapeutic effects of 1α-Hydroxyvitamin D5 as a potential antitumor agent without the side effects of calcitriol became a topic of study. 1α-Hydroxyvitamin D5 synthesized first in 1997 by researchers in the Department of Chemistry at the University of Chicago, under Robert M. Moriarty and Dragos Albinescu. By 2005, the group had revised its synthesis method for a more streamlined, higher yield-producing route. It involved the photochemical conversion of precursor 7-dehydrositosteryl acetate to contain a conjugated triene system, a hallmark of this analogue, followed by hydroxylation, photoisomerization and deprotection steps.
Their overall yield was 48%. See also 7-Dehydrositosterol Calcipotriene References Category:Vitamin D
(meaning Great Phoenix), was an aircraft carrier of the Imperial Japanese Navy during World War II. Possessing heavy belt armor and featuring an armored flight deck (a first for any Japanese aircraft carrier), she represented a major departure from prior Japanese aircraft carrier design and was expected to not only survive multiple bomb, torpedo, or shell hits, but also continue fighting effectively afterwards. Built by Kawasaki at Kobe, she was laid down on 10 July 1941, launched almost two years later on 7 April 1943 and finally commissioned on 7 March 1944. She sank on 19 June 1944 during the Battle of the Philippine Sea after suffering a single torpedo hit from an American submarine, due to explosions resulting from design flaws and poor damage control.
Design Taihō was approved for construction in the 1939 4th Supplementary Programme. Her design was that of a modified . Under the Modified Fleet Replenishment Program of 1942, Taihō was to be the first of a new generation of Japanese aircraft carriers, which would include Taihō, 15 of a modified design (which turned into the ) and five of an improved Taiho design (G-15 Project). Hull Taihos waterline belt armor varied between abreast the machinery to around the magazines. The armor below the waterline was designed to withstand a charge. Internal torpedo protection comprised a anti-splinter steel bulkhead, inboard of the outer plating.
The weight of Taihos armor immersed her hull so deeply that her lower hangar deck was barely above the load waterline and the bottoms of her two elevator wells (which formed the roofs of her fore and aft aviation fuel tanks) were actually below the waterline. This latter fact played an important role in her subsequent destruction during the Battle of the Philippine Sea. Taihōs aviation fuel tanks were only partially protected with armor, as naval designers opted earlier to devote greater protection to their carriers' bomb and torpedo magazines. The empty air spaces around the aviation fuel tanks turned out to be the ship's downfall; all subsequent Japanese carriers had theirs filled with concrete to protect against splinters and shock damage, although it was poor damage control that ultimately sank Taiho.
To improve seakeeping and airflow over the forward end of the deck, Taihōs bow was plated up to flight deck level, giving her a similar appearance to British s. Machinery Taihōs eight oil-fired Kampon RO-GO boilers were capable of generating . Her four Kampon steam turbines were each geared to separate propeller shafts. She had a top speed of . Taihōs maximum fuel oil stowage of gave her a radius of at . Taihō had two rudders positioned along the longitudinal center-line of the ship: a semi-balanced main rudder (so-called because a portion of the rudder comes before the hinged axis and therefore requires less force to turn) located astern and an unbalanced auxiliary rudder forward of the main rudder.
Both were turned via electro-hydraulically powered steering gears, but the auxiliary rudder could also be turned via a diesel engine in the event the primary steering gear was damaged. Flight deck Taihō was the first Japanese aircraft carrier to feature an armored flight deck, designed to withstand multiple bomb hits with minimal damage. The armor varied slightly in thickness between and formed a protective lid over an enclosed upper hangar whose sides and ends were unarmored. The floor of the upper hangar was also unarmored but the lower hangar deck had plating. Taihōs flight deck, measuring long and wide, had the largest total area of any Japanese carrier until the completion of and was offset to port to compensate for the weight of her island structure.
Unlike all pre-war Japanese carriers, Taihōs flight deck was not wooden-planked. Rather, the steel deck was covered with a newly developed latex coating approximately thick. This offered several advantages over wood: it was cheaper, it saved weight, it required fewer man-hours to apply and it was less likely to interfere with air operations in the event of minor damage. On the negative side, the material had only mediocre anti-skid qualities and tended to become brittle and crack over time. Fourteen hydraulically operated arrester wires were distributed transversely across the flight deck between the fore and aft elevators. Taihō also had three hydraulically powered crash barriers, designed to abruptly stop any plane failing to catch an arrester wire upon landing.
Two were located abreast the island and one was set at the bow. Taihō was equipped with two large armored elevators, capable of transferring aircraft weighing up to between decks. The elevators were widely spaced apart, with one at the far aft end of the ship and one forward of the island. It was originally desired to install a third elevator amidship, but because of wartime urgency this was deleted from the final design, thus saving both time and material. The elevators were roughly pentagonal in shape, with the aft elevator measuring long and wide. The forward elevator was slightly smaller in width.
It took approximately 15 seconds to raise an aircraft from the lower hangar deck to the flight deck and the same to lower one. Hangars Taihōs upper and lower hangars were approximately long and high. The upper hangar was wider than the lower. Fighters were normally stowed in the middle and forward sections of the upper hangar and were raised to flight deck level using the bow elevator to facilitate more rapid handling. Dive bombers occupied the remaining upper hangar spaces with torpedo bombers stowed in the lower hangar. With greater all-up weights and longer take-off runs than the fighters, these planes were brought up to the flight deck using the aft elevator where they could then be spotted as far astern as possible.
As a fire safety precaution, the carrier's two hangars were divided into sections (five on the upper and four on the lower), separated by fire-proofed fabric curtains. The curtains were intended to limit the supply of air to and delay the spread of any fire breaking out on the hangar decks. Further protection against fire was supplied by a foam spray system fed by two rows of pipes and nozzles running along the walls and ends of the hangars. The lower hangar could also be flooded with carbon dioxide where the likelihood of fuel vapor build-up was greatest. Taihos original design specified installation of two catapults on her forward bow for power-assisted take-offs.
However, as the Imperial Japanese Navy had not developed a workable catapult for carrier decks by the time of Taihos construction, these were eventually deleted from the requirements. The IJN instead opted to use rocket-assisted take-off gear (RATOG) when necessary. This consisted of two solid-propellant (cordite) rockets attached to either side of a plane's fuselage. Generating of thrust for three seconds, they were able to get an aircraft airborne in a much shorter distance than normally required. On Taihōs port side, abreast the aft elevator, stood a collapsible crane with a lifting capacity. When not in use, it could be folded and lowered below flight deck level through an opening in the deck, thus eliminating a potentially hazardous obstruction during air operations.
Taihōs single large funnel, built into the island, was angled 26° from the vertical to starboard and carried the ship's exhaust gases well clear of the flight deck. This arrangement, atypical of most Japanese carriers, was similar to that successfully employed on and and would later be repeated on . Three Type 96 searchlights were positioned along the outer edges of the flight deck: two on the port side and one to starboard, just aft of the island. Like the collapsible crane, these could be lowered below flight deck level to prevent interference with normal flight activity. A fourth searchlight was mounted to the starboard side of the carrier’s island on a projecting sponson.
Armament Taihos armament comprised 12 of the brand-new /65 caliber Type 98 anti-aircraft guns arranged in six twin-gun turrets: three on the port side and three to starboard. The guns were electro-hydraulically powered; however, in the event of a power failure they could function manually at reduced effectiveness. Operated by a crew of 11, the average firing rate was 15 rounds per minute with a maximum effective horizontal range of and a maximum effective vertical range of . In addition, Taihō carried 17 triple-mount anti-aircraft cannons (51 barrels total). Sixteen of these were mounted on sponsons just below flight deck level: eight to port, six to starboard and two at the stern.
The 17th unit was positioned on the flight deck, just ahead of the island. The triple-mounts were electrically powered (though manual operation was possible) and normally required a crew of nine. They had a practical firing rate of 110–120 rounds per minute and a maximum effective range of . The Type 96 cannon was the Japanese Navy's standard small-caliber anti-aircraft weapon from 1936 through the end of the war in 1945 and was an adaptation of a French design. Taihō had two Type 94 triaxially stabilized fire control directors, one mounted on the flight deck ahead of the island and one amidships on the port side, just below flight deck level.
These controlled the gun turrets and were electro-hydraulically powered. The triple-mount cannons were controlled by seven Type 95 fire control units, each of which could direct the fire of two or three mounts. Radar Taihōs original design made no provisions for radar installation as the Imperial Japanese Navy did not possess any shipborne surface, fire control or air search radar at the war's outset in September 1939. Not until January 1941, when a Japanese naval technical mission arrived in Germany, did the IJN learn that European nations were using pulsed radar for combat purposes. In August that same year, the Navy Ministry initiated a crash plan to speed up radar development, resulting in (among others) the Type 21 and Type 13 air search radars.
Prior to completion in 1944, Taihō was fitted with two Type 21 air search radars, one mounted atop the island on the anti-aircraft control platform and one on the lower bridge deck at the aft end of the island. She also had one Type 13 air search set installed with an antenna mounted on the signal mast above the bridge. The Type 21 had a maximum effective range of while the Type 13 had a range of Aircraft Taihōs planned air complement varied considerably throughout her design and construction. Initially, it was envisioned she would carry 126 aircraft (with 30 of these in reserve).
Later, this was pared down to 64, raised again to 78 and finally reduced to 53. One reason for the discrepancy in numbers was (in sharp contrast to the United States) the Imperial Japanese Navy's lack of insistence that its carrier planes have the smallest possible folded wingspan (many designs' folded only near the tips, while the wings of the Yokosuka D4Y Suisei dive-bomber did not fold at all). Her aircraft capacity was also changed based on previous wartime experience and the fact that Taihō was expected to carry larger newer-model carrier planes still under development at the time of her construction: 24 Mitsubishi A7M2 Reppu "Sam" fighters, 25 Aichi B7A2 Ryusei "Grace" torpedo bombers and four Nakajima C6N1 Saiun "Myrt" reconnaissance planes.
As none of these types were available at the time of her commissioning, Taihō went to sea with older-model aircraft. Prior to 13 June 1944, Taihō carried 65 aircraft: 22 Mitsubishi A6M5 Reisen (Zero) fighters, 22 Yokosuka D4Y1 Suisei "Judy" dive bombers (of which four were the D4Y1-C reconnaissance types), three Aichi D3A2 "Val" dive bombers and 18 Nakajima B6N2 Tenzan "Jill" torpedo bombers. By 19 June 1944, however, the day the Battle of the Philippine Sea took place, she had already lost nine aircraft due to various causes and had just 56 planes remaining for actual combat. Service history Battle of the Philippine Sea Taihō was formally commissioned on 7 March 1944.
After several weeks of service trials in Japan's Inland Sea, she was deployed to Singapore, arriving there on 5 April. Taihō was then moved to Lingga Roads, a naval anchorage off Sumatra, where she joined veteran carriers and in the First Carrier Division, First Mobile Force. All three carriers engaged in working up new air groups by practicing launch and recovery operations and acting as targets for mock aerial attacks staged from Singapore airfields by their own planes. On 15 April, Vice-Admiral Jisaburo Ozawa officially transferred his flag from Shōkaku to Taihō to take advantage of the carrier's extensive command facilities.
Shortly thereafter, the First Mobile Force departed Lingga and arrived on 14 May at Tawi-Tawi off Borneo, where the fleet could directly refuel with unrefined Tarakan Island crude oil and await execution of the planned Kantai Kessen ("decisive battle") known as Operation A-GO. When American carrier strikes against the Marianas indicated an invasion of Saipan was imminent, the Japanese Combined Fleet staff initiated Operation A-GO on 11 June. Taihō and the rest of Ozawa's First Mobile Force departed Tawi-Tawi on 13 June, threading their way through the Philippine Islands and setting course for Saipan to attack American carrier forces operating in the vicinity.
Fate On 19 June 1944, Taihō was one of nine Japanese aircraft carriers involved in the Battle of the Philippine Sea. At 07:45 am that morning, she was turned into the wind to launch her contribution (16 Zeros, 17 "Judy" dive bombers and nine "Jill" torpedo bombers) to Ozawa's second attack wave. As Taihōs planes circled overhead to form up, American submarine , which had spotted Ozawa's carriers earlier that morning, reached an ideal attack position and fired a spread of six torpedoes at the carrier. One of Taihōs strike pilots, Warrant Officer Sakio Komatsu, saw the torpedo wakes, broke formation and deliberately dived his plane into the path of one torpedo; the weapon detonated short of its target and four of the remaining five missed.
The sixth torpedo, however, found its mark and the resulting explosion holed the carrier's hull on the starboard side, just ahead of the island. The impact also fractured the aviation fuel tanks and jammed the forward elevator between the flight deck and upper hangar deck. With the ship down 1.5m (5ft) by the bows due to flooding, the forward elevator pit filled with a mixture of seawater, fuel oil and aviation gasoline. Taihos captain marginally reduced her speed by a knot and a half to slow the ingress of seawater into the hull where the torpedo had struck. As no fires had started, Vice-Admiral Ozawa ordered that the open elevator well be planked over by a flight deck damage control party in order to allow resumption of normal flight operations.
By 09:20 am, using wooden benches and tables from the petty officers' and sailors' mess rooms, this task was completed. Ozawa then launched two more waves of aircraft. Meanwhile, leaking aviation gasoline accumulating in the forward elevator pit began vaporising and soon permeated the upper and lower hangar decks. The crew recognised the danger but, through inadequate training, lack of practice or incompetence, their response was ineffectual. They bungled attempts to pump out the damaged elevator well, and failed to cover the fuel with foam from the hangar's fire suppression system. Because Taihōs hangars were completely enclosed, mechanical ventilation was the only means of exhausting fouled air and replacing it with fresh air.
Ventilation duct gates were opened on either side of hangar sections No. 1 and No. 2 and, for a time, the carrier's aft elevator was lowered to try to increase the draught. But this failed to have any appreciable effect and air operations were resumed about noon, requiring the elevator to be periodically raised as aircraft were brought up to the flight deck. In desperation, damage control parties used hammers to smash out the glass in the ship's portholes. Sinking Taihōs chief damage control officer eventually ordered the ship's general ventilation system switched to full capacity and, where possible, all doors and hatches opened to try to rid the ship of fumes.
However, this just resulted in saturation of areas previously unexposed to the vapors and increased the chances of accidental or spontaneous ignition. About 14:30 that afternoon, 6½ hours after the initial torpedo hit, Taihō was jolted by a severe explosion. A senior staff officer on the bridge saw the flight deck heave up, and the sides of the ship blew out. Taihō dropped out of formation and began to settle in the water, clearly doomed. Though Admiral Ozawa wanted to go down with the ship, his staff prevailed on him to survive and to transfer his flag to the cruiser .
Taking the Emperor's portrait, Ozawa transferred to Haguro by destroyer. After he left, Taihō was torn by a second thunderous explosion and sank stern first at 16:28, taking 1,650 officers and men out of a complement of 2,150 down with her. She sank at coordinates . See also List by death toll of ships sunk by submarines References Bibliography External links Japanese Warships – Taihō Category:Aircraft carriers of the Imperial Japanese Navy Category:Ships built in Japan Category:1943 ships Category:World War II aircraft carriers of Japan Category:Ships sunk by American submarines Category:World War II shipwrecks in the Philippine Sea Category:Maritime incidents in June 1944
Obligate nasal breathing describes a physiological necessity to breathe through the nose (or other forms of external nares, depending on the species) as opposed to the mouth. The term may be misleading, as it implies that the animal has no choice but to breathe through its nose; however, it is commonly used to describe cases where effective breathing through the mouth is possible but not preferred. Alternatively, the term has been defined by some as the ability to breathe through the nose while swallowing. While this ability is a common trait of obligate nasal breathers, clearly this definition does not require that nasal breathing in any way be obligatory to the animal.
Even in obligate nasal breathers such as horses, rabbits, and rodents, there is a potentially patent path for air to travel from the mouth to the lungs which can be used for endotracheal intubation. It has been suggested that obligate nasal breathing is an adaptation especially useful in prey species, as it allows an animal to feed while preserving their ability to detect predators by scent. Humans Human infants are commonly described as obligate nasal breathers as they prefer breathing through their nose rather than mouth. Most infants, however, are able to breathe through their mouth if their nose is blocked.
There are however certain infants with conditions such as choanal atresia in which deaths have resulted from nasal obstruction. In these cases there are cyclical periods of cyanosis. The infant initially attempts to breathe through the nose, and is unable to; hypercapnia occurs, and many babies instinctively begin to cry. While crying, oral ventilation occurs and cyanosis subsides. There is variation in the length of time until a baby begins oral breathing, and some will never cease attempts at nasal breathing. It has also been suggested that infants may not be able to sustain oral breathing for significant lengths of time, because of the weakness of the muscles required to seal the nasal airway and open the oral airway.
Other animals Horses are also considered obligate nasal breathers. The term is more accurate in horses, because their normal anatomy prevents them from breathing orally. The epiglottis rests above the soft palate while the animal is not swallowing, forming an airtight seal. Oral breathing can only occur with significant anatomical abnormalities or pathological conditions. For example, denervation of the pharyngeal branch of the vagus nerve results in dorsal displacement of the soft palate (DDSP), and it has been suggested that this leads to a clinical syndrome which may include oral breathing. However, significant respiratory dysfunction including airway obstruction is observed with DDSP, and the animal cannot function normally in this state.
Rabbits and rodents are also obligate nasal breathers. Like horses, the normal anatomical position of the epiglottis causes it to be engaged over the caudal rim of the soft palate, sealing the oral pharynx from the lower airways. Even so, rabbits with advanced upper airway disease will attempt to breathe through their mouths. Many other mammals, such as cats, dogs, and adult humans, have the ability to breathe indefinitely through either the oral or nasal cavity. References External links Category:Respiration
This is a list of the costliest land battles of the American Civil War, measured by casualties (killed, wounded, captured, and missing) on both sides. Highest casualty battles Notes See also List of American Civil War battles Timeline of events leading to the American Civil War Bibliography of the American Civil War Bibliography of Ulysses S. Grant American Civil War * Bat Category:American Civil War timelines Category:American Civil War Costliest land battles, American Civil War
The Institute of Mental Health (Abbreviation: IMH) has a long tradition of care for psychiatric patients. In 2006, the Institute of Mental Health compound was marked as Singapore's 83rd historic site by the National Heritage Board due to its history as Singapore's first mental institution. As such, the IMH is sometimes referred to as "Woodbridge" by locals. Present-day IMH is located on a 25-hectare campus at Buangkok Green Medical Park in the north-east of Singapore. It is Singapore's only tertiary psychiatric hospital and offers psychiatric, rehabilitative and counselling services to children, youth, adults and the elderly. IMH is a modern hospital, with 50 wards and 2010 beds for inpatients and seven specialist clinics for outpatients.
It provides hospital-based services, runs satellite clinics at different locations in Singapore, and spearheads mental healthcare programmes in the community. History “To appreciate Woodbridge [Hospital] and its work, one must have a historical sense of development and movement. It has been a long battle from custodial care which provides simple refuge and security to community psychiatry that enables people to return to a normal life." (Dr Chee Kuan Tsee, Emeritus Consultant, Woodbridge Hospital/Institute of Mental Health, 1990) The Institute of Mental Health (Abbreviation: IMH; Chinese: 心理卫生学院) has a long tradition of care for psychiatric patients. In 2006, the Woodbridge Hospital compound, part of IMH, was marked as Singapore's 83rd historic site by the National Heritage Board due to its history as Singapore's first mental institution.
The earliest psychiatric facility began as a 30-bed building at the corner of Bras Basah Road and Bencoolen Street in 1841. It was then known as ‘The Insane Hospital.’ It was renamed the ‘Lunatic Asylum’ in 1861, and moved to a site near the old Kandang Kerbau Maternity Hospital. In 1887, this hospital was moved to the ‘New Lunatic Asylum’, with a capacity for 300 patients, built at College Road (Sepoy Lines) to check an outbreak of cholera. In 1928, a 24-ward ‘The Mental Hospital’ was built along Yio Chu Kang Road. The ‘New Lunatic Asylum’ at Sepoy Lines and the ward at Pasir Panjang were closed down and 1030 patients were transferred to ‘The Mental Hospital’.