Installation Process Quotes

That human life is but a first installment of the serial soul and that one's individual secret is not lost in the process of earthly dissolution, becomes something more than an optimistic conjecture, and even more than a matter of religious faith, when we remember that only commonsense rules immortality out.

The administrations in charge never cease announcing supposedly necessary reforms: to reform schools, to reform industries, hospitals, the armed forces, prisons. But everyone knows that these institutions are finished, whatever the length of their expiration periods. It’s only a matter of administering their last rites and of keeping people employed until the installation of the new forces knocking at the door. These are the societies of control, which are in the process of replacing the disciplinary societies. ‘Control’ is the name Burroughs proposes as a term for the new monster, one that Foucault recognizes as our immediate future.

Resuming installation process. Do not ever try anything like that again. Remember: we know that you spent a whole afternoon on March 10 watching Paris Hilton home videos. We’ll tell your wife. We’re Microsoft. Don’t fuck with us. Download will be complete in 14 hours.

As part of that administrative process, Butler decided to look at every single target in the SIOP, and for weeks he carefully scrutinized the thousands of desired ground zeros. He found bridges and railways and roads in the middle of nowhere targeted with multiple warheads, to assure their destruction. Hundreds of nuclear warheads would hit Moscow—dozens of them aimed at a single radar installation outside the city. During his previous job working for the Joint Chiefs, Butler had dealt with targeting issues and the damage criteria for nuclear weapons. He was hardly naive. But the days and weeks spent going through the SIOP, page by page, deeply affected him. For more than forty years, efforts to tame the SIOP, to limit it, reduce it, make it appear logical and reasonable, had failed. “With the possible exception of the Soviet nuclear war plan, this was the single most absurd and irresponsible document I had ever reviewed in my life,” General Butler later recalled. “I came to fully appreciate the truth . . . we escaped the Cold War without a nuclear holocaust by some combination of skill, luck, and divine intervention, and I suspect the latter in greatest proportion.

We have all been processed on Procrustean beds. At least some of us have managed to hate what they have made of us. Inevitably we see the other as the reflection of the occasion of our own self-division. The others have become installed in our hearts, and we call them ourselves. Each person, not being himself either to himself or the other, just as the other is not himself to himself or to us, in being another for another neither recognizes himself in the other, nor the other in himself. Hence being at least a double absence, haunted by the ghost of his own murdered self, no wonder modern man is addicted to other persons, and the more addicted, the less satisfied, the more lonely.

In a sense, the well-meaning or the ill-meaning American who asks: "What more will the Negro want?" or "When will he be satisfied?" or "What will it take to make these demonstrations cease?" is asking the Negro to purchase something that already belongs to him by every concept of law, justice and our Judaeo-Christian heritage. Moreover, he is asking the Negro to accept half the loaf and to pay for that half by waiting willingly for the other half to be distributed in crumbs over a hard and protracted winter of injustice. I would like to ask those people who seek to apportion to us the rights they have always enjoyed whether they believe that the framers of the Declaration of Independence intended that liberty should be divided into installments, doled out on a deferred-payment plan. Did not nature create birth as a single process? Is not freedom the negation of servitude? Does not one have to end totally for the other to begin?

All this at the last I dimly saw, but an autobiography is an obituary in serial form with the last instalment missing. We think we write definitely of those parts of our nature that are dead and therefore beyond change, but that which writes is still changing - still in doubt.

Easy steps to download HP printer drivers on Computer or laptop: If you need to install your HP printer on your PC or laptop, then you should follow these troubleshooting HP printer drivers and software steps: * Firstly, Enter your model Number and find the valid software and drivers * Select your active windows working * Now click on next * Your results will be performed on the screen * Select your drivers and software * Press on the download option * Save these drivers on your PC or laptop and start to install * Follow the guideline which shows on the screen * After finishing the installation process, your printer will begin working automatically.

An EMPATH is someone with at least one significant gift for directly experiencing what it is like to be another person. Many different empath gifts are possible, but the process of developing empath skill is identical whether you were born with one empath gift or many. Whichever of these 15 special empath gifts you have, it was installed on the day you were born. Installed fully switched ON.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

Even before her brain processes all that, she gasps. He says, “You are Dr. Mensah, aren’t you.” It’s not a question. He knows exactly who she is. She takes a step back and bumps into someone’s chest. Before she can panic, the words are in her feed: It’s me. It’s Murderbot — SecUnit — who was monitoring her feed or watching on a surreptitiously installed camera or had simply heard her gasp from down the corridor and through a room full of conversation.

If you continue to mentally practice enough times this new series of choices, behaviors, and experiences that you desire, reproducing the same new level of mind over and over again, then your brain will begin to physically change—installing new neurological circuitry to begin to think from that new level of mind—to look as if the experience has already happened. You’ll be producing epigenetic variations that lead to real structural and functional changes in the body by thought alone—just as do those who respond to a placebo. Then your brain and body will no longer be living in the same past; they’ll be living in the new future that you created in your mind. This is possible through mental rehearsal. This technique is basically closing your eyes and repeatedly imagining performing an action, and mentally reviewing the future you want, all the while reminding yourself of who you no longer want to be (the old self) and who you do want to be. This process involves thinking about your future actions, mentally planning your choices, and focusing your mind on a new experience.

The final installment was published on May 2, seven days before the elections. It ended with a warning: “If Rodrigo Duterte wins,” we wrote, “his dictatorship will not be thrust upon us. It will be one we will have chosen for ourselves. Every progressive step society has made has been diminished by his presence. Duterte’s contempt for human rights, due process, and equal protection is legitimized by the applause at the end of every speech. We write this as a warning. The streets will run red if Rodrigo Duterte keeps his promise. Take him at his word—and know you could be next.

New artists have been obtained. These do not object to, and indeed argue enthusiastically for, the rationalization process. Production is up. Quality-control devices have been installed at those points where the interests of artists and audiences intersect. Shipping and distribution have been improved out of all recognition. (It is in this area, they say in Paraguay, that traditional practices were most blameworthy.) The rationalized art is dispatched from central art dumps to regional art dumps, and from there into the lifestreams of cities. Each citizen is given as much art as his system can tolerate.

The simple answer is that I have changed my techniques in order to avoid the relentless sameness of my material, but I have probably only found new costumes, not new creatures entirely. In the past, if I wanted to sound a note on a piano (in prose), I didn’t just have to purchase and install the piano, I had to build it. But before I built it I had to grow the trees whose wood would yield the piano, and probably I had to create the soil and landscape through which those trees would burst. Then there was the problem of the fucking seeds. Where did they come from? I had to source them. With such mania I was either onto something or I completely misunderstood what a fiction writer was supposed to do. Simple things, even entirely undramatic ones, could not occur unless I created them from whole cloth. I was superstitious about taking anything for granted, but it also locked me into a kind of fanatical object fondling that could, on a bad day, preclude any exploration of the human (even though the process of trying to remake the world on the page is fairly, pathetically, human). This set of interests kept me away from what is usually called narrative. It wasn’t some ideological position, or an artistic stance, it was just one set of obsessions winning out over another. On the other hand, I think that I have always tried to create feeling, and then to pulse it into the reader with language. It’s very difficult to figure out how to do this. Storytelling is one way — conventional narrative or whatever you want to call it — but are there other methods worth exploring? The ground shifts, and I change my mind about what might work. How to create immense, unforgettable feeling from language? This ambition hasn’t really changed, it’s just that I want to cultivate new approaches, to try to circle in on a more vivid way to accomplish it.

By definition, a tool exists to improve something you are already doing. If you're not doing formal data governance yet, or if you are doing it poorly, then casting about for a tool to help you deploy DG is a waste of time. This flies in the face of typical IT philosophy, where the tool is usually acquired first. This is a notoriously silly thing to do. However, our work always has us putting the brakes on a tool selection project. It is easy to buy a tool and install it. However, most of the time we witness new tools for data management sitting unused or poorly deployed. This is because no one has mastered the process the tool is supporting.

This act of whistleblowing was not like other acts of whistleblowing. Historically, whistleblowers reveal abuse of power that is surprising and shocking to the public. The Trump-Ukraine story was shocking but in no way surprising: it was in character, and in keeping with a pattern of actions. The incident that the whistleblower chose to report was not the worst thing that Trump had done. Installing his daughter and her husband in the White House was worse. Inciting violence was worse. Unleashing war on immigrants was worse. Enabling murderous dictators the world over was worse. The two realities of Trump’s America—democratic and autocratic—collided daily in the impeachment hearings. In one reality, Congress was following due process to investigate and potentially remove from office a president who had abused power. In the other reality, the proceedings were a challenge to Trump’s legitimate autocratic power. The realities clashed but still did not overlap: to any participant or viewer on one side of the divide, anything the other side said only reaffirmed their reality. The realities were also asymmetrical: an autocratic attempt is a crisis, but the logic and language of impeachment proceedings is the logic and language of normal politics, of vote counting and procedure. If it had succeeded in removing Trump from office, it would have constituted a triumph of institutions over the autocratic attempt. It did not. The impeachment proceedings became merely a part of the historical record, a record of only a small part of the abuse that is Trumpism.

Red Flags And Deal Breakers What signals or signs can you look for, as early in the sales process as possible, to warn you (and the client) that working together is a waste of time? Here are some examples of red flags: They just installed a _______ kind of system. They already have an agency/service provider in place, or a full-time in-house person dedicated to ___. They churn-and-burn the consultants or agencies they hire to do _____________. Know-it-alls / “We know what we’re doing.” Geography. Their monthly budget for ________ is only ________. These industries never seem to work: _____, _____, _____. This area of work is totally new to them, and they don’t understand it yet. (That is, you would have to do a lot of education of the client before they would even understand the value of your service.)

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Even as our world is being daily transformed by breathtaking innovations in science and technology, many people continue to imagine that math and science are mostly a matter of memorizing formulas to get “the right answer.” Even engineering, which is in fact the process of creating something from scratch or putting things together in novel and non-self-evident ways, is perplexingly viewed as a mechanical or rote subject. This viewpoint, frankly, could only be held by people who never truly learned math or science, who are stubbornly installed on one side of the so-called Two Culture divide. The truth is that anything significant that happens in math, science, or engineering is the result of heightened intuition and creativity. This is art by another name, and it’s something that tests are not very good at identifying or measuring. The skills and knowledge that tests can measure are merely warm-up exercises.

As noted in About ESC Electrol Specialties Company began fabricating CIP System components as a vendor to one of the nations largest suppliers of cleaning chemicals to the Dairy industry more than 50 years ago. This vendor was a major provider of the engineering services, components and skilled personnel required to design and install CIPable automaed processes, for dairies initialy, and later food and beverage processors. This vendor was actively involved with new facility construction, but more importantly, also developed and applied the methodos of applying such new technology equally well to "recycle old dairies" via rennovation projects planned to provide the exisitng facility increased capacity, efficiency and quality capabilities, and keep it running during the rennovation process. This vendor worked on a design and install" basis and used its own wsanitary welding crews, even Internationally, through the mid 70s.

Sound waves, regardless of their frequency or intensity, can only be detected by the Mole Fly’s acute sense of smell—it is a little known fact that the Mole Fly’s auditory receptors do not, in fact, have a corresponding center in the brain designated for the purposes of processing sensory stimuli and so, these stimuli, instead of being siphoned out as noise, bypass the filters to be translated, oddly enough, by the part of the brain that processes smell. Consequently, the Mole Fly’s brain, in its inevitable confusion, understands sound as an aroma, rendering the boundary line between the auditory and olfactory sense indistinguishable. Sounds, thus, come in a variety of scents with an intensity proportional to its frequency. Sounds of shorter wavelength, for example, are particularly pungent. What results is a species of creature that cannot conceptualize the possibility that sound and smell are separate entities, despite its ability to discriminate between the exactitudes of pitch, timbre, tone, scent, and flavor to an alarming degree of precision. Yet, despite this ability to hyper-analyze, they lack the cognitive skill to laterally link successions of either sound or smell into a meaningful context, resulting in the equivalent of a data overflow. And this may be the most defining element of the Mole Fly’s behavior: a blatant disregard for the context of perception, in favor of analyzing those remote and diminutive properties that distinguish one element from another. While sensory continuity seems logical to their visual perception, as things are subject to change from moment-to-moment, such is not the case with their olfactory sense, as delays in sensing new smells are granted a degree of normality by the brain. Thus, the Mole Fly’s olfactory-auditory complex seems to be deprived of the sensory continuity otherwise afforded in the auditory senses of other species. And so, instead of sensing aromas and sounds continuously over a period of time—for example, instead of sensing them 24-30 times per second, as would be the case with their visual perception—they tend to process changes in sound and smell much more slowly, thereby preventing them from effectively plotting the variations thereof into an array or any kind of meaningful framework that would allow the information provided by their olfactory and auditory stimuli to be lasting in their usefulness. The Mole flies, themselves, being the structurally-obsessed and compulsive creatures that they are, in all their habitual collecting, organizing, and re-organizing of found objects into mammoth installations of optimal functional value, are remarkably easy to control, especially as they are given to a rather false and arbitrary sense of hierarchy, ascribing positions—that are otherwise trivial, yet necessarily mundane if only to obscure their true purpose—with an unfathomable amount of honor, to the logical extreme that the few chosen to serve in their most esteemed ranks are imbued with a kind of obligatory arrogance that begins in the pupal stages and extends indefinitely, as they are further nurtured well into adulthood by a society that infuses its heroes of middle management with an immeasurable sense of importance—a kind of celebrity status recognized by the masses as a living embodiment of their ideals. And yet, despite this culture of celebrity worship and vicarious living, all whims and impulses fall subservient, dropping humbly to the knees—yes, Mole Flies do, in fact, have knees!—before the grace of the merciful Queen, who is, in actuality, just a puppet dictator installed by the Melic papacy, using an old recycled Damsel fly-fishing lure. The dummy is crude, but convincing, as the Mole flies treat it as they would their true-born queen.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

A writer spinning out the manuscript of a book is like a banker generating debts he knows can never be repaid. From one perspective it’s a waste of time, ‘the deliberate pouring of water through a sieve’, in Dostoyevsky’s phrase. The effort will not be repaid. From another, however, it’s an incredibly important process in which cultural charisma – intellectual glamour – is generated via a mechanism of guilt. A bookshelf is a glamorous row of reproaches. We know that there are books we ought to read, and ought to have read, because they are said to be wonderful and capable of making us better people. They sit there on the shelf, seeming to watch us, waiting for our best moment of spiritual preparedness. Yet we fail to read them. As a result we feel guilty. The books seem to say to us: – You are trivial and lazy. Your life could be so much richer and more creative, yet you fritter away your attention on television and Facebook, or idle gossip, or sports, or Olafur Eliasson installations. This guilt is much more wonderful than the contents of the books themselves could ever be, and spiritually much more uplifting. The unreadness of books outstrips their readness in beauty and in utility. It’s tremendously important to believe that there are heights which we’ve failed to attain, mountains we can glimpse in the distance but not climb. It’s almost like believing in heaven. To quote Kafka once more: Theoretically there is a perfect possibility of happiness: believing in the indestructible element in oneself and not striving towards it.

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five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Beneath the visible surface there arose an invisible network that organised the circulation of energy, data, and people. In the end, this process of mechanisation and electrification made it necessary for the formerly independent unit of the house to become networked with its surroundings, for only the connection to external power sources and centrally regulated reservoirs and generators ensured the functionality of its technical installations.

The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

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7. Lighting • Carry out a site survey whenever possible to assess the conditions in which an exhibition will take place, and familiarize yourself with any existing lighting infrastructure and daylight parameters. • Examine existing electrical installations and determine whether they are adequate to support new lighting. Considering the routing of cables carefully. • Plan the lighting early on. It is easier to add it at the beginning of the the design process than at the end. • Create a lighting scheme that supports the exhibition structure and helps the convey the show's concept. • Ensure that all graphical information that is intended to be read and adequately illuminated, and check the readability of the information. • Consider the amount of heat the lighting will generate. Hot lamps may harm the exhibits and if the heat build-up is too great, additional air-conditioning may be needed. • Make your collaborators aware of the lighting solutions you intend to provide by circulating your lighting plans to all relevant parties.

Regardless of the medium, performance artists explicitly explore and enact their holistic autonomies and interiorities (gendered, spiritual, emotional, and political), not simply their bodily corporeality. If this process takes place within a recorded electronic or digital environment, it is the medium that is virtual, unreal or disembodied, not the human performer within it. In the performance arts, whether in a theater, on a street corner, or on a computer monitor, the medium is not the message (and never has been); the performer is. [. . .] The dislocation and fragmentation of the body in digital performance is an aesthetic praxis which deconstructive critics have hungrily grasped and mythologized, holding up the virtual body as the central icon (immaterial, disembodied), whereas in actuality, it operates as an index, as another trace and representation of the always already physical body.

The Stair of Death was the epitome of SS thinking — why install a more efficient mechanical conveyor when criminal and Jewish labour was so cheap and the process so satisfyingly punishing?

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The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

The analysis of the /General Theory /shows that inflation is a real, not a monetary, phenomenon. It operates in two stages (once more giving a crudely simple account of an intricate process). An increase in effective demand meeting an inelastic supply of goods raises prices. When food is supplied by a peasant agriculture a rise of the prices of foodstuffs is a direct increase of money income to the sellers and increases their expenditure. The higher cost of living sets up a pressure to raise wage rates. So money incomes rise all round, prices are bid up all the higher and a vicious spiral sets in. The first stage — a rise of effective demand — can very easily be prevented by not having any development. But if there is to be development there must be a stage when investment increases relatively to consumption. There must be an increase in effective demand and a tendency towards inflation. The problem is how to keep it within bounds. Some schemes of investment that seem to be clearly indispensable to improvements in the long run, such as electrical installations, take a long time to yield any fruit and meanwhile the workers engaged on these have to be supplied. The secret of non-inflationary development is to allocate the right amount of quick-yielding, capital-saving investment to the consumption-good sector (especially agriculture) to generate a sufficient surplus to support the necessary large schemes. It is in this kind of analysis, rather than in the mystifications of “deficit finance,” that the clue to inflation is to be found. [pp. 110-11]

More Quotes II 151/ … what we inherit is so vast it must come to us in installments received over time. 153/ Of course we may rage against our parents and siblings for a time. Either we have been given too little of what we wanted, too much of what we did not want, or not a fair portion compared to what someone else received. The most obvious symbol of this giving is money, but love, attention, encouragement, and so much more are also part of our inheritance. 180/ … no simple rule can govern whether we should enter into debt. 192/ CG Jung wrote of the play of fantasy that precedes any creative work. “Without this playing with fantasy no creative work has ever yet come to birth. The debt we owe to the play of imagination is incalculable.” 250/ Receiving this symbol [in the Wizard of Oz] is like a ritual that allows the to take the final step in their process of transformation, the step of knowing what they have become. 252/ The power of money to symbolize our life energy confuses us; we imagine that our self-worth and value depend on possessing money instead of using money as a tool to look more deeply within ourselves. … To circulate money, especially in service to our community, allows us to contact the natural wealth that we have within, energy that is augmented by giving to others. 253/ Dispelling illusions about money guides us towards the values that are most true for us. Each of us must find the nature of our own abundance. Each of us must decide how willing we are to share our money, our productivity, and our energy. So our relationship to money can deepen our understanding of our connection to other people and to our community.

Oil that was drilled in Texas or Saudi Arabia, by contrast, was known as “sweet” crude because it had very low sulfur content. This made it a lot cheaper and easier to process—you didn’t need coker towers to take the sulfur out. So many of America’s oil refineries sprang up around the Gulf Coast because that’s where sweet crude was imported and processed. Very few firms wanted to install the kind of expensive equipment that ran at Pine Bend, but Great Northern had done so. When Paulson took over, Pine Bend was one of very fewer buyers in the upper Midwest that offered to buy Canadian crude. Because there were so few buyers, the Canadian crude piled up—there was an excess of supply. This meant that prices dropped. Koch could buy the sour oil at a price that was significantly lower than oil prices elsewhere in the United States. But the cheap Canadian crude was only half of the equation. When Koch turned around to sell the gasoline it made at Pine Bend, it sold that gasoline into a midwestern region where there were very few other refineries, causing supplies to be relatively tight and prices high. This made the economics of Pine Bend almost too good to be true.

But in 1497, pressure from the Roman Church and Spain led the Portuguese crown to abandon this tolerance. Some seventy thousand Jews were forced into a bogus but nevertheless sacramentally valid baptism. In 1506, Lisbon saw its first pogrom, which left two thousand “converted” Jews dead. (Spain had been doing as much for two hundred years.) From then on, the intellectual and scientific life of Portugal descended into an abyss of bigotry, fanaticism, and purity of blood.* The descent was gradual. The Portuguese Inquisition was installed only in the 1540s and burned its first heretic in 1543; but it did not become grimly unrelenting until the 1580s, after the union of the Portuguese and Spanish crowns in the person of Philip II. In the meantime, the crypto-Jews, including Abraham Zacut and other astronomers, found life in Portugal dangerous enough to leave in droves. They took with them money, commercial know-how, connections, knowledge, and—even more serious—those immeasurable qualities of curiosity and dissent that are the leaven of thought. That was a loss, but in matters of intolerance, the persecutor’s greatest loss is self-inflicted. It is this process of self-diminution that gives persecution its durability, that makes it, not the event of the moment, or of the reign, but of lifetimes and centuries. By 1513, Portugal wanted for astronomers; by the 1520s, scientific leadership had gone. The country tried to create a new Christian astronomical and mathematical tradition but failed, not least because good astronomers found themselves suspected of Judaism.12 (Compare the suspicious response to doctors in Inquisition Spain.)

From these passages, I believe that the Jewish temple will be rebuilt and the sacrificial process will be reinstituted, then the antichrist will put an end to the sacrifices and install himself in the temple as if he were God.

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Interactionists maintain that "humans require social stimulation and exposure to abstract symbol systems to embark upon conceptual thought processes that characterize our species. Language is the software that activates the mind, but it doesn't come pre-installed.

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Your aliveness is going down because you are committing suicide in installments.” Involvement need not necessarily mean that you have to go and do something. You can just look at people and be involved. You can look at the sky and be involved. You can look at every life and be involved. You can close your eyes and still be involved. Involvement is not an act, it is a certain willingness towards life – you have become willing to the process of life. If you get identified, you are becoming unwilling to the process of life – you are only willing in selection, you are not willing with the rest of life. It is this unwillingness which is scaling down the aliveness in a human being.

The simple process of pleasing the Lord (for the householders especially) is to install the Deity of the Lord at home. By concentrating on the Deity, one may progressively go on with the daily routine work. Worshiping the Deity at home, serving the devotee, hearing the Śrīmad-Bhāgavatam, residing in a holy place and chanting the holy name of the Lord are all inexpensive items by which one can please the Lord. Thus the subject matter was explained by the grandfather to his grandchildren.

The real agent of change is not computers per se but rather the computation that we are installing into even the most mundane constituents of our everyday surroundings. As we have seen, we are at the point that it is now often cheaper to manufacture digital information processing into an object than it to leave it out. Microelectronics permit even trivial products to be deeply complex and connectible—and that is both the promise and the problem. That

Like other living cre a t u res, plants' structural characteristics are encoded in the DNA in their cells. In other words, how a plant will re p roduce, how it will breathe, how it will come by its nutrients, its colour, smell, taste, the amount of sugar in it, and other such information, is without exception to be found in all of that plant's cells. The cells in the roots of the plant possess the knowledge of how the leaves will carry out photosynthesis, and the cells in the leaves possess the knowledge of how the roots will take water from the soil. In short, there exist a code and a blueprint for the formation of a complete new plant in every extension that leaves a plant. All the features of the mother plant, based on its inbuilt genetic information, are to be found, complete, down to the last detail in every cell of every little part that splits off from it. So, in that case, how and by whom was the information that can form a complete new plant installed in every part of the plant? The probability of all the information being totally complete and the same inside every cell of a plant cannot be attributed to chance. Nor can it be attributed to the plant itself, or the minerals in the soil that carry out this process. These are all parts of the system which make up the plant. Just as it takes a factory engineer to program production line robots, since the robots cannot come by the instructions themselves, so there must be some being which gives to plants the necessary formula for growth and re p roduction, since the plants, like the robots, cannot acquire these by themselves. It is, of course God who implanted the necessary information in the plants' cells, as in all other living things in the world. It is He who without any doubt created everything in complete form, and who is aware of all creation. God draws attention to this truth in several holy verses: He created the seven heavens one above the other. You will find no flaw in the creation of the All-Merciful. Look again-do you see any gaps? Then look again and again. Your eyes will become dazzled and exhausted. (Surat al-Mulk: 3-4) Do you not see that God sends down water from the sky and then in the morning the earth is covered in green? God is All-Subtle, AllAware. (Surat al-Hajj: 63)

working with Permasteelisa was very collaborative. They were very open to the process and grasped using this technology very quickly. The reason being, they were already computer literate. Permasteelisa installed CATIA in their office after this, and they began using it on all their subsequent projects.

You don’t call a 1956 F100 pickup truck cute.” “But it is,” she argued. “All curves and circles. Look at the front. He looks like he’s smiling.” “She,” Cooper corrected. With raised brows, Haleigh said, “Unless you specifically installed a vagina during the makeover process, I can call it any gender I want. And I say he is cute.

That is to say, all of the dimensions of the theatrics of terror are modes of “carceral violence.” They are ways the state confines, immobilizes, and subjects bodies and communities to disintegration. Because this is done in ways that have focused primarily on black and brown communities, the racial disparity in the application of force and terror is itself a form of “carceral violence.” As the “outer extreme of carceral violence” the death penalty is therefore not in a separate domain of the public order from these other modes of state violence; it is more like the most encompassing concentric circle of the multiple circles of violence at work in the carceral state. It is “outer” in the sense of being the occasional publicly displayed event, a calculated performance that specifies a time, date, process, and mode for a particular act of state killing. This is distinct from the more continuous and sporadic police violence and killing, and distinct, too, from the mass incarceration that disseminates death and torture in a slower mode, on an “installment plan,” as we have noted.

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

Cut or copy the selected text: On the popup menu, tap Cut to copy and remove the text, or tap Copy to simply copy the text. The copied text will go into the Clipboard. Paste and insert text: Tap the position in the text where you want to paste the contents of the Clipboard. A marker will appear below the text field, and you can drag this marker to adjust the position of the blinking cursor if necessary. Next, tap the marker and then tap Paste on the menu that appears. The text from the Clipboard will be inserted at the position of the cursor. Paste and replace text: First select the block of text you want to replace, as explained above. Then, tap Paste on the popup menu. The contents of the Clipboard will replace the selected text. Delete a block of text: Select the text you want to delete, as explained above. Then press the Backspace key (). Note that the Clipboard works across all built-in Kindle Fire software as well as installed apps. So for example, if you copied a web address (a URL) from a web page, you could later paste it into the Search/Address field in the browser, eliminating the need to manually type the web address, a slow and error-prone process. (The browser

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The operating system installed on the instance can make a difference on how it responds to network issues as well. For example, when an instance loses a DHCP address, Ubuntu typically continues to retry renewing the DHCP address. When the network issues are resolved, the renewal process succeeds and the IP address is restored. However, RedHat and CentOS are commonly configured by default to give up after the renewal process fails, which means that even if the network issues are resolved, the instance is no longer attempting to renew the DHCP lease and permanently stays off the network

It’s Taking Customers Too Long to Find Value. If customers aren’t seeing value in your product, it could be a matter of education. The standard approaches are to send onboarding emails to orient them to your product (see Val Geisler’s Dinner Party Strategy) and to hire a customer success manager to walk new accounts through the onboarding process (assuming their price point makes this worthwhile). When you have a high price point, hiring someone to help with onboarding can go a long way toward helping your customer find value. Essentially, you’re trying to help new customers find your minimum path to awesome (MPA). Basically, the moment when everything clicks and your customer says, “This is amazing!” For a social media scheduling app, maybe it’s when they load the first few posts and realize they can sit back and let your product take care of the rest. For an email product, it could be the minute they get a form installed on their website and start seeing new subscribers. It’s not always easy to find the MPA. Your product might be so complicated that there are many paths to seeing value. In that case, the burden is on you to educate your customers about how to get the most value in the shortest amount of time. One way to shortcut the process is to interview customers who are actively using the product and ask them when they first realized how your product would help them. With Drip, we even built a custom internal dashboard to track where trial users were along the path to awesome. Had they created their first email list? Installed a form on their site? Activated that form? I could watch individuals or groups of users go through those steps during the trial phase and see a leading indicator of how many were likely to convert into paying customers.

Santhi Gems - Confided in Gold Purchaser in Chennai 17/71, B10, Stonedge Towers, 1st Avenue, Ashok Nagar, Chennai- 600 083. (Land Mark ICICI Bank or Indian Bank) Mobile : +91 98413 23202 / 98413 23262 Santhi Gems has procured a standing as perhaps of the most confided in Gold Buyer in chennai, giving straightforward, solid, and client centered administrations. With long periods of skill in the gold exchanging industry, the organization offers a consistent encounter for people seeking sell their gold at fair and cutthroat costs. Whether it's old, unused, or broken gold gems, Santhi Adornments guarantees clients get the best incentive for their resources, settling on it the favored decision for gold dealers across the city. Why Pick Santhi Gems? Santhi Gems stands apart among Gold Buyer in chennai for its obligation to decency, straightforwardness, and trust. Selling gold can be an overwhelming cycle, particularly for those new to the market, however Santhi Gems simplifies the experience and bother free. The organization follows an organized cycle, guaranteeing clients are educated at each stage, with no secret charges or derivations. Fair and Straightforward Valuation One of the key reasons individuals trust Santhi Gems is their fair and straightforward gold valuation process. Utilizing the most recent innovation, they survey the immaculateness of gold utilizing karat meters, which give exact and precise readings without harming the gems. This painless technique guarantees that clients get the specific incentive for the gold they wish to sell. Santhi Gems sticks to current market rates, offering serious costs in view of the live gold rates. Clients can have confidence that they are getting the best cost for their gold, with a straightforward breakdown of the valuation cycle. The organization highly esteems keeping up with genuineness and respectability in the entirety of its exchanges. Prompt Installment Santhi Gems guarantees that clients are paid following the gold is assessed and gauged. This dispenses with any deferrals or vulnerabilities in the installment cycle. Whether clients favor cash, bank move, or computerized installment techniques, the organization offers adaptable installment choices to take care of individual inclinations. Purchasing A wide range of Gold At Santhi Adornments, clients can sell any sort of gold, including: Old or broken gold gems Gold coins or bars Gold decorations Scrap gold No matter what the condition or type of the gold, Santhi Gems acknowledges everything and gives the most ideal rates, making the selling system simple and advantageous. No Secret Allowances or Charges Not at all like a few gold purchasers, Santhi Gems works with complete straightforwardness and genuineness. There are no secret charges, dissolving expenses, or derivations that eat into the last payout. Each part of the exchange is plainly clarified for the client, guaranteeing a smooth and dependable experience. A Tradition of Trust Santhi Gems has been a piece of Chennai's gold exchange for quite a long time, constructing serious areas of strength for an as a trusted and dependable purchaser. The organization is known for its client driven approach, guaranteeing that each person who strolls through their entryways feels regarded and esteemed. This tradition of trust has assisted Santhi Adornments lay out long haul associations with its clients, who return for rehash exchanges or prescribe the organization to other people. Advantageous Area and Client assistance Situated in the core of Chennai, Santhi Gems is effectively open for anybody hoping to sell gold in a free from even a hint of harm climate. The staff is amicable, learned, and devoted to giving superb client assistance, directing venders through each step of the interaction.

Is it safe to say that you are a gold buyer in Chennai searching for the best spot to sell your valuable metal? Picking the right gold purchaser is vital, and there are a few critical elements to consider prior to settling on your choice. Notoriety, first and foremost, is everything with regards to selling gold. Search for a gold purchaser with a strong and dependable standing in the business. Santhi Jewels is a prominent gold purchaser in Chennai known for its dependability and straightforwardness in exchanges. Straightforwardness and dependability are fundamental characteristics to search for in a gold purchaser. Santhi Pearls guarantees that each exchange is directed with the greatest possible level of straightforwardness and trustworthiness, furnishing you with a feeling of safety and inner serenity. One more significant element to consider is the ongoing business sector rate for gold. A respectable gold purchaser like Santhi Pearls keeps awake to-date with the most recent market patterns and offers cutthroat costs for your gold, guaranteeing that you get the best incentive for your valuable metal. Comfort is likewise a huge component to consider while picking a gold purchaser. Santhi Jewels gives a problem free and helpful selling experience, making the interaction simple and direct for venders. Whether you're selling old gems, gold coins, or some other gold things, Santhi Jewels offers a consistent selling process. Client care is one more vital angle to consider. A legitimate gold purchaser ought to give brilliant client care, tending to any worries or questions you might have all through the selling system. Santhi Pearls values conveying remarkable client support, guaranteeing that dealers are all around educated and happy with their experience. Furthermore, picking a gold purchaser that offers fast and proficient transactions is significant. Santhi Pearls guarantees quick and dependable exchanges, giving merchants brief installment for their gold things. While offering gold, it's fundamental to pick a purchaser who values respectability and incredible skill. Santhi Jewels maintains the best expectations of respectability and impressive skill in the entirety of its dealings, setting up a good foundation for itself as a trusted and dependable gold buyer in Chennai. All in all, while picking a gold purchaser in Chennai, it's critical to consider factors, for example, notoriety, straightforwardness, market rates, comfort, client care, and respectability. Santhi Pearls succeeds in this large number of regions, pursuing it an ideal decision for anybody hoping to sell their gold with certainty and genuine serenity. In this way, in the event that you're in Chennai and hoping to sell your gold, consider cooperating with Santhi Diamonds for a consistent and compensating selling experience.

Description As one of the high level programming languages, Python is considered a vital feature for data structuring and code readability. Developers need to learn python 1 ,2 & 3 to qualify as experts. It is object-oriented and taps the potential of dynamic semantics. As a scripting format it reduces the costs of maintenance and lesser coding lines due to syntax assembly. Job responsibilities Writing server side applications is one of the dedicated duties of expected from a skilled worker in this field. If you enjoy working backend, then this is an ideal job for you. It involves: · Connecting 3rd party apps · Integrating them with python · Implement low latency apps · Interchange of data between users and servers · Knowledge of front side technologies · Security and data protection and storage Requisites to learn There are several training courses for beginners and advanced sessions for experienced workers. But you need to choose a really good coaching center to get the skills. DVS Technologies is an enabled Python Training in Bangalore is considered as one of the best in India. You will need to be acquainted with: · Integrated management/ development environment to study · A website or coaching institute to gather the knowledge · Install a python on your computer · Code every day to master the process · Become interactive Course details/benefits First select a good Python Training institute in Bangalore which has reputed tutors to help you to grasp the language and scripting process. There are several courses and if you are beginner then you will need to opt for the basic course. Then move on to the next advanced level to gain expertise in the full python stack. As you follow best practices, it will help you to get challenging projects. Key features of certification course and modules · Introduction to (Python) programming · Industry relevant content · Analyze data · Experiment with different techniques · Data Structures Web data access with python · Using database with this program DVS Technology USP: · Hands-on expert instructors: 24-hour training · Self-study videos · Real time project execution · Certification and placements · Flexible schedules · Support and access · Corporate training

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So as there are physical changes in the nerve cells that make up your brain’s gray matter, and as neurons are selected and instructed to organize themselves into these vast networks capable of processing hundreds of millions of bits of information, the physical hardware of the brain also changes, adapting to the information it receives from the environment. In time, as the networks—converging and diverging propagations of electrical activity like a crazy lightning storm in thick clouds—are repeatedly turned on, the brain will keep using the same hardware systems (the physical neural networks) but will also create a software program (an automatic neural network). That’s how the programs are installed in the brain. The hardware creates the software, and the software system is embedded into the hardware—and every time the software is used, it reinforces the hardware.

The insatiable need for more processing power -- ideally, located as close as possible to the user but, at the very least, in nearby indus­trial server farms -- invariably leads to a third option: decentralized computing. With so many powerful and often inactive devices in the homes and hands of consumers, near other homes and hands, it feels inevitable that we'd develop systems to share in their mostly idle pro­cessing power. "Culturally, at least, the idea of collectively shared but privately owned infrastructure is already well understood. Anyone who installs solar panels at their home can sell excess power to their local grid (and, indirectly, to their neighbor). Elon Musk touts a future in which your Tesla earns you rent as a self-driving car when you're not using it yourself -- better than just being parked in your garage for 99% of its life. "As early as the 1990s programs emerged for distributed computing using everyday consumer hardware. One of the most famous exam­ples is the University of California, Berkeley's SETl@HOME, wherein consumers would volunteer use of their home computers to power the search for alien life. Sweeney has highlighted that one of the items on his 'to-do list' for the first-person shooter Unreal Tournament 1, which shipped in 1998, was 'to enable game servers to talk to each other so we can just have an unbounded number of players in a single game session.' Nearly 20 years later, however, Sweeney admitted that goal 'seems to still be on our wish list.' "Although the technology to split GPUs and share non-data cen­ter CPUs is nascent, some believe that blockchains provide both the technological mechanism for decentralized computing as well as its economic model. The idea is that owners of underutilized CPUs and GPUs would be 'paid' in some cryptocurrency for the use of their processing capabilities. There might even be a live auction for access to these resources, either those with 'jobs' bidding for access or those with capacity bidding on jobs. "Could such a marketplace provide some of the massive amounts of processing capacity that will be required by the Metaverse? Imagine, as you navigate immersive spaces, your account continuously bidding out the necessary computing tasks to mobile devices held but unused by people near you, perhaps people walking down the street next to you, to render or animate the experiences you encounter. Later, when you’re not using your own devices, you would be earning tokens as they return the favor. Proponents of this crypto-exchange concept see it as an inevitable feature of all future microchips. Every computer, no matter how small, would be designed to be auctioning off any spare cycles at all times. Billions of dynamically arrayed processors will power the deep compute cycles of event the largest industrial customers and provide the ultimate and infinite computing mesh that enables the Metaverse.

A key component of this system is kaizen, a Japanese word meaning “change for better,” which has been applied to many areas, including business, to facilitate continual improvement. By applying the kaizen approach, Toyota realizes greater resource efficiency, and in the case of Toyota Saudi Arabia, Toyota saved $3.33 million by not having to invest in new facilities nor to increase the number of installers needed to meet the increase in demand. Kaizen is modeled after the scientific method, a proven process consisting of systematic observation, measurement, and experimentation, and the formulation, testing, and modification of hypotheses. Kaizen and the foundations of the scientific method can also be specifically applied to marketing to encourage continuous improvement in the organization to reach our business marketing goals. Similarly, the Data-First Marketing Campaign Framework involves not only the execution of marketing tactics but also the continuous improvement of those tactics as measured against our business marketing strategy and business goals.

Raun concludes that "while trans male vlogs manifest potentials—and possible futures—they also create norms for how trans men look, feel, and talk about their transition, and how they vlog about it," operating as both "commencement and commandment". These vlogs are part of a cultural ensemble that installs narratives of transnormativity, teaching viewers what transition is supposed to look like, what they might one day look like, operating as a visual litmus test against which one might measure their "progress" and gauge what the process and the "post" of transition might be.

The problem is, while conversion of the energy grid to solar would make a lot of money for the companies building and installing solar panels, the total carbon footprint and environmental impact may not be so much better—if at all. The sun may be a renewable energy source; solar panels are anything but. They don’t grow on trees, but require the mining of aluminum, copper, and rare earth metals, already in low supply. The manufacturing of solar panels is itself an extremely energy-intensive process that involves the superheating of quartz into silicon wafers, vast quantities of water, and large quantities of toxic byproducts and runoff. The solar panels themselves begin degrading just a few years after installation, and need to be replaced every decade or two. Solar panel disposal creates a host of other toxicity and environmental problems, and as long as it remains cheaper for manufacturers to dump them as landfill, we won’t be seeing a robust recycling program for them anytime soon.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

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In the course of history, kings have welcomed more and more people to their courts, which became more and more brilliant. Is it not obvious that these courtiers and the "officers" were stolen from the feudal lords, who just lost at one fell swoop, their retinues and their administrators? The modern state nourishes a vast bureaucracy. Is not the corresponding decline in the staff of the employer patent to all? Putting the mass of the people to productive work makes possible at any given moment of technical advance the existence of a given number of non-producers. These non-producers will either be dispersed in a number of packets or concentrated in one immense body, according as the profits of productive work accrue to the social or to the political authorities. The requirement of Power, its tendency and its raison d'etre, is to concentrate them in its own service. To this task, it brings us so much ardour, instinctive rather than designed that in course of time it does to a natural death the social order which gave it birth. This tendency is due not to the form taken by any particular state but to the inner essence of Power, which is the inevitable assailant of the social authorities and sucks the very lifeblood. And the more vigorous a particular power is a more virile it is to the role of vampire. When it falls to weak hand, which gives aristocratic resistance a chance to organize itself, the state's revolutionary nature becomes for the time being effaced. This happens either because the forces of aristocracy opposed to the now enfeebled statocratic onslaught a barrier capable of checking it, or, more frequently, because they put a guard on their assailant, by laying hands on the apparatus which endangers them; they guarantee their own survival by installing themselves in the seat of government. This is exactly what did happen to the two epochs when the ideas of Montesquieu and Marx took shape. The counter-offensive of the social authorities cannot be understood unless it is realized that the process of destroying aristocracy goes hand in hand with a tendency in the opposite sense. The mighty are put down - if they are independent of the state; but simultaneously, a statocrcy is exalted, and the new statocrats do more than lay a collective hand on the social forces - they laid them on the lay them each his own hand; in this way, they divert them from Power and restore them again to society, in which thereafter the statocrats join forces, by reason of the similarity of their situations and interests, with the ancient aristocracies in retreat. Moreover, the statocratic acids, in so far as they break down the aristocratic molecules, do not make away with all the forces which they liberate. Part of them stays unappropriated, and furnishes new captains of society with the personnel necessary to the construction of new principates. In this way, the fission of the feudal cell at the height of the Middle Ages released the labour on which the merchant-drapers rose to wealth and political importance. So also in England, with a greed of Henry VIII had fallen on the ecclesiastical authorities to get from their wealth, the wherewithal to carry out his policies, the greater part of the monastic spoils, stuck to the fingers of hands, which had been held out to receive them. These spoils founded the fortunes of the nascent English capitalism. In this way, new hives are forever being built, in which lie hidden a new sort of energies; these will in time inspire the state to fresh orgies of covetousness. That is why the statocratic aggression seemed never to reach its logical conclusion - the complete atomization of society, which should contain henceforward nothing but isolated individuals whom the state alone rules and exploits.

You just need to make it through that sixty-six-day habit installation process so that waking up at 5 AM reaches The Automaticity Point. And it becomes easier to get up early than sleep later.

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

Pharmaceutical Product Exporters in Ahmedabad India’s Leading Exporters of Quality Pharmaceutical Formulations in India. We offer Pharmaceutical Drug Formulation and Pharmaceutical Marketers. Research Pvt. Ltd. is top manufacturing the anti-infective Tablets. We have a wide range of pharmaceutical product exporters in Ahmedabad India. ERPL is one of the fastest growing pharmaceutical manufacturing company in India. Spread over 1,47,500 sq. ft. acres, this modernized manufacturing plant with ultra-modern facility is set up in North Indian State of Uttarakhand. The facilities are approved by cGMP, WHO-GMP, GLP, ISO 9001:2000 and other global regulatory bodies. ERPL has carved out a distinct place of its own in manufacturing of best quality pharmaceutical products. Our success is the mirror of the hard work and team spirit put up the excellence of the professionalism by our dedicated Directors to excel and concurred new horizons with the motive of “Commit to Quality and Customer Satisfaction” Manufacturing Facility Installed with latest technology, automated manufacturing and packing operation and best practices, ensuring the highest quality of healthcare. • Commitment and zero compromise on quality • Follow up WHO-GMP, CGMP and GLP • Instrument Lab • Primary Area • Analytical Lab • Production process • Quality Management system • Process and products design, Evolution & Validation of process.

As a family run business, building strong relationships with our clients really matters to us. Our personal approach means that you’ll have one dedicated, friendly and experienced point of contact throughout the entire process. From providing an initial quote to our expert installation, we’ll go above and beyond to ensure that you’re satisfied with your window solution.

The habituation of workers to the assembly line was thus perhaps made easier by another innovation of the early twentieth century: consumer debt. As Jackson Lears has argued, through the installment plan previously unthinkable acquisitions became thinkable, and more than thinkable: it became normal to carry debt. 11 The display of a new car bought on installment became a sign that one was trustworthy. In a wholesale transformation of the old Puritan moralism, expressed by Benjamin Franklin (admittedly no Puritan) with the motto “Be frugal and free,” the early twentieth century saw the moral legitimation of spending. One symptom Lears points to is a 1907 book with the immodest title The New Basis of Civilization, by Simon Nelson Patten, in which the moral valence of debt and spending is reversed, and the multiplication of wants becomes not a sign of dangerous corruption but part of the civilizing process.

Installing tape-in hair extensions on short hair may initially seem daunting, but fear not! With the right technique and a touch of patience, you can achieve stunning, voluminous locks. In this step-by-step guide, we'll walk you through the process, providing clear instructions and helpful tips to ensure a seamless installation. Supplies You'll Need: Before diving in, gather the following supplies: tape-in hair extensions, sectioning clips, a fine-tooth comb, hair cutting shears (optional), a hair straightener (optional), and hair extension adhesive remover (if reusing extensions). Step 1: Prepare Your Hair and Section It Begin by thoroughly washing and drying your hair. If desired, straighten your natural hair with a flat iron to facilitate blending. Next, use sectioning clips to divide your hair into manageable sections, starting with a horizontal parting at the nape of your neck and working your way up. Step 2: Get the Extensions Ready Lay out the tape-in hair extensions, ensuring they're in the correct order for installation. If you're reusing extensions, carefully remove any remaining adhesive using a hair extension adhesive remover. Step 3: Measure, Trim, and Apply the First Extension Hold a tape-in extension against your scalp, starting from the bottom of a sectioned hair portion. Measure it against your natural hair length and trim accordingly, leaving a small gap between the extension and your scalp. Remove the protective backing from one side of the tape and press it firmly against the roots of your hair, just below the sectioned hair. Step 4: Sandwich and Repeat Take another tape-in extension with the sticky side exposed and place it over the top of the first extension, sandwiching your natural hair in between. Apply firm pressure to secure the extensions together. Repeat this process, working your way up in rows until you reach the top of your head. Step 5: Blend, Style, and Maintain Use a fine-tooth comb to blend your natural hair with the extensions, ensuring a seamless look. Style your hair as desired, using heat tools or styling products if needed. Follow the maintenance guidelines provided by the hair extension manufacturer to keep your extensions looking their best, and avoid excessive heat or oily products near the tape area to prevent slippage. Step 6: Removal Process When it's time to remove the extensions, use a professional hair extension adhesive remover for a gentle and safe removal process. Conclusion: By following this comprehensive guide, you'll confidently install tape-in hair extensions on short hair, unleashing a world of voluminous and glamorous hairstyles. Remember to take your time, follow the instructions diligently, and seek professional assistance if necessary. Embrace the transformation and enjoy your stunning new look!

Cobblestone pavements were an upgrade from dirt roads in ancient times. They were functional and lasted for ages. Cobblestone is derived from the word “cob” which means round and lumpy and refers to riverside cobbles that were first used to pave roads. The modern version of cobbles is available in natural stone materials, mainly in a small square format with standard thicknesses. The first cobblestones were taken from streambeds, not quarried and shaped like the ones we see today. The name “cobblestone” now refers to any natural stone paver, particularly the square shaped Belgian blocks. These are more uniform in size and shape and are simpler to install. The durability of a granite cobblestone paved surface is superior to that of nearly any other material, and the distinctive “old world” appeal it provides may add a lot of beauty and value to the home. Why Cobblestone Paving? Because cobblestones were easy to source, affordable, and easy to install, they gained popularity in Europe. These rounded stones were sourced from riverbeds and were very useful for roads. They were great for traction and decreasing muck and sludge on the roads because they were created by years of erosion through swift-moving rivers. Cobblestones are a popular option in the community of builders, architects, designers, and even with homeowners who prefer doing a DIY project. Cobblestones are durable First, they are sturdy, long-lasting stones that can withstand the test of time, as shown by the cobblestone streets throughout Europe. They are prone to extreme weathering processes, environmental changes, or high traffic. They are a naturally sturdy and robust building material that withstands wear and strain without chipping, scratching, or staining. Cobblestone suits a variety of project spaces Cobblestones are versatile and come in various colour options, which makes them suitable for an array of project requirements such as driveway, pathway, and other high traffic areas. Cobblestones enhance the look of your home and even raise its curb appeal. This will not only make your home more appealing and pleasurable, but it will also help it stand out from the rest of the houses in the neighbourhood, which adds to its overall value and makes it easier to sell. Cobblestones are easy to install Cobblestones are easy to install since they are generally supplied in mesh form. A set of cobblestones pasted on a silicone mesh. This mesh is easy to install and covers a larger surface area, saving men hours of installation time.  Cobblestones require low maintenance These cobblestone pavers are not only tough, but they are also quite simple to maintain. A quick wash every so often will keep them looking just as stunning as the day they were set. As additional maintenance, you may only need to reseal these pavers every now and then to keep them in good condition. For ages, these granite stones will retain their stunning appearance and colour with little work on your part.

This is where LO3 Energy ended up when it developed its Transactive Grid in Brooklyn, a prototype of interconnected households and businesses that share locally generated solar power. The community was motivated by a desire to give environmentally conscious consumers and users the capacity to know they are buying clean, locally generated power as opposed to just helping pay their utility buy renewable credits that fund green energy production elsewhere in the United States. In the Transactive Grid, building owners install solar panels that are then linked together with those of their neighbors in a distribution network, using affordable smart meters and storage units, as well as inverters that allow the grid’s owners to sell power back to the public grid. The magic sauce, though, comes from a private blockchain that regulates the sharing of power among the smart meters, whose data is logged into that distributed ledger. And in the summer of 2017, LO3 took the process a step further by developing an “exergy token” to drive market mechanisms within and among decentralized microgrids such as Brooklyn’s. (Exergy is a vital concept for measuring energy efficiency and containing wasteful practices; it doesn’t just measure the amount of energy generated but also the amount of useful work produced per each given amount of energy produced.) Note that LO3’s microgrid is based on a private blockchain. Microgrids offer one of those cases when this model is likely sufficient, since the community is founded on a fixed group of users who will all agree to the terms of use. That means that some of the large-scale processing challenges of Bitcoin and Ethereum can be avoided and thus that the high transaction power of a blockchain could be harnessed without requiring the implementation of the Lightning Network and other “off-chain” scaling solutions currently under development.

Was your plant able to ship even one more product per day as a result of what happened in the department where you installed the robots?

However, this process of installing a dynamo for each separate building was costly. A centralized power station would solve the problem, so Edison tested the concept in the United Kingdom at the Holborn Viaduct in London.

The simplest boundary separates fascism from classical tyranny. The exiled moderate socialist Gaetano Salvemini, having abandoned his chair as professor of history at Florence and moved to London and then to Harvard because he could not bear to teach without saying what he thought, pointed to the essential difference when he wondered why “Italians felt the need to get rid of their free institutions” at the very moment when they should be taking pride in them, and when they “should step forward toward a more advanced democracy.” Fascism, for Salvemini, meant setting aside democracy and due process in public life, to the acclamation of the street. It is a phenomenon of failed democracies, and its novelty was that, instead of simply clamping silence upon citizens as classical tyranny had done since earliest times, it found a technique to channel their passions into the construction of an obligatory domestic unity around projects of internal cleansing and external expansion. We should not use the term fascism for predemocratic dictatorships. However cruel, they lack the manipulated mass enthusiasm and demonic energy of fascism, along with the mission of “giving up free institutions” for the sake of national unity, purity, and force. Fascism is easily confused with military dictatorship, for both fascist leaders militarized their societies and placed wars of conquest at the very center of their aims. Guns and uniforms were a fetish with them. In the 1930s, fascist militias were all uniformed (as, indeed, were socialist militias in that colored-shirt era), and fascists have always wanted to turn society into an armed fraternity. Hitler, newly installed as chancellor of Germany, made the mistake of dressing in a civilian trenchcoat and hat when he went to Venice on June 14, 1934, for his first meeting with the more senior Mussolini, “resplendent with uniform and dagger.” Thereafter the Führer appeared in uniform on public occasions—sometimes a brown party jacket, later often an unadorned military tunic. But while all fascisms are always militaristic, military dictatorships are not always fascist. Most military dictators have acted simply as tyrants, without daring to unleash the popular excitement of fascism. Military dictatorships are far commoner than fascisms, for they have no necessary connection to a failed democracy and have existed since there have been warriors.

When users develop an innovation for themselves, they end up intimately knowing the actual quality of the solution they have developed, and knowing why and how it is appropriate to their task. As an example, an engineer building a million-dollar process machine for in-house use might feel it perfectly acceptable to install a precisely right and very cheap computer controller made and prominently labeled by Lego, a manufacturer of children’s toys. (Lego provides computer controllers for some of its children’s building kit products.) But if that same engineer saw a Lego controller in a million-dollar process machine his firm was purchasing from a specialist high-end manufacturer, he might not know enough about the design details to know that the Lego controller was precisely right for the application. In that case, the engineer and his managers might well regard the seemingly inappropriate brand name as an indirect signal of bad quality.

Do build on the child’s strengths: “You are such a good cook! Help me remember what we need for our meat loaf recipe. Then, you can mix it.” Or, “You have energy to spare. Could you run over to Mrs. Johnson’s house and get a magazine she has for me?” Think “ability,” not “disability.” Do build on the child’s interests: “Your collection of rocks is growing fast. Let’s read some books about rocks. We can make a list of the different kinds you have found.” Your interest and support will encourage the child to learn more and do more. Do suggest small, manageable goals to strengthen your child’s abilities: “How about if you walk with me just as far as the mailbox? You can drop the letter in. Then I’ll carry you piggy-back, all the way home.” Or, “You can take just one dish at a time to clear the table. We aren’t in a hurry.” Do encourage self-help skills: To avoid “learned helplessness,” sponsor your child’s independence. “I know it’s hard to tie your shoes, but each time you do it, it will get easier.” Stress how capable she is, and how much faith you have in her, to build her self-esteem and autonomy. Show her you have expectations that she can help herself. Do let your child engage in appropriate self-therapy: If your child craves spinning, let him spin on the tire swing as long as he wants. If he likes to jump on the bed, get him a trampoline, or put a mattress on the floor. If he likes to hang upside down, install a chinning bar in his bedroom doorway. If he insists on wearing boots every day, let him wear boots. If he frequently puts inedible objects into his mouth, give him chewing gum. If he can’t sit still, give him opportunities to move and balance, such as sitting on a beach ball while he listens to music or a story. He will seek sensations that nourish his hungry brain, so help him find safe ways to do so. Do offer new sensory experiences: “This lavender soap is lovely. Want to smell it?” Or, “Turnips crunch like apples but taste different. Want a bite?” Do touch your child, in ways that the child can tolerate and enjoy: “I’ll rub your back with this sponge. Hard or gently?” Or, “Do you know what three hand squeezes mean, like this? I-Love-You!

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In the annual Feast of Fools at Christmastime, every rite and article of the Church no matter how sacred was celebrated in mockery. A dominus festi, or lord of the revels, was elected from the inferior clergy—the curés, subdeacons, vicars, and choir clerks, mostly ill-educated, ill-paid, and ill-disciplined—whose day it was to turn everything topsy-turvy. They installed their lord as Pope or Bishop or Abbot of Fools in a ceremony of head-shaving accompanied by bawdy talk and lewd acts; dressed him in vestments turned inside out; played dice on the altar and ate black puddings and sausages while mass was celebrated in nonsensical gibberish; swung censers made of old shoes emitting “stinking smoke”; officiated in the various offices of the priest wearing beast masks and dressed as women or minstrels; sang obscene songs in the choir; howled and hooted and jangled bells while the “Pope” recited a doggerel benediction. At his call to follow him on pain of having their breeches split, all rush violently from the church to parade through the town, drawing the dominus in a cart from which he issues mock indulgences while his followers hiss, cackle, jeer, and gesticulate. They rouse the bystanders to laughter with “infamous performances” and parody preachers in scurrilous sermons. Naked men haul carts of manure which they throw at the populace. Drinking bouts and dances accompany the procession. The whole was a burlesque of the too-familiar, tedious, and often meaningless rituals; a release of “the natural lout beneath the cassock.

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It's the process of value stream mapping rather than the maps themselves that carries the greatest power by installing transformational mindsets and behaviors into the DNA of an organization.

The first step in breaking organizational culture inertia is simplification. This helps to eliminate the complex routines, processes, and hidden bargains among units that mask waste and inefficiency. Strip out excess layers of administration and halt nonessential operations—sell them off, close them down, spin them off, or outsource the services. Coordinating committees and a myriad of complex initiatives need to be disbanded. The simpler structure will begin to illuminate obsolete units, inefficiency, and simple bad behavior that was hidden from sight by complex overlays of administration and self-interest. After the first round of simplification, it may be necessary to fragment the operating units. This will be the case when units do not need to work in close coordination—when they are basically separable. Such fragmentation breaks political coalitions, cuts the comfort of cross-subsidies, and exposes a larger number of smaller units to leadership’s scrutiny of their operations and performance. After this round of fragmentation, and more simplification, it is necessary to perform a triage. Some units will be closed, some will be repaired, and some will form the nuclei of a new structure. The triage must be based on both performance and culture—you cannot afford to have a high-performing unit with a terrible culture infect the others. The “repair” third of the triaged units must then be put through individual transformation and renewal maneuvers. Changing a unit’s culture means changing its members’ work norms and work-related values. These norms are established, held, and enforced daily by small social groups that take their cue from the group’s high-status member—the alpha. In general, to change the group’s norms, the alpha member must be replaced by someone who expresses different norms and values. All this is speeded along if a challenging goal is set. The purpose of the challenge is not performance per se, but building new work habits and routines within the unit. Once the bulk of operating units are working well, it may then be time to install a new overlay of coordinating mechanisms, reversing some of the fragmentation that was used to break inertia.

solar power generation of one of our states in western India creating 654.8 MW of solar energy power within a short time and started feeding into the grid. Another state in the south aims to add 3,000 MW of solar power in three years’ time. The reverse bidding process introduced by the Electricity Authority of India with the ceiling of rupees 15 per unit has brought in competition all of which is an advantage for the creation of clean green power. Now with increased competition, the state electricity boards are able to get the energy at an attractive price of rupees seven per unit. This may get further reduced when large scale installation and capacity addition takes place in a number of states and union territories. Such innovations should be multiplied and applied in all areas of energy production and management.

Looking for the Best Denver AC Repair, AC Installation, and HVAC Repair Split air conditioners may not take too long to cool the room, but the explanation may be a dirty air filter or a blocked condensate drain, even if it is kept on for hours if there is no proper cooling. The AC is shielded from dust in the air by air filters. In a Window AC, it might be easy to clean an air filter, but you would need assistance from a professional for split AC. Air filters collect dust and debris that is drawn into the ducts and if they are not cleaned regularly, they stay clogged and affect the cooling process. For improved efficiency and to prevent any issues during summers, we suggest having the air conditioner serviced twice a year.Another potential explanation for lack of cooling may be ice formation around the coils or a filthy outdoor compressor for which a specialist may need assistance. If the air conditioner is not cooling properly, it may also be low on refrigerant. This either suggests that it has been undercharged, or that the split air conditioner has a gas leak. For residents residing around coastal regions or anywhere close to sewage, where air pollution is high, this is a more common issue. In this scenario, before applying more coolant, a professional will need to search for any leaks, as issues with leaks can persist, and they can be detrimental to the environment.Note, it works harder and runs longer to maintain your room at the set temperature when the air conditioner has a refrigerant issue. So don't use the appliance for hours, thinking that it can start to cool or lead to higher electricity bills. However, with frequent maintenance, you can prevent expensive AC repairs and keep your AC running at optimum output. When the compressor stops working, it is a sign of a burned wire, a faulty starting capacitor or a faulty compressor itself. In this case, if it is found to be defective, you will need to clean the condenser coil, check the capacitor and replace the compressor. If your air conditioner continues to turn on and off, it is safer to turn it off before you get it serviced. The evaporator is most probably dirty and the condenser is dirty or blocked. A dirty filter limits airflow and more issues, like a frozen evaporator coil, are caused by limited airflow. In particular, before and after summer, for better cooling and overall efficiency, it is necessary to change the air filter. Double check your thermostat settings to see if the timer function has been switched on and changed accordingly. ac companies near me heating and cooling near me #acpowerDenver#AcpowerDenver#airconditioning#hvac #hvaclife #ac #airconditioner #heating #hvacservice #cooling #hvactechnician #hvactech #heatingandcooling #hvacrepair #refrigeration #plumbing #hvacr #hvacinstall #maintenance #furnace #hvaccontractor #aircon #service #acrepair #hvacquality #hvactools #airconditioningrepair #hvaclove#ACRepairNearBy #ACTechnician #HVAC #Heating&Cooling #FurnanceRepair

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