Aerospace Quotes

The real journey of the Indian aerospace programme, however, had begun with the Rohini Sounding Rocket (RSR) Programme. What is it that distinguishes a sounding rocket from a Satellite Launch Vehicle (SLV) and from a missile? In fact, they are three

When I started writing I wanted the best tools. I skipped right over chisels on rocks, stylus on wet clay plates, quills and fountain pens, even mechanical pencils, and went straight to one of the first popular spin-offs of the aerospace program: the ballpoint pen. They were developed for comber navigators in the war because fountain pens would squirt all over your leather bomber jacket at altitude. (I have a cherished example of the next generation ballpoint, a pressurized Space Pen cleverly designed to work in weightlessness, given to me by Spider Robinson. At least, I cherish it when I can find it. It is also cleverly designed to seek out the lowest point of your desk, roll off, then find the lowest point on the floor, under a heavy piece of furniture. That's because it is cylindrical and lacks a pocket clip to keep it from rolling. In space, I presume it would float out of your pocket and find a forgotten corner of your spacecraft to hide in. NASA spent $3 million developing it. Good job, guys. I'm sure it's around here somewhere.)

Adolf Hitler declared war in 1941. By 1942, Allen Dulles was moved to Switzerland for the purpose of rounding up and importing German scientific “specialists” to the United States. Two years before the war ended (or its fate was decided), the United States was making arrangements for Nazi scientists, arms experts, to come to our democracy (for which the boys were fighting and dying at that moment).12 From 1945 until 1952, the U.S. military brought over 642 alien “specialists” and their families from Nazi Germany. They were known collectively by the code-name “Paperclip.” German missile and rocket experts, munition makers, war experts were carefully selected and placed in aerospace programs and armament manufacturing.13

Maybe even suicide would have been too active. Maybe in some lives you just float around and expect nothing else and don’t even try to change. Maybe that was most lives. ‘Yes,’ said Nora, aloud now. ‘Maybe I got stuck. Maybe in every life I am stuck. I mean, maybe that’s just who I am. A starfish in every life is still a starfish. There isn’t a life where a starfish is a professor of aerospace engineering. And maybe there isn’t a life where I’m not stuck.

I find these comparisons particularly poignant: life versus death, hope versus fear. Space exploration and the highly mechanized destruction of people use similar technology and manufacturers, and similar human qualities of organization and daring. Can we not make the transition from automated aerospace killing to automated aerospace exploration of the solar system in which we live?

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

In separate meetings, Army, Air Force, and Navy commanders each insisted that outer space was their service’s domain. To the Army, the moon was simply “the high ground,” and therefore part of its domain. Air Force generals, claiming that space was “just a little higher up” than the area they already controlled, tried to get Secretary McElroy interested in their plans for “creating a new Aerospace Force.” The admirals and vice admirals of the U.S. Navy argued that “outer space over the oceans” was a natural extension of the “underwater, surface and air regime in which [the Navy] operated” and should therefore be considered the Navy’s domain.

In contradistinction to the underestimation in the field of rocket science and the aerospace industry, Parsons' accomplishments in the arcane sciences have been highly overrated and grossly exaggerated. As a magician he was essentially a failure. As a Thelemite he learned the hard way what was required. He loved Crowley's 'Law' but couldn't adhere to it—though he tried harder than most. He violated the rules, undertook unauthorized and unorthodox magical operations, and claimed the grade of Magister Templi without first completing all the grades below it. He couldn't handle working under authority—his ego was too big. His record of failure is valuable in that regard. He was a great promulgator of thelemic ideals in his essays, but as an idealist his elitism ruined his work. Indeed, some would say he was guilt of hubris, which the gods always punish.

App developers often rush programs to market, correcting flaws in real time, while aerospace companies do the opposite: test their jets religiously before a single customer ever sets foot

What’s wrong with Bill McCormick? Can’t he run a washer? I thought he was one of our aerospace brains.” “He’s taking care of Marge,” Kit said, folding the T-shirt. “These things came out nice and white, didn’t they?” She put the folded T-shirt into the laundry basket, smiling. Like an actress in a commercial. That’s what she was, Joanna felt suddenly. That’s what they all were, all the Stepford wives: actresses in commercials, pleased with detergents and floor wax, with cleansers, shampoos, and deodorants. Pretty actresses, big in the bosom but small in the talent, playing suburban housewives unconvincingly, too nicey-nice to be real.

The U.S. government has dozens of extremely critical facilities there: the headquarters for North American Aerospace Defense, Strategic Missile Command, the Air Force Academy. . . .” “The Central Food and Seed Reserve,” Alexander suggested helpfully.

all the fancy economic development strategies, such as developing a biomedical cluster, an aerospace cluster, or whatever the current economic development ‘flavor of the month’ might be, do not hold a candle to the power of a great walkable urban place.

Musk had spent months studying the aerospace industry and the physics behind it. From Cantrell and others, he’d borrowed Rocket Propulsion Elements, Fundamentals of Astrodynamics, and Aerothermodynamics of Gas Turbine and Rocket Propulsion, along with several more seminal texts.

Collectively, the medical industry has become the country’s biggest lobbying force, spending nearly half a billion dollars each year. In 2015 the oil and gas industry spent $130 million, securities and investment firms about $100 million, and the defense/aerospace industry a mere $75 million.

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

Sky is not the limit

For three thousand years it had been the concent’s policy to accept any and all folding chairs and collapsible tables made available to it, and never throw one away. On one and only one occasion, this had turned out to be a wise policy: the millennial Apert of 3000, when 27,500 pilgrims had swarmed in through the gates to enjoy a square meal and see the End of the World. We had folding chairs made of bamboo, machined aluminum, aerospace composites, injection-molded poly, salvaged rebar, hand-carved wood, bent twigs, advanced newmatter, tree stumps, lashed sticks, brazed scrap metal, and plaited grass. Tabletops could be made of old-growth lumber, particle board, extruded titanium, recycled paper, plate glass, rattan, or substances on whose true nature I did not wish to speculate. Their lengths ranged from two to twenty-four feet and their weights from that of a dried flower to that of a buffalo.

The Lucas Plan was an extraordinarily ambitious document that challenged the foundations of capitalism. In place of an institution designed to generate profits via the domination of labor by capital, the workers at Lucas Aerospace had developed an entirely new model for the firm -one based on the democratic production of socially useful commodities. It was almost as if the workers had never needed managing at all, as though they were creative architects rather than obedient bees.

The reality is that Facebook has been so successful, it’s actually running out of humans on the planet. Ponder the numbers: there are about three billion people on the Internet, where the latter is broadly defined as any sort of networked data, texts, browser, social media, whatever. Of these people, six hundred million are Chinese, and therefore effectively unreachable by Facebook. In Russia, thanks to Vkontakte and other copycat social networks, Facebook’s share of the country’s ninety million Internet users is also small, though it may yet win that fight. That leaves about 2.35 billion people ripe for the Facebook plucking. While Facebook seems ubiquitous to the plugged-in, chattering classes, its usage is not universal among even entrenched Internet users. In the United States, for example, by far the company’s most established and sticky market, only three-quarters of Internet users are actively on FB. That ratio of FB to Internet user is worse in other countries, so even full FB saturation in a given market doesn’t imply total Facebook adoption. Let’s (very) optimistically assume full US-level penetration for any market. Without China and Russia, and taking a 25 percent haircut of people who’ll never join or stay (as is the case in the United States), that leaves around 1.8 billion potential Facebook users globally. That’s it. In the first quarter of 2015, Facebook announced it had 1.44 billion users. Based on its public 2014 numbers, FB is growing at around 13 percent a year, and that pace is slowing. Even assuming it maintains that growth into 2016, that means it’s got one year of user growth left in it, and then that’s it: Facebook has run out of humans on the Internet. The company can solve this by either making more humans (hard even for Facebook), or connecting what humans there are left on the planet. This is why Internet.org exists, a vaguely public-spirited, and somewhat controversial, campaign by Facebook to wire all of India with free Internet, with regions like Brazil and Africa soon to follow. In early 2014 Facebook acquired a British aerospace firm, Ascenta, which specialized in solar-powered unmanned aerial vehicles. Facebook plans on flying a Wi-Fi-enabled air force of such craft over the developing world, giving them Internet. Just picture ultralight carbon-fiber aircraft buzzing over African savannas constantly, while locals check their Facebook feeds as they watch over their herds.

He would trap an engineer in the SpaceX factory and set to work grilling him about a type of valve or specialized material. “I thought at first that he was challenging me to see if I knew my stuff,” said Kevin Brogan, one of the early engineers. “Then I realized he was trying to learn things. He would quiz you until he learned ninety percent of what you know.” People who have spent significant time with Musk will attest to his abilities to absorb incredible quantities of information with near-flawless recall. It’s one of his most impressive and intimidating skills and seems to work just as well in the present day as it did when he was a child vacuuming books into his brain. After a couple of years running SpaceX, Musk had turned into an aerospace expert on a level that few technology CEOs ever approach in their respective fields. “He was teaching us about the value of time, and we were teaching him about rocketry,” Brogan said.

Violent anti-communist fears by the military and munition makers justified the transformation of a once democratic nation into the fascist state we have today. Members of the Nazi Party now hold key positions in our universities, factories, aircraft and aerospace programs.14 When the Nazi empire collapsed in 1945, General Reinhard Gehlen joined forces with our OSS. Gehlen was placed in charge of wartime intelligence for Foreign Armies East. “It was not long before Gehlen was back in business, this time for the United States. Gehlen named his price and terms.”15 A series of meetings was arranged at the Pentagon with Nazi Gehlen, Allen Dulles, J. Edgar Hoover and others.16 The Gehlen organization combined forces and agents with the OSS, which was soon to become known as the CIA. Experts in clandestine and illegal control of Germany through political assassinations and reversal of judicial processes became the teachers of Allen Dulles and Richard Helms. They helped form the new CIA in 1947, based upon clandestine activities in Nazi Germany.17

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher II, renamed “Forpost” by its new owners, and it became a key asset in Russian support for Syrian President Bashar al-Assad.33 Israel trained Russian pilots to operate the drones. Russia and Israel maintained a close relationship during the Syrian civil war despite the former supporting Assad and the latter worrying about the growing presence of Russian allies Iran and Hizbollah in the country. This led Prime Minister Benjamin Netanyahu (and Naftali Bennett) to routinely attack Iranian and Syrian military positions in Syria to stop the transfer of weapons to Hizbollah. However, Moscow usually turned a blind eye to these attacks, assisted by a de-escalation hotline between the two governments.

It’s not a serious project,” Laurence said as they crossed Castro Street. “Milton doesn’t think the human race will still be here in a hundred years, much less a few thousand. This is just his way of hedging his bets. Or assuaging his conscience.” “It’s gotten me three free trips to Greenland,” Isobel said. “Honestly, I think Milton’s opinions depend on how many interns he’s killed today.” She half-winked, to indicate this was a joke and Milton killed no interns. During the dinner, Isobel talked more about her career transition, from rockets to Milton’s Ten Percent Project. “I used to dream about rockets.” Isobel scooped a corn chip into the communal pico de gallo. “Every single night, for months and months. After we pulled the plug on Nimble Aerospace. I had these weird dreams that there was a rocket launch going up any minute, and we’d misplaced the final telemetry. Or we were sending up a rocket, and it looked beautiful and proud shooting up into the air, and then it collided with a jumbo jet. Or worst of all was the dreams where nothing went wrong, rockets just soared for hours, and I sat on the ground watching with tears in my eyes.

It’s talk like this that thrills and amazes people in the aerospace industry, who have long been hoping that some company would come along and truly revolutionize space travel. Aeronautics experts will point out that twenty years after the Wright brothers started their experiments, air travel had become routine. The launch business, by contrast, appears to have frozen. We’ve been to the moon, sent research vehicles to Mars, and explored the solar system, but all of these things are still immensely expensive one-off projects. “The cost remains extraordinarily high because of the rocket equation,” said Carol Stoker, the planetary scientist at NASA. Thanks to military and government contracts from agencies like NASA, the aerospace industry has historically had massive budgets to work with and tried to make the biggest, most reliable machines it could. The business has been tuned to strive for maximum performance, so that the aerospace contractors can say they met their requirements. That strategy makes sense if you’re trying to send up a $1 billion military satellite for the U.S. government and simply cannot afford for the payload to blow up.

For Elon Musk, this spectacle has turned into a familiar experience. SpaceX has metamorphosed from the joke of the aeronautics industry into one of its most consistent operators. SpaceX sends a rocket up about once a month, carrying satellites for companies and nations and supplies to the International Space Station. Where the Falcon 1 blasting off from Kwajalein was the work of a start-up, the Falcon 9 taking off from Vandenberg is the work of an aerospace superpower. SpaceX can undercut its U.S. competitors—Boeing, Lockheed Martin, Orbital Sciences—on price by a ridiculous margin. It also offers U.S. customers a peace of mind that its rivals can’t. Where these competitors rely on Russian and other foreign suppliers, SpaceX makes all of its machines from scratch in the United States. Because of its low costs, SpaceX has once again made the United States a player in the worldwide commercial launch market. Its $60 million per launch cost is much less than what Europe and Japan charge and trumps even the relative bargains offered by the Russians and Chinese, who have the added benefit of decades of sunk government investment into their space programs as well as cheap labor. The

One reason was that rocket components were subject to hundreds of specifications and requirements mandated by the military and NASA. At big aerospace companies, engineers followed these religiously. Musk did the opposite: he made his engineers question all specifications. This would later become step one in a five-point checklist, dubbed “the algorithm,” that became his oft-repeated mantra when developing products. Whenever one of his engineers cited “a requirement” as a reason for doing something, Musk would grill them: Who made that requirement? And answering “The military” or “The legal department” was not good enough. Musk would insist that they know the name of the actual person who made the requirement. “We would talk about how we were going to qualify an engine or certify a fuel tank, and he would ask, ‘Why do we have to do that?’ ” says Tim Buzza, a refugee from Boeing who would become SpaceX’s vice president of launch and testing. “And we would say, ‘There is a military specification that says it’s a requirement.’ And he’d reply, ‘Who wrote that? Why does it make sense?’ ” All requirements should be treated as recommendations, he repeatedly instructed. The only immutable ones were those decreed by the laws of physics.

Adjusting the public record in the West was certainly more complicated than it was at home, and vastly more expensive. Tony Blair guarded the financial details of his consultancy work as jealously as Nazarbayev guarded the details of his kickbacks, but the three-term prime minister’s services were said to cost Kazakhstan $13 million a year. Blair understood when to use light, when darkness. Back in 2006, investigators from the Serious Fraud Office chasing down bribery related to the sale of British fighter jets to Saudi Arabia had tried to inspect the middlemen’s Swiss accounts. The House of Saud had sent word that such interference in their affairs would cause them to cancel the next multibillion-dollar batch of planes from BAE Systems, formerly British Aerospace. Blair’s government halted the SFO investigation, on the grounds of Saudi Arabia’s invaluable assistance in heading off attacks by adherents of the jihadism the kingdom itself sponsored. For Sir Dick Evans, a lifelong arms dealer who had risen to the chairmanship of BAE and been questioned by the SFO’s bribery investigators as they homed in on their targets, this represented a bullet dodged at the last second. His next profitable course would lead to Kazakhstan, to set up an airline, Astana Air.

His favorite request dates back to 2004. SpaceX needed an actuator that would trigger the gimbal action used to steer the upper stage of Falcon 1. Davis had never built a piece of hardware before in his life and naturally went out to find some suppliers who could make an electro-mechanical actuator for him. He got a quote back for $120,000. “Elon laughed,” Davis said. “He said, ‘That part is no more complicated than a garage door opener. Your budget is five thousand dollars. Go make it work.’” Davis spent nine months building the actuator. At the end of the process, he toiled for three hours writing an e-mail to Musk covering the pros and cons of the device. The e-mail went into gory detail about how Davis had designed the part, why he had made various choices, and what its cost would be. As he pressed send, Davis felt anxiety surge through his body knowing that he’d given his all for almost a year to do something an engineer at another aerospace company would not even attempt. Musk rewarded all of this toil and angst with one of his standard responses. He wrote back, “Ok.” The actuator Davis designed ended up costing $3,900 and flew with Falcon 1 into space. “I put every ounce of intellectual capital I had into that e-mail and one minute later got that simple response,” Davis said. “Everyone in the company was having that same experience. One of my favorite things about Elon is his ability to make enormous decisions very quickly. That is still how it works today.” Kevin

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

And indeed, much of the evidence presented in this book so far would appear to confirm this. From the Boeing executives who built faulty planes, to the Goldman Sachs analysts who lied to their clients before being bailed out by the taxpayer, the capitalist class seems to provide the best evidence that society is made up of innately selfish individuals whose cooperative impulses extend, at best, to their immediate family and friends. But this view is highly one-sided. As we will see in this chapter, people are capable of amazing feats of ingenuity, compassion, and cooperation -even in a social order as brutal and competitive as our own. Capitalism, of course, rewards the opposite behavior: ruthlessness, competitiveness, and self-interest. No wonder these are the behaviors we see most prominently on display at the top of our society. And those at the top are precisely those who benefit from the belief that everyone is just like them. You don't have to look particularly hard to find the view of humanity as inherently selfish repeated by those in positions of authority. The managers at Lucas Aerospace certainly shared this view. And it is no coincidence that Golding was a schoolmaster -he was probably quite used to being disobeyed by his students, and likely saw this as an indication of man's inherent selfishness. But disobedience to authority is not an indication of selfishness; it's an assertion of an individual's autonomy. In fact, the willingness to disobey is precisely what separates genuinely civilized societies from barbarous ones. One only has to listen to the testimony at the Nuremberg trials to see what can happen when people unquestionably obey their superiors.

I certainly don’t try to set impossible goals. I think impossible goals are demotivating. You don’t want to tell people to go through a wall by banging their head against it. I don’t ever set intentionally impossible goals. But I’ve certainly always been optimistic on time frames. I’m trying to recalibrate to be a little more realistic. I don’t assume that it’s just like 100 of me or something like that. I mean, in the case of the early SpaceX days, it would have been just the lack of understanding of what it takes to develop a rocket. In that case I was off by, say, 200 percent. I think future programs might be off by anywhere from like 25 percent to 50 percent as opposed to 200 percent. So, I think generally you do want to have a timeline where, based on everything you know about, the schedule should be X, and you execute towards that, but with the understanding that there will be all sorts of things that you don’t know about that you will encounter that will push the date beyond that. It doesn’t mean that you shouldn’t have tried to aim for that date from the beginning because aiming for something else would have been an arbitrary time increase. It’s different to say, “Well, what do you promise people?” Because you want to try to promise people something that includes schedule margin. But in order to achieve the external promised schedule, you’ve got to have an internal schedule that’s more aggressive than that. Sometimes you still miss the external schedule. SpaceX, by the way, is not alone here. Being late is par for the course in the aerospace industry. It’s not a question of if it’s late, it’s how late will the program be. I don’t think an aerospace program has been completed on time since bloody World War II.

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

سايتوتك في الرياض 0537466539 | ادوية اجهاض الحمل سايتوتيك سايتوتك في السعودية – الإجهاض الطبي | الموقع الرسمي مقدمة يبحث الكثير من النساء في السعودية عن حلول آمنة وفعّالة للاحتفاء بأسبوع واحد، خاصة في المواقف الطبية والإنسانية التي تستدعي ذلك. خيارات حبوب سايتوتك (Cytotec) الخيار الأكثر شهرة وانتشارًا لما لها من فعالية عالية في الاستخدام. في هذا المقال، سنتناول كل ما تحتاجه عن سايتوتك في السعودية ، طريقة استخدام، إنذارات، وهل هو متوفر بالفعل في الرياض، جدة، الدمام، مكة، المدينة المنورة ، وغيرها. ما هو سايتوتك؟ سايتوتك (Cytotec) هو الاسم التجاري للدواء الذي يحتوي على المادة المميزة مميزةوبروستول (Misoprostol) ، وهي مادة تستخدم طبيًا في: علاج قرحة المعدة. مُحفِّز الولادة. إنهاء الحمل في مراحله النهائية (الإجهاض الطبي) . وتتم الموافقة عليها من قبل العديد من المنظمات الطبية العالمية إذا تم استخدامها تحت إشراف طبي. استخدام سايتوتك للإجهاض الطبي الإشارة إلى سايتوتك للإجهاض في الشهر الأول (حتى الأسبوع السابع تقريباً) من خلال : تناول 4 ريشة تحت النار أو في اللبلة . يستمر الانتظار حتى تبدأ أعراض الإجهاض مثل تقلصات البطن. متابعة الحالة مع الطبيب المختص لمعرفة الإفراغ الكامل للرحم.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

She seemed sad and wise beyond her years. All the giddy experimentation with sex, recreational drugs, and revolutionary politics that was still approaching its zenith in countercultural America was ancient, unhappy history to her. Actually, her mother was still in the midst of it—her main boyfriend at the time was a Black Panther on the run from the law—but Caryn, at sixteen, was over it. She was living in West Los Angeles with her mother and little sister, in modest circumstances, going to a public high school. She collected ceramic pigs and loved Laura Nyro, the rapturous singer-songwriter. She was deeply interested in literature and art, but couldn’t be bothered with bullshit like school exams. Unlike me, she wasn’t hedging her bets, wasn’t keeping up her grades to keep her college options open. She was the smartest person I knew—worldly, funny, unspeakably beautiful. She didn’t seem to have any plans. So I picked her up and took her with me, very much on my headstrong terms. I overheard, early on, a remark by one of her old Free School friends. They still considered themselves the hippest, most wised-up kids in L.A., and the question was what had become of their foxy, foulmouthed comrade Caryn Davidson. She had run off, it was reported, “with some surfer.” To them, this was a fate so unlikely and inane, there was nothing else to say. Caryn did have one motive that was her own for agreeing to come to Maui. Her father was reportedly there. Sam had been an aerospace engineer before LSD came into his life. He had left his job and family and, with no explanation beyond his own spiritual search, stopped calling or writing. But the word on the coconut wireless was that he was dividing his time between a Zen Buddhist monastery on the north coast of Maui and a state mental hospital nearby. I was not above mentioning the possibility that Caryn might find him if we moved to the island.

A problem was how nature punctuated the seemingly unbroken DNA and RNA strands. No one could see a biological equivalent for the pauses that separate letters in Morse code, or the spaces that separate words. Perhaps every fourth base was a comma. Or maybe (Crick suggested) commas would be unnecessary if some triplets made “sense” and others made “nonsense.” Then again, maybe a sort of tape reader just needed to start at a certain point and count off the nucleotides three by three. Among the mathematicians drawn to this problem were a group at the new Jet Propulsion Laboratory in Pasadena, California, meant to be working on aerospace research. To them it looked like a classic problem in Shannon coding theory: “the sequence of nucleotides as an infinite message, written without punctuation, from which any finite portion must be decodable into a sequence of amino acids by suitable insertion of commas.” They constructed a dictionary of codes. They considered the problem of misprints

If you can’t fit your house in an airplane, you could try putting it on one. That’s how NASA transported the Space Shuttles across the country using a specialized Boeing 747 which carried the Shuttle on its back. To carry the Space Shuttle orbiter, the carrier aircraft has a special mount that protrudes from the top of the fuselage. This mount fits into a socket in the belly of the Shuttle orbiter. Next to the mount is an instructional plaque, which features the single best joke in the history of the aerospace industry: ATTACH ORBITER HERE NOTE: BLACK SIDE DOWN

Dave Robertson, one of Kelly’s original recruits and aerospace’s most intuitively smart hydraulic specialist, ridiculed our design by calling it “a flying engagement ring.” Dave seldom minced words; he kept a fourteen-inch blowgun he had fashioned out of a jet’s tailpipe on his desk and would fire clay pellets at the necks of any other designers in the big drafting room who got on his nerves. Robertson hated having anyone look over his shoulder at his drawing and reacted by grabbing a culprit’s tie and cutting it off with scissors. Another opponent was Ed Martin, who thought that anyone who hadn’t been building airplanes since the propeller-driven days wasn’t worth talking to, much less listening to. He called the Hopeless Diamond “Rich’s Folly.” Some said that Ed’s bark was worse than his bite, but those were guys who didn’t know him.

I worry about our shrinking industrial base and the loss of a highly skilled workforce that has kept America the unchallenged aerospace leader since World War II. By layoffs and attrition we are losing skilled toolmakers and welders, machinists and designers, wind tunnel model makers and die makers too. And we are also losing the so-called second tier—the mom-and-pop shops of subcontractors who supplied the nuts and bolts of the industry, from flight controls to landing gears. The old guard is retiring or being let go, while the younger generation of new workers lucky enough to hold aerospace jobs has too little to do to overcome a steep learning curve any time soon.

A starfish in every life is still a starfish. There isn’t a life where a starfish is a professor of aerospace engineering.

Israeli technology was sold as the solution to unwanted populations at the US–Mexico border where the Israeli company Elbit was a major player in repelling migrants. European governments also wanted to monitor refugees, so Israel Aerospace Industries (IAI) drones were employed for the task.

The key to market leadership is consistent high performance over the long haul. The Boeing Company survived as an industry leader for over a century in the exact same manner--by designing and building the finest and most-advanced aerospace products known to mankind.

Shortly after the 1967 Apollo launch pad fire that killed three astronauts, Congress added an external regulatory body composed of aerospace experts: the Aerospace Safety Advisory Panel (ASAP). This legislative action was guided by the notion that expert outsiders, with technical experience and reputation throughout the aerospace industry, would have both the objectivity, the knowledge, and the influence to balance NASA’s self-regulating system.

The design for the Space Shuttle called for the creation of reusable solid rocket boosters, massive cone-tipped cylinders that would lift the Shuttle to 150,000 feet before falling away and floating to the ground on parachutes for recovery and reuse. This worked surprisingly well. The boosters were built in Brigham County, Utah, and shipped to Florida for takeoff. After each use, they’d be recovered from the open ocean, freighted to port, refurbished and, once again, shipped to Florida. The boosters were about 150 feet long, but they were precisely 12.17 feet in diameter—because they had to fit on a special railway flatcar for those overland shipments. The aerospace engineers who sat down to design those solid rocket boosters had a lot of parameters to juggle—the pull of gravity, the efficiency of rocket fuel, the weight of the payload. But mixed in with those parameters, immutable and inarguable was the width of a railcar, which was foreordained by the width of the Roman chariot wheelbase, which was, in turn, determined by the metalbeating know-how of Roman blacksmiths. Infrastructure casts a long shadow.

Mountains. The U.S. government has dozens of extremely critical facilities there: the headquarters for North American Aerospace Defense, Strategic Missile Command, the Air Force Academy. . . .” “The Central Food and Seed Reserve,” Alexander suggested helpfully. Cyrus frowned disdainfully at this, but he didn’t discount it, either. “Shang could be targeting any one of them. Or something else entirely. It is imperative that we find out what—and that we do it quickly. Which is why you need to get close to Jessica Shang, Benjamin.” “How am I supposed to do that?” I asked, unable to hide how daunted I felt. “I won’t even be able to get into her hotel.” “You’ll be attending ski school with her,” Alexander explained. “Leo Shang originally enrolled her in private lessons—but those were recently changed to group lessons. We’re not sure why, but we assume that was Jessica’s doing.

To carry the Space Shuttle orbiter, the carrier aircraft has a special mount that protrudes from the top of the fuselage. This mount fits into a socket in the belly of the Shuttle orbiter. Next to the mount is an instructional plaque, which features the single best joke in the history of the aerospace industry: ATTACH ORBITER HERE NOTE: BLACK SIDE DOWN

[A] former Pentagon aerospace design engineer, Pierre Sprey, described Lockheed Martin as "always the sleaziest [of the defence contractors] and they make crappy airplanes. The F-35 is a total piece of crap, far worse than the planes it’s replacing.

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WHAT IS POWDER BED FUSION Powder Bed Fusion (PBF) stands as a notable Additive Manufacturing (AM) technique, characterized by its layer-by-layer approach to creating objects. With its potential applications across automotive, aerospace, energy sectors, and household appliances, PBF represents a pivotal future manufacturing method. Alongside PBF, other AM methods like Laminated Object Manufacturing, Direct Energy Deposition, Stereolithography (SLA), and Solid Ground Curing (SGC) contribute to the diverse landscape of additive manufacturing. This overview will focus on the mechanics of the PBF process, particularly highlighting Direct Metal Laser Deposition (DMLS), Selective Laser Sintering (SLS), Selective Laser Melting (SLM), Electron Beam Melting (EBM), and Selective Heat Sintering (SHS). In these techniques, a layer of powder is spread onto a platform, often referred to as the build platform. While SLS, SLM, and DMLS employ lasers as the primary heat source, EBM utilizes an electron beam. SHS, on the other hand, employs a heated thermal head for sintering plastic powders. Among these methods, SLS, DMLS, and SHS are powder-sintering processes, whereas SLM and EBM are powder-melting processes.

He told me about attending the Paris Air Show in 2009, the world’s largest aerospace industry and air show exhibition. In a pop-up luxury hotel, he saw Elbit Systems, Israel’s biggest defense company, advertising its equipment to an elite audience of global buyers. Elbit was showing a promotional video about killer drones, which have been used in Israel’s wars against Gaza and over the West Bank.

Sporck was proud of giving most employees stock options, a practice that was virtually unknown in the old East Coast electronics firms. But he’d ruthlessly insist, in exchange, that these same employees commit to maximizing their productivity. Unlike East Coast electronics firms whose workforces tended to be male-dominated, most of the new chip startups south of San Francisco staffed their assembly lines with women. Women had worked in assembly line jobs in the Santa Clara Valley for decades, first in the fruit canneries that drove the valley’s economy in the 1920s and 1930s, then in the aerospace industry

Israel’s constant drone surveillance over Gaza also impressed President Vladimir Putin. Moscow needed reliable surveillance drones after it lost many planes during its war in 2008 against Georgia in South Ossetia. Tbilisi had used Israeli drones, and years later Moscow decided to follow suit. Having seen Israeli operations over Gaza, Russia licensed the Israeli Aerospace Industries Searcher

If God is condensed and abridged in nature without any redoubtable condition, then this is not a fluttered, inefficient, fuss-dreary, and flounce-gloomy world. In their adore and divine excellency, along with majesty, is opaque, clean, depuruous, and despotic energy, showering, and beautification of blessings in every side of this surroundings and aerospace.

In general, if you polled all the doctors, I’d bet only a small percentage would turn out to be invested in medical stocks, and more would be invested in oil; and if you polled the shoe-store owners, more would be invested in aerospace than in shoes, while the aerospace engineers are more likely to dabble in shoe stocks. Why it is that stock certificates, like grasses, are always greener in somebody else’s pasture I’m not sure.

By the time I bought Pronto Markets, it might have taken only a slightly bigger trailer, mostly to accommodate the cribs for the two kids we now had. We did find the money, somehow. Rexall was willing to take back paper. (Dart was in a hurry to wind up his retailing affairs. This was a big advantage for me, because if I walked away, he’d be left with a crumb of a bastard business.) We had $4,000 from Alice’s savings from her teaching school before she had the kids (we lived on my $325) and we sold our little house in which we had an equity of $7,000. I borrowed $2,000 from my grandmother and $5,000 from my father. (Pop, an engineer, spent most of his career being alternately employed and dis-employed by General Dynamics depending on the vagaries of the aerospace business; in between he owned a series of small businesses. I think he even had a Mac Tool route in 1962.)

I’ll focus on two of these patents, both issued in 2018,” I said to Mark Russell’s audience. “The first is entitled, Craft Using an Inertial Mass Reduction Device. This one involves an aerospace-underwater craft of incredible speed and maneuverability. A vehicle capable of flying just as well in space, air, or water without leaving a heat signature. “Sound familiar? If you’re thinking this patent has to have come from the reverse engineering of an alien craft, you aren’t alone.” I paused for effect as I put the title pages of both patents on the screen. “The how of it all is quite interesting, taking me back to my grad school days. The invention involves the creation of a quantum vacuum around a vehicle using a dense, spinning, electromagnetic energy field. Such a quantum vacuum would repel matter that would otherwise impede the craft, greatly reducing the ship’s inertia, decreasing resistance, and leading to extreme speeds.” I smiled. “Let me read you a sentence from the actual, issued patent. I’m a science fiction writer, and even I wouldn’t have been crazy enough to write a sentence this bold. Here it is: this invention would also enable us to ‘engineer the fabric of our reality at the most fundamental level.’ “That’s in the actual patent. Really! You can find the patent and read it for yourself. All you have to do is Google its official USPTA number, which is US10144532B2.

In 2020 the EU announced partnerships worth US$91 million with Airbus, Israel Aerospace Industries, and Elbit to use their services to maintain an ongoing drone presence over the Mediterranean. Elbit’s Hermes drone and IAI’s Heron drone were used during Israel’s wars against Gaza since 2008.5 There’s growing competition in drone sales—Turkey’s TB2 can carry laser-guided bombs, be placed in a flatbed truck, and costs far less than Israeli or American drones, but Israeli models remain hugely popular.6 In 2017, Israeli drone manufacturers accounted for 60 percent of the global drone market in the previous three decades.

In his paper, Dr Davis referred to the infamous 1980 Cash-Landrum UFO case, covered earlier in this book, where the Landrum family reported a massive diamond-shaped UFO hovering over their car in the road near Dayton, Texas. As well as the trio reporting terrible burns from what experts declared was ionising radiation, one of the weirdest claims in the Cash-Landrum sighting was that they said they saw 23 helicopters, including massive CH-47 Chinooks, closely following the object. The US military denied any of its choppers were in the air nearby that night, and 23 of them in one place does sound implausible. Dr Davis’s paper gave an explanation – that the helicopters were ‘mimicry techniques employed for the manipulation of human consciousness to induce the various manifestations of “absurd” interactions or scenery associated with the UFO encounter. This in combination with the mimicry of man-made aircrafts’ (helicopters) aggregate features were prominent in the Cash-Landrum UFO case’. There is no explanation for how Dr Davis reached this conclusion. No known science describes the capacity to manipulate human consciousness to induce hallucinations as described. Modern science would say it was science fiction. However, an answer may lie in extraordinary PowerPoint slides we know now were prepared for a briefing of senior officials at the US Department of Defence, detailed online by The Mind Sublime. The individual behind that site told me he found the intriguing PowerPoint slides in early August 2018 while he was trawling through former US Deputy Assistant Secretary of Defence Christopher Mellon’s personal website.4 (This was shortly after The New York Times had revealed the existence of the previously secret Pentagon UAP investigation program.) The Mind Sublime researcher screenshotted his discovery to prove the slides came from Mellon’s website, and, importantly, because the document was stated to be a PowerPoint for a briefing of the Deputy Secretary of the Department of Defence. Perhaps it was these slides that prompted Senator Harry Reid to ask the Department of Defence for Special Access Program protection for the investigation – because what the slides said was momentous. If the unredacted slides accurately reflect the Defence Department’s knowledge of the UAP phenomenon, they are explosive. They reveal how the Pentagon’s UAP investigation unit advised the Defence Department not only that the mysterious craft were a ‘game changer’ but that the US military was powerless against them.5 One of the slides, headed ‘AATIP Preliminary Assessments’, shows that Elizondo’s Advanced Aerospace Threat Identification Program privately advised the Defence Department that ‘Preliminary evidence indicates that the United States is incapable of defending itself towards some of those technologies . . . The nature of these technologies and the fact that the United States has no countermeasures is considered Highly Sensitive’.6 The document, prepared for the Deputy Secretary of the Department of Defence, pushed for further investigation ‘in order to determine the full scope of the threat and their capabilities to be either exploited or defeated’.

By missing a university education, I failed to learn my own limitations,” he once said. “It made it possible for me to do things that had never been done before.” His brilliance was in liberating himself from specialization that allowed him to transfer concepts from musical space to aerospace and then to hydrospace,

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The culture of production was a key environmental contingency that was part of their worldview. The culture of production included norms and beliefs originating in the aerospace industry, the engineering profession, and the NASA organization, then uniquely expressed in the culture of Marshall Space Flight Center. It legitimated work group decision making, which was acceptable and nondeviant within that context.

Anybody can write an ECR. It has to be formally dispositioned. There is no ducking it. Thiokol has a similar system. All the aerospace contractors have this approach.

Facebook Inc is in talks to buy drone maker Titan Aerospace for $60 million,

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They found that the crowd assembled around Innocentive was able to solve forty-nine of them, for a success rate of nearly 30 percent. They also found that people whose expertise was far away from the apparent domain of the problem were more likely to submit winning solutions. In other words, it seemed to actually help a solver to be ‘marginal’—to have education, training, and experience that were not obviously relevant for the problem. Jeppesen and Lakhani provide vivid examples of this: [There were] different winning solutions to the same scientific challenge of identifying a food-grade polymer delivery system by an aerospace physicist, a small agribusiness owner, a transdermal drug delivery specialist, and an industrial scientist. . . . All four submissions successfully achieved the required challenge objectives with differing scientific mechanisms. . . . [Another case involved] an R&D lab that, even after consulting with internal and external specialists, did not understand the toxicological significance of a particular pathology that had been observed in an ongoing research program. . . . It was eventually solved, using methods common in her field, by a scientist with a Ph.D. in protein crystallography who would not normally be exposed to toxicology problems or solve such problems on a routine basis.

Pratt & Whitney, the aerospace manufacturer, now can predict with 97% accuracy when an aircraft engine will need to have maintenance, conceivably helping it run its operations much more efficiently, says Anjul Bhambhri, VP of Big Data at IBM.

First there was Genesis I, then Genesis II, and, if all goes well, there will be a Bigelow Expandable Activity Module (BEAM) attached to the International Space Station (ISS) by 2015.

Musk has taken industries like aerospace and automotive that America seemed to have given up on and recast them as something new and fantastic.

They were assembling a rocket there. It was a big rocket. It all more or less made sense. There was no cargo too big to be barged up the Columbia River and then trucked the last few miles to Moses Lake. There was no airplane that couldn’t be accommodated by that runway. There was no object that the aerospace machine shops of the Seattle area couldn’t build. And from this latitude, the same as Baikonur, a well-worn and understood flight plan could take payloads to Izzy. A mere four days later, Doob stood in the bed of a rusty pickup truck with a random assortment of space rednecks, hoisting a longnecked beer bottle into the sky in emulation of the rocket lifting off from the pad. They all hooted and screamed as they watched it arc gracefully downrange and take off in the general direction of Boise. And the next morning, when they had all sobered up, they got busy building another rocket.

Day Fifty-One North American Aerospace Defense Command (NORAD) Cheyenne Mountain, Colorado

less than five years after Burt Rutan spent $26 million beating the aerospace giants at their own game, DIY Drones took them down with volunteer labor, a few toys, and a couple hundred dollars’ worth of spare parts. “It’s radical demonetization,” says Anderson, “a true DIY story about using open-source design to reduce costs a hundredfold while keeping ninety percent functionality.

It was only after the Second World War that the US-with its industrial supremacy now unchallenged- liberalized its trade and started championing the cause of free trade. But the US has never practised free trade to the same degree as Britain did during its free trade period (1860 to 1932). It has never had a zero-tariff regime like Britain. It has also been much more aggressive in using non-tariff protectionist measures when necessary. Morever, even when it shifted to freer (if not absolutely free) trade, the US government promoted key industries by another means, namely, public funding of R&D. Between the 1950s and the mid-1990s, US federal government funding accounted for 50-70% of the country's total R&D funding, which is far above the figure of around 20%, found in such 'governemen-led' countries as Japan and Korea. Without federal government funding for R&D, the US would not have been able to maintain its technological lead over the rest of the world in key industries like computers, semiconductors, life sciences, the internet and aerospace.

The China National Space Agency (created in 1993) may be the formal NASA equivalent, facilitating international agreements and cooperation, but it still operates in tandem with the PLA and is involved in the defense industry.12 The China Aerospace Science and Industry Corporation, a state-owned company, specializes in tactical ballistic missiles, anti-ship missiles, land-attack cruise missiles, anti-satellite interceptors, and small tactical satellites. The China Aerospace Science and Technology Corporation produces launch vehicles and large satellites. Both of these organizations operate closely together.

While there, I was somewhat surprised to learn that our next foray into space would include an orbiter with wings and with wheels that could land on a runway, as well as a booster, also with wings and wheels to land on a runway. The program had generated great interest. At the meeting, at least seven aerospace manufacturers touted their rockets and boosters on which they were already working. They had models built in 1970 regarding the seven configurations and stages of the program to follow Apollo. Today, we would be delighted to have a fully reusable orbiter to take the crew only, a booster to get them there, and then a return to Earth for both of them. We’d love to have that. Why don’t we have that? Because of a grave design flaw. When I studied the models, I observed that the boosters in the models had windows. That was a surprise to me. After all, why would you want windows in a booster with nobody in it? I was informed that a crew of two astronauts would travel inside the booster to the space station, and then return in the booster to land back on Earth. I worried about the crew in the booster during launch and said so. I thought it was unwise because of the expense, but even more so because of the danger to the astronauts.

Eventually, someone raised a hand and asked about inventories in the aerospace division.

The paper cited 101 sources and so appeared to be scientific. Willie Soon had authored other discredited, industry-funded climate-denial papers in the past, including with Legates. He is not a climate scientist or a polar-bear expert. He is an aerospace engineer, and was one of the “new faces” the GCSCP public-relations plan had identified would be strategic in a disinformation campaign that created “uncertainties” about climate science.

The requisite deployment technology does not exist as ready-to-go hardware today, but it could be supplied by any number of vendors using what the aerospace industry calls commercial off-the-shelf technology. We could build the deployment hardware far more quickly than we likely could develop the rest of the science, engineering, and governance required to begin deployment of geoengineering. In this sense that one can say that the technology exists today.

The black expanse over our heads promise places where our industries can use resource extraction, zero-gravity manufacturing, better communications, perhaps even energy harvested in great solar farms and sent down to Earth. Companies are already planning to do so: Bigelow Aerospace (orbital hotels), Virgin Galactic (low Earth orbit tourism), Orbital Technologies (a commercial manufacturing space station), and Planetary Resources, whose goal is to develop a robotic asteroid mining industry.

fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace

Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace

Now, take a man like Nixon, a man who is going to be President of the United States. He’s known for his poker playing, his straight face. He already has a proclivity for intelligence. He wrote to Hoover, asking to join the FBI. After World War Two, the great poker player of the South Pacific was assigned to the Navy Bureau of Aeronautics, negotiating settlements of terminated defense contracts, where he helped escalate the importation of 642 Nazi specialists into the U. S. defense and aerospace industry—Project Paperclip. Then he gets a call from Murray Chotiner, who works with Howard Hughes and the Bank of America, inviting him to run for Congress against Jerry Voorhis. What did he have besides a poker face? In 1951 Senator Nixon introduced a bill to bring Nikolai Molaxa into the U. S. Molaxa was a former head of the Iron Guard and was allegedly involved in Nazi atrocities. Nixon set him up in an office of his own.

Bellevue and its satellites were not suburbs so much as—in the rising term—an Edge City, with its own economy, sociology, and architecture. Things made on the Eastside were odorless, labor-intensive, and credit-card thin, like computer software and aerospace-related electronics gear. They were assembled in low, tree-shaded factories, whose large grounds were known as “campuses”—for in Bellevue all work was graduate work, and the jargon of school and university leaked naturally into the workplace. Seen from an elevated-freeway distance, Bellevue looked like one of its own products: a giant circuit board of color-coded diodes and resistors, connected by a mazy grid of filaments.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

Elon is changing the way aerospace business is done,” said NASA’s Stoker.

The situation was similar in the Soviet Union, with industry playing the role of sugar in the Caribbean. Industrial growth in the Soviet Union was further facilitated because its technology was so backward relative to what was available in Europe and the United States, so large gains could be reaped by reallocating resources to the industrial sector, even if all this was done inefficiently and by force. Before 1928 most Russians lived in the countryside. The technology used by peasants was primitive, and there were few incentives to be productive. Indeed, the last vestiges of Russian feudalism were eradicated only shortly before the First World War. There was thus huge unrealized economic potential from reallocating this labor from agriculture to industry. Stalinist industrialization was one brutal way of unlocking this potential. By fiat, Stalin moved these very poorly used resources into industry, where they could be employed more productively, even if industry itself was very inefficiently organized relative to what could have been achieved. In fact, between 1928 and 1960 national income grew at 6 percent a year, probably the most rapid spurt of economic growth in history up until then. This quick economic growth was not created by technological change, but by reallocating labor and by capital accumulation through the creation of new tools and factories. Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy.

Roy shook his head. He was the oldest man in the room in terms of physical age, because he was in his early fifties, and because he was from the year 1973. He also was an aerospace engineer by training and exuded a demeanor of terse, dependable authority. “See, kids, back in Phil’s and my day, if you made a good movie, you took that success and made a different movie, not the same movie over again.” Phillip was the second-oldest man in the room. He was in his early forties, from the mid-1980s, and exuded an air of foppish, fallible authority. He smiled broadly and said, “Actually, that was your day. In my day they had started doing the endless sequel thing. This movie was from before, and I don’t think there was ever any plan for a sequel.

To a television network, he offers the Moon as a reliable and uncensorable broadcasting location.

Not surprisingly, Musk offered Shotwell a promotion that fall. He had gone with a conventional hire for the company’s first president two years earlier, choosing the seasoned aerospace leader Jim Maser. That experiment had failed. Perhaps, Musk reasoned, the best person for the job already worked for him. So he asked Shotwell if she wanted to manage more than just business development and legal affairs. And in December of that year, she became president of SpaceX.

But in the long run, talent wins over experience and an entrepreneurial culture over heritage.” Too often in the modern aerospace world, he added, bureaucracy, rules, and a morbid fear of failure “poisoned” the workplace.

Metal Custom Matching is a process that creates a near-invisible bond between two metal parts. It is used extensively in the automotive and aerospace industries but can be applied to any metal part. In this blog post, we will discuss the benefits of Metal Custom Matching and how it works. What Is Metal Custom Matching? Metal custom matching is a process of joining two pieces of metal together using an adhesive. The adhesive is typically a thin layer of material applied to one or both surfaces before bonding. This thin layer helps to create a strong bond between the two pieces while allowing for some flexibility. Metal custom matching can be used on any metal, including aluminum, steel, and titanium. How Does Metal Custom Matching Work? The first step in the Metal Custom Matching process is to clean both surfaces that will be bonded. This ensures that no dirt or debris prevents the adhesive from forming a solid bond. Once the surfaces are clean, a small amount of adhesive is applied to one or both pieces. The adhesive will then need to cure or harden before combining the two components. Curing typically takes a few hours, but this will vary depending on the adhesive used. Once the adhesive is cured, the two pieces can be joined together and clamped until the bond sets. What Are The Benefits Of Metal Custom Matching? Metal custom matching provides several benefits over other methods of joining metal parts. First, it creates a near-invisible bond between two pieces. This is because the adhesive is applied in a thin layer and cures clear. Second, metal custom matching is much stronger than welding or brazing. This makes it an ideal choice for applications where strength is critical, such as in the automotive or aerospace industries. Finally, metal custom matching is a relatively quick and easy process that can be done in-house. This eliminates the need to outsource bonding projects to a third party, saving time and money. Metal custom matching is a versatile bonding method used on any metal. It provides a solid and near-invisible bond between two pieces while being quick and easy to do. Metal Custom Matching may be the ideal solution for your needs if you are looking for an efficient way to join two pieces of metal together. Contact us at 561-644-2894 to learn more about our Metal Custom Matching services.

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

Automotive and aerospace figure highly, but what the Germans are exceptionally good at is building the machines that manufacture other things. The bulk of the expansion of China’s industrial base since 2005 has been possible only because the Germans built the core machinery that made it happen.

Elegance and simplicity . . . plastic, including polyester resin, which has several attractions: permanence (indoors), an aura of difficulty and technical expertise, and preciousness . . . rivaling bronze or marble. . . . in short, the aroma of Los Angeles in the sixties — newness, postcard sunset color, and intimations oif aerospace profundity.

In addition to improving R&D and engineering processes, we pushed hard for our business leaders to treat R&D more strategically. Our individual business units used to decide how much to spend on R&D based on previous budgets and what they thought their proper “share” of available money was, regardless of the impact on current and future projects. We centralized R&D budgeting at the business level, analyzing potential projects and channeling more funds to those we thought would yield the biggest business impact. In our Aerospace business, we also began choosing new projects in ways that would balance long- and short-term growth. Most new product development had entailed what we called “long-cycle” projects. We’d invest in designing a revolutionary new cockpit design, but it might be six to eight years before the project was finished and sales started coming in. Beginning around 2005, we balanced these kinds of projects with new, “short-cycle” ones—products that customers might purchase within months, not years (incremental enhancements to existing aircraft, for instance, rather than entirely new platforms for new aircrafts). Then we started adding the salespeople to support it, giving it an even bigger boost in 2010. Together, the combination of short- and long-cycle projects would allow us to realize steadier, more predictable growth. Over the years, our shorter-cycle products have grown, and today they are a highly profitable, $1 billion business.

Next to the mount is an instructional plaque, which features the single best joke in the history of the aerospace industry: ATTACH ORBITER HERE NOTE: BLACK SIDE DOWN

Writing DApps in Solidity is not like creating a web widget in JavaScript. Rather, you should apply rigorous engineering and software development methodologies, as you would in aerospace engineering or any similarly unforgiving discipline. Once you "launch" your code, there’s little you can do to fix any problems.

Writing DApps in Solidity is not like creating a web widget in JavaScript. Rather, you should apply rigorous engineering and software development methodologies, as you would in aerospace engineering or any similarly unforgiving discipline. Once you "launch" your code, there’s little you can do to fix any problems.

and try to rethink much that the aerospace, automotive, and solar industries had accepted