Manufacturing Safety Quotes

The most intelligent of the Nazis, the legal theorist Carl Schmitt, explained in clear language the essence of fascist governance. The way to destroy all rules, he explained, was to focus on the idea of the exception. A Nazi leader outmaneuvers his opponents by manufacturing a general conviction that the present moment is exceptional, and then transforming that state of exception into a permanent emergency. Citizens then trade real freedom for fake safety. When

Sometime I'm going to do an essay called 'The Virtues of Amateurism' for all of those people who wish they earned their living in the arts. The market kills more artistic people than anything else. It's a world of safety out there, for most people. They want safety, the magazines and manufacturers give them safety, give them homogeneity, give them the familiar and comfortable, don't challenge them.

My company has had a safety program for 150 years. The program was instituted as a result of a French law requiring an explosives manufacturer to live on the premises with his family.

the legal theorist Carl Schmitt, explained in clear language the essence of fascist governance. The way to destroy all rules, he explained, was to focus on the idea of the exception. A Nazi leader outmaneuvers his opponents by manufacturing a general conviction that the present moment is exceptional, and then transforming that state of exception into a permanent emergency. Citizens then trade real freedom for fake safety.

I worked at Budd Manufacturing where they made auto body parts. It was a slave pit, a real butcher shop. They had no decent safety standards. Every so often somebody would lose a hand or a finger. People today forget how much good the unions did in getting decent working conditions. I didn’t feel like donating an arm to Budd so that’s another place I quit, but that job made an impression on me when I got into union work later. In

A Nazi leader outmaneuvers his opponents by manufacturing a general conviction that the present moment is exceptional, and then transforming that state of exception into a permanent emergency. Citizens then trade real freedom for fake safety.

the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues?

The way to destroy all rules, he explained, was to focus on the idea of the exception. A Nazi leader outmaneuvers his opponents by manufacturing a general conviction that the present moment is exceptional, and then transforming that state of exception into a permanent emergency. Citizens then trade real freedom for fake safety. When

In 1971, lawyer Lewis Powell wrote a confidential memo for the U.S. Chamber of Commerce warning that corporate America needed to work harder to counter the liberal consensus and defend what he called “free enterprise.” Angry that activists like Ralph Nader had forced safety regulations onto automobile manufacturers and the tobacco industry, he believed that businessmen were losing their right to run their businesses however they wished.

The most intelligent of the Nazis, the legal theorist Carl Schmitt, explained in clear language the essence of fascist governance. The way to destroy all rules, he explained, was to focus on the idea of the exception. A Nazi leader outmaneuvers his opponents by manufacturing a general conviction that the present moment is exceptional, and then transforming that state of exception into a permanent emergency. Citizens then trade real freedom for fake safety.

I don’t know to what extent ignorance of science and mathematics contributed to the decline of ancient Athens, but I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

On the other hand, irrational fears are difficult, if not impossible, to quantify. Here’s an example: when 152 people were infected with swine flu in Mexico in 2009, people around the world, prodded by the media’s manufactured hysteria, erupted in fear of an epidemic. We were warned that the threat was everywhere—that everyone was potentially at risk; however, the data showed these fears to be completely unwarranted. Weeks into the “outbreak,” there were around 1,000 reported cases of the virus in 20 countries. The number of fatalities stood at 26—25 in Mexico, and one in the United States (a boy who had just traveled to Texas from Mexico). Yet schools were closed, travel was restricted, emergency rooms were flooded, hundreds of thousands of pigs were killed, hand sanitizer and face masks disappeared from store shelves, and network news stories about swine flu consumed 43% of airtime.9 “There is too much hysteria in the country and so far, there hasn’t been that great a danger,” commented Congressman Ron Paul in response. “It’s overblown, grossly so.”10 He should know. During Paul’s first session in Congress in 1976, a swine flu outbreak led Congress to vote to vaccinate the entire country. (He voted against it.) Twenty-five people died from the vaccination itself, while only one person was killed from the actual virus; hundreds, if not more, contracted Guillain-Barre syndrome, a paralyzing neurological illness, as a result of the vaccine. Nearly 25 percent of the population was vaccinated before the effort was cancelled due to safety concerns.

I want to contribute something; I don’t want to be just a consumer, like the rest of you.” His tone was hard and flat and very earnest. “We live in a world created and manufactured from the results of the work of millions of men, most of them dead, virtually none of them known or given any credit. I don’t care if I’m known for what I create; all I care about is having it be worthwhile and useful, with people able to depend on it as something they take for granted in their lives. Like the safety pin. Who knows who created that? But everyone in the goddam galaxy makes use of safety pins. [...] It wouldn’t matter, if this whole colony, everybody in it, died. None of us contribute anything. We’re nothing more than parasites, feeding off the galaxy. ‘The world will little note or long remember what we do here.

I know that the consequences of scientific illiteracy are far more dangerous in our time than in any that has come before. It’s perilous and foolhardy for the average citizen to remain ignorant about global warming, say, or ozone depletion, air pollution, toxic and radioactive wastes, acid rain, topsoil erosion, tropical deforestation, exponential population growth. Jobs and wages depend on science and technology. If our nation can’t manufacture, at high quality and low price, products people want to buy, then industries will continue to drift away and transfer a little more prosperity to other parts of the world. Consider the social ramifications of fission and fusion power, supercomputers, data “highways,” abortion, radon, massive reductions in strategic weapons, addiction, government eavesdropping on the lives of its citizens, high-resolution TV, airline and airport safety, fetal tissue transplants, health costs, food additives, drugs to ameliorate mania or depression or schizophrenia, animal rights, superconductivity, morning-after pills, alleged hereditary antisocial predispositions, space stations, going to Mars, finding cures for AIDS and cancer. How can we affect national policy—or even make intelligent decisions in our own lives—if we don’t grasp the underlying issues? As I write, Congress is dissolving its own Office of Technology Assessment—the only organization specifically tasked to provide advice to the House and Senate on science and technology. Its competence and integrity over the years have been exemplary. Of the 535 members of the U.S. Congress, rarely in the twentieth century have as many as one percent had any significant background in science. The last scientifically literate President may have been Thomas Jefferson.* So how do Americans decide these matters? How do they instruct their representatives? Who in fact makes these decisions, and on what basis? —

In July 2018, a safety crisis rocked the global drug supply—and seemed to prove Baker’s point. Regulators in Europe announced a harrowing discovery: the widely used active ingredient for valsartan, a generic version of the blood pressure drug Diovan, contained a cancer-causing toxin known as NDMA (once used in liquid rocket fuel). The drug had been made by the Chinese company Zhejiang Huahai Pharmaceuticals, the world’s largest manufacturer of valsartan active ingredients. In the United States, over a dozen drug manufacturers, all of which used the Chinese ingredient, recalled their products, as did dozens more manufacturers around the world. The Chinese company tried to defend itself by explaining that it had altered its production process in 2012 to increase yields of the drug, a change that had been approved by regulators. In short, the change had been made to maximize profit. Some patients had been consuming the toxin for six years. As the FDA tried to reassure consumers that the risk of developing cancer, even from daily exposure to the toxin, was extremely low, a second cancer-causing impurity was detected in the ingredients. Though the valsartan catastrophe seemed to take the FDA by surprise, it shouldn’t have. In May 2017, an FDA investigator had found evidence at the plant in Linhai, China, that the company was failing to investigate potential impurities in its own drugs, which showed up as aberrant peaks in its test results. The investigator designated the plant as Official Action Indicated, but the agency downgraded that to VAI. In short, the company was let off the hook—only to wind up in the middle of a worldwide quality scandal less than a year later. By

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Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

While our species continues to manufacture its radically different and untested all-human world, the rest of life should be allowed to endure, for our own safety. While preserving our own deep history, it will, if we choose to let it, continue on its own trajectory through evolutionary time. By thus maintaining two parallel worlds on the planet, humanity will ensure the survival and continued advanced of the rest of life, and of ourselves.

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Fear of "anything nuclear" could stop LFTRs from being built, even though deaths and cancers and disease from all nuclear accidents combined since 1945, major and minor, is less than the deaths produced each year by coal plants. And LFTRs would have better safety and less waste than current nuclear reactors. "The utilities do not have an inherent motive, beyond an unproven profit profile, to make the leap... the large manufacturers, such as Westinghouse, have already made deep financial commitments to a different technology, massive light-water reactors, a technology of proven soundness that has already been certified by the NRC for construction and licensing. Among experts in the policy and technology of nuclear power, one hears that large nuclearplant technology has already arrived

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There is a willful lack of safety culture in the USA. It is in the Ivy League, research institutions, universities, utility companies, solar power companies, cell phone companies, manufacturing and the government!

A Supreme Court decision (Riegel v. Medtronic, Inc., 552 US 312, 2008) protected devices from most lawsuits. It exempts the companies from litigation if the FDA agreed on the device’s effectiveness and safety during the approval process. When the drugmakers have issues, they may have to defend lawsuits, but this Supreme Court decision protects the appliance manufacturers.

The central tenets include the elimination (or preferably the privatization) of government services of all kinds, an all-out assault on the ability of labor to organize, the massive deregulation of every segment of the economy, and the absolute faith in market-based principles to adjudicate all elements of social, political, cultural, and economic life. The results have been staggering levels of wealth and income inequality, the disappearance or significant shredding of even the most grudging social safety net provisions, the loss of the “commons” in virtually all sectors, and the truncation (ideally to zero) of public expectations for anything that might be provided by something called “society.” These then are three broad categories of consequences that we take up below: militarism (and threats of war and “terrorism”), environmental catastrophe, and the seemingly more mundane suite of neoliberal effects. But these phenomena produce reactions. Once these effects are out in the world, we need to think about the way in which social movements cohere around them, and demands for progressive change are asserted. But at the same time, we want to think about the ways in which elites (who are advantaged by maintaining or reinforcing the status quo) respond to those reactions. These are the matters that we take up in chapter six. Over the past several years (as in the many decades before), we have seen an enormous panoply of social movements for social, political, and economic justice: anti-austerity movements, environmental activism, human rights promotion (including expansions of the definition of “human” and the list of rights themselves), criminal justice reform, poverty elimination/reduction, and many others. One disheartening continuity has been the successful ability of elites to keep these movements separated from, and often, in fact, antagonistic to each other. One of our key objectives here is to demonstrate the fundamental linkages among these seemingly disparate issues, in order to provide the rationale and impetus for coalition and unity.

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After the oil embargo in the 1970s, safety researchers fretted that fuel-efficient “minicars” would “capture 40% of the automobile market by the year 2000” and devastate the US road safety recorde (whereas by 1990, they predicted it would approach 70,000 fatalities each year) while bankrupting US auto manufacturers due to liability claims.2 Reports like this habitually fail to point out that heavier vehicles are less safe for everybody else on the street. That includes pedestrians or bicyclists as well as those in other cars.f So, the question is, safe for whom?

Total Cost Analysis When the purchasing staff considers switching to a new supplier or consolidating its purchases with an existing one, it cannot evaluate the supplier based solely on its quoted price. Instead, it must also consider the total acquisition cost, which can in some cases exceed a product’s initial price. The total acquisition cost includes these items: • Material. The list price of the item being bought, less any rebates or discounts. • Freight. The cost of shipping from the supplier to the company. • Packaging. The company may specify special packaging, such as for quantities that differ from the supplier’s standards and for which the supplier charges an extra fee. • Tooling. If the supplier had to acquire special tooling in order to manufacture parts for the company, such as an injection mold, then it will charge through this cost, either as a lump sum or amortized over some predetermined unit volume. • Setup. If the setup for a production run is unusually lengthy or involves scrap, then the supplier may charge through the cost of the setup. • Warranty. If the product being purchased is to be retained by the company for a lengthy period of time, it may have to buy a warranty extension from the supplier. • Inventory. If there are long delays between when a company orders goods and when it receives them, then it must maintain a safety stock on hand to guard against stock-out conditions and support the cost of funds needed to maintain this stock. • Payment terms. If the supplier insists on rapid payment terms and the company’s own customers have longer payment terms, then the company must support the cost of funds for the period between when it pays the supplier and it is paid by its customers. • Currency used. If supplier payments are to be made in a different currency from the company’s home currency, then it must pay for a foreign exchange transaction and may also need to pay for a hedge, to guard against any unfavorable changes in the exchange rate prior to the scheduled payment date. These costs are only the ones directly associated with a product. In addition, there may be overhead costs related to dealing with a specific supplier (see “Sourcing Distance” later in the chapter), which can be allocated to all products purchased from that supplier.

Nevertheless, it strikes me more and more that America’s reputation for materialism is unfounded—that is, if a materialist is a person who thoroughly enjoys the physical world and loves material things. In this sense, we are superb materialists when it comes to the construction of jet aircraft, but when we decorate the inside of these magnificent monsters for the comfort of passengers it is nothing but frippery. High-heeled, narrow-hipped, doll-type girls serving imitation, warmed-over meals. For our pleasures are not material pleasures but symbols of pleasure—attractively packaged but inferior in content. The explanation is simple: most of our products are being made by people who do not enjoy making them, whether as owners or workers. Their aim in the enterprise is not the product but money, and therefore every trick is used to cut the cost of production and hoodwink the buyer, by coloring and packaging chicanery, into the belief that the product is well and truly made. The only exceptions are those products which simply must be excellent for reasons of safety or high cost of purchase—aircraft, computers, space-rockets, scientific instruments, and so forth. But the whole scheme is a vicious circle, for when you have made the money what will you buy with it? Other pretentious fakes made by other money-mad manufacturers. The

In the lean approach, companies are taught that prices are set by the market and that one way to improve profit margin is to reduce costs. This thinking flies in the face of "cost plus" thinking, where we look first at our own costs and set prices based on our desired profit margin. The reality is that most companies whether manufacturers or hospitals, do not have market power to set prices as they wish.

and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

In the United States, the government has abrogated its responsibilities to safeguard the food supply of its citizens. The biotech companies do the safety testing of their own products, then pass the positive (big surprise) results to the appropriate government agency (the Food and Drug Administration, in particular), which then approves it for sale and distribution. On top of that, a number of key officials in these agencies over the years have been former executives or employees of the biotech firms.  In short, GMO products in the United States do not receive a critical safety evaluation from an unbiased party before they appear on store shelves. This is compounded by the aforementioned labeling laws that prevent food manufacturers from telling consumers that a product contains GMOs.

Early Trans-Atlantic Voyages "Since Columbus’ discovery of the islands in the Caribbean, the number of Spanish ships that ventured west across the Atlantic had consistently increased. For reasons of safety in numbers, the ships usually made the transit in convoys, carrying nobility, public servants and conquistadors on the larger galleons that had a crew of 180 to 200. On these ships a total of 40 to 50 passengers had their own cabins amidships. These ships carried paintings, finished furniture, fabric and, of course, gold on the return trip. The smaller vessels including the popular caravels had a crew of only 30, but carried as many people as they could fit in the cargo holds. Normally they would carry about 100 lesser public servants, soldiers, and settlers, along with farm animals and equipment, seeds, plant cuttings and diverse manufactured goods.

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The infamous Fray Nicolás de Ovando y Cáceres, who had sniveled around the Royal Court wanting to become a favorite of the pious Queen Isabella, was appointed Governor of the Indies, replacing Francisco de Bobadilla, the man who had been responsible for sending Columbus from Hispaniola, back to Spain in irons. Prior to his appointment Fray Nicolás de Ovando had been a Spanish soldier, coming from a noble family, and was a Knight of the Order of Alcántara. On February 13, 1502, Fray Nicolás sailed from Spain with a record breaking fleet of thirty ships. Since Columbus’ discovery of the islands in the Caribbean, the number of Spanish ships that ventured west across the Atlantic had consistently increased. For reasons of safety in numbers, the ships usually made the transit in convoys, carrying nobility, public servants and conquistadors on the larger galleons that had a crew of 180 to 200. On these ships a total of 40 to 50 passengers had their own cabins midship. These ships carried paintings, finished furniture, fabric and, of course, gold on the return trip. The smaller vessels including the popular caravels had a crew of only 30, but carried as many people as they could fit in the cargo holds. Normally they would carry about 100 lesser public servants, soldiers, and settlers, along with farm animals and equipment, seeds, plant cuttings and diverse manufactured goods. For those that went before, European goods reminded them of home and were in great demand. Normally the ships would sail south along the sandy coast of the Sahara until they reached the Canary Islands, where they would stop for potable water and provisions before heading west with the trade winds. Even on a good voyage, they could count on burying a third of these adventurous at sea. Life was harsh and six to eight weeks out of sight of land, always took its toll! In all it is estimated that 30,500 colonists made that treacherous voyage over time. Most of them had been intentionally selected to promote Spanish interests and culture in the New World. Queen Isabella wanted to introduce Christianity into the West Indies, improve the islands economically and proliferate the Spanish and Christian influences in the region.

Steve Klubertanz, serving as Production Supervisor at Stoneridge Wholesale in Coloma, WI, is praised for his impactful leadership. Overseeing material flow, staffing, and safety, he ensures operational efficiency through routine machinery maintenance. Steve’s proficiency in training and policy implementation makes him indispensable in manufacturing.

The topic of motivation often comes up when dealing with the issue of follow-through on plans. Many adults with ADHD may aspire to achieve a goal (e.g., exercise) or get through an unavoidable obligation (e.g., exam, paying bills), but fall prey to an apparent lack of motivation, despite their best intentions. This situation reminds us of a quote attributed to the late fitness expert, Jack LaLanne, who at the age of 93 was quoted as saying, “I’m feeling great and I still have sex almost every day. Almost on Monday, almost on Tuesday . . .” Returning to the executive dysfunction view of ADHD, motivation is defined as the ability to generate an emotion about a task that promotes follow-through in the absence of immediate reward or consequence (and often in the face of some degree of discomfort in the short-term). Said differently, motivation is the ability to make yourself “feel like” doing the task when there is no pressing reason to do so. Thus, you will have to find a way to make yourself feel like exercising before you achieve the results you desire or feel like studying for a midterm exam that is still several days away. You “know” logically that these are good ideas, but it is negative feelings (including boredom) or lack of feelings about a task that undercut your attempts to get started. In fact, one of the common thinking errors exhibited by adults with ADHD when procrastinating is the magnification of emotional discomfort associated with starting a task usually coupled with a minimization of the positive feelings associated with it. Adults with ADHD experience the double whammy of having greater difficulty generating positive emotions (i.e., motivation) needed to get engaged in tasks and greater difficulty inhibiting the allure of more immediate distractions, including those that provide an escape from discomfort. In fairness, from a developmental standpoint, adults with ADHD have often experienced more than their fair share of frustrations and setbacks with regard to many important aspects of their lives. Hence, our experience has been that various life responsibilities and duties have become associated with a degree of stress and little perceived reward, which magnifies the motivational challenges already faced by ADHD adults. We have adopted the metaphor of food poisoning to illustrate how one’s learning history due to ADHD creates barriers to the pursuit of valued personal goals. Food poisoning involves ingesting some sort of tainted food. It is an adaptive response that your brain and digestive system notice the presence of a toxin in the body and react with feelings of nausea and rapid expulsion of said toxin through diarrhea, vomiting, or both. Even after you have fully recuperated and have figured out that you had food poisoning, the next time you encounter that same food item, even before it reaches your lips, the sight and smell of the food will reactivate protective feelings of nausea due to the previous association of the stimulus (i.e., the food) with illness and discomfort. You can make all the intellectual arguments about your safety, and obtain assurances that the food is untainted, but your body will have this initial aversive reaction, regardless. It takes progressive exposure to untainted morsels of the food (sometimes mixing it in with “safe” food, in extreme cases) in order to break the food poisoning association. Similarly, in the course of your efforts to establish and maintain good habits for managing ADHD, you will encounter some tasks that elicit discomfort despite knowing the value of the task at hand. Therefore, it is essential to be able to manufacture motivation, just enough of it, in order to be able to shift out of avoidance and to take a “taste” of the task that you are delaying.

One is rapidly widening wealth and income inequality. US wealth increased by eight and a half trillion dollars in 2017, with the richest 2 percent getting about $1.15 trillion. That figure is more than the total cost of Medicaid and the complete safety net,

Beginning largely in the late 1970s and flourishing in the early 1980s (though the original ideas actually date back much further), especially in the US and UK, neoliberalism has been an ongoing project of elites to claw back the few gains made by other classes in the immediate aftermath of the Second World War. The central tenets include the elimination (or preferably the privatization) of government services of all kinds, an all-out assault on the ability of labor to organize, the massive deregulation of every segment of the economy, and the absolute faith in market-based principles to adjudicate all elements of social, political, cultural, and economic life. The results have been staggering levels of wealth and income inequality, the disappearance or significant shredding of even the most grudging social safety net provisions, the loss of the “commons” in virtually all sectors, and the truncation (ideally to zero) of public expectations for anything that might be provided by something called “society.

The Toyota Way provides a model for fast, efficient, and effective execution of long-term strategy based on:   Carefully studying the market and planning in detail future products and services   Putting safety first for team members and customers   Eliminating wasted time and resources in execution of those plans   Building quality into every step of design, manufacturing, and service delivery   Using new technology effectively to work in harmony with people, not simply replace people   Building a culture of people who learn and think scientifically to achieve aligned, challenging goals

During the early industry offensive against HCQ, one of the drug’s principal manufacturers, Sanofi, suddenly detected “safety concerns” with HCQ that it had never noticed during decades of profitable pre-pandemic production. In a remarkable coincidence, on February 4, 2021, Merck similarly discovered “a concerning lack of safety data in the majority of studies” regarding IVM.71 Merck was ivermectin’s original manufacturer and had formerly boasted of ivermectin as its “wonder drug.

Manufacturers continued to market their protective equipment as central to athletic success as well as safety. Yet in defending themselves against product liability lawsuits, they emphasized the lack of relationship between helmets and the injuries of individual plaintiffs. Manufacturers

Rushing to bring a vaccine to market could also cause other sorts of safety problems in its manufacturing. Infamously, this happened in the Cutter Incident during the early launch of the polio vaccine, in 1955. When the polio vaccine was made available, mass vaccination days were organized by local communities. More than 120,000 children received a batch of the vaccine in which the process of inactivating the live virus was incomplete. Within days, there were reports of children developing paralysis, and the mass immunization program was abandoned within a month. Investigation showed that two batches of the vaccine, manufactured by Cutter Laboratories, had the live virus, resulting in symptoms in forty thousand people, permanent paralysis in fifty-one, and death in five; and this does not include cases of the virus spreading to other children.

Good leaders seize crises to remake organizational habits. NASA administrators, for instance, tried for years to improve the agency’s safety habits, but those efforts were unsuccessful until the space shuttle Challenger exploded in 1986. In the wake of that tragedy, the organization was able to overhaul how it enforced quality standards.40 Airline pilots, too, spent years trying to convince plane manufacturers and air traffic controllers to redesign how cockpits were laid out and traffic controllers communicated. Then, a runway error on the Spanish island of Tenerife in 1977 killed 583 people and, within five years, cockpit design, runway procedures, and air traffic controller communication routines were overhauled.41

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

Solutions are always a compromise among a number of standard requirements: safety; reliability; long-term economy; minimum of labor; practicality; ease of manufacturing and installation, maintenance, and operation; and aesthetics.

The "model minority" myth is a dangerous drug manufactured and promoted by the Whiteness. It ignores all of our diverse experiences and narratives, eliminates all nuances, and lumps us with a convenient stereotype that always renders us as foreigners. It overlooks the discrimination, bias, and hate experienced by our communities and, perhaps worst of all, uses us, Asian and South Asian immigrants in particular, to launder systemic racism and discrimination against poor Black and Latino communities. Why can't they be "models" like us? Because they are lazy freeloaders who don't take personal responsibility, whine about racism, and refuse to pull themselves up by their bootstraps! The system turns us into enforcers and defenders of Whiteness, promising success and safety in exchange for loyalty and obedience. But it's an abusive, toxic relationship, in which the system has always betrayed us on a whim, without remorse or hesitation. Being a "model minority" doesn't live up to the hype.

of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible. On being compelled by force of arms to give up their slave workforce, Deep Southerners developed caste and sharecropper systems to meet their labor needs, as well as a system of poll taxes and literacy tests to keep former slaves and white rabble out of the political process. When these systems were challenged by African Americans and the federal government, they rallied poor whites in their nation, in Tidewater, and in Appalachia to their cause through fearmongering: The races would mix. Daughters would be defiled. Yankees would take away their guns and Bibles and convert their children to secular humanism, environmentalism, communism, and homosexuality. Their political hirelings discussed criminalizing abortion, protecting the flag from flag burners, stopping illegal immigration, and scaling back government spending when on the campaign trail; once in office, they focused on cutting taxes for the wealthy, funneling massive subsidies to the oligarchs’ agribusinesses and oil companies, eliminating labor and environmental regulations, creating “guest worker” programs to secure cheap farm labor from the developing world, and poaching manufacturing jobs from higher-wage unionized industries in Yankeedom, New Netherland, or the Midlands. It’s a strategy financial analyst Stephen Cummings has likened to “a high-technology version of the plantation economy of the Old South,” with the working and middle classes playing the role of sharecroppers.[1] For the oligarchs the greatest challenge has been getting Greater Appalachia into their coalition and keeping it there. Appalachia has relatively few African

Hygge was the best thing that could happen for introverts. It was a way of being social without being draining for them. When we are close to nature, we are not engulfed in entertaining electronics or juggling a broad spectrum of options. There are no luxuries or extravagance, just good company and good conversation. Simple, slow, rustic elements are a fast track to hygge. A cabin forces you to live more simply and slowly. To get out. To get together. To enjoy the moment. Hygge is humble and slow. It is choosing rustic over new, simple over posh and ambience over excitement. The more it counteracts consumption, the more hyggeligt it is. The more money and prestige is associated with it, the less hyggeligt it becomes. The simpler and more primitive an activity is, the more hyggeligt it is. One common element of all the smells of hygge is that they remind us of safety and the sense of being cared for. Old, homemade stuff that has taken a lot of time to make is always more hyggeligt than manufactured new stuff. And small things are always more hyggeligt than big things. Hygge is about making the most of what we have in abundance: the everyday.

The Canadian government’s Bureau of Chemical Safety recognizes the danger of Monosodium Glutamate. The Bureau refers to MSG as a neurotoxic excitatory amino acid that can stimulate a variety of organs in the body and could be linked to many serious diseases. The Bureau suggests that manufacturers of any drugs that could interact with Glutamate receptors should consider the effects on other tissues, while it ignores the MSG already in our food supply affecting the bodily tissues of the nation. What has the Canadian government done about the MSG that they have identified as neurotoxic to the human body? Nothing.

It was no surprise that mine owners and manufacturers embraced Chadwick’s approach to public health, while workers’ health, wages, and safety suffered. Another

The first to go hungry were the landless ‘labourers, the workmen, the manufacturers and people employed in the river [boatmen]’ as they ‘were without the same means of laying by stores of grain as the husbandmen’.5 These, the rural artisans and the urban poor, unprotected and with no safety net, were the first to sicken from malnutrition, then, one by one, to begin dying from starvation or disease. By February 1770, when around 70 per cent of the usual rice crop had been lost, and the price of rice was ten times its normal rate, the hunger started to become much more widespread.

We are an Orlando based rental business that provides the latest and safest mechanical bulls. Our bulls have soft heads that are designed to prevent injuries if the rider accidentally bucks their heads against the bulls. It's a new State of the art equipment designed with safety in mind by a manufacturer based right here in Florida.Mechanical Bulls are great for School Events, Corporate Functions, Bars nights, Family Festivals, Fundraising, TV Shows, Games Shows, Photo Shoots, and even movies.

Oxford Safety Components Ltd is an independent company led by John Black and David Black. Their philosophy is to strive for continuous innovation and technical development in workplace safety. Our range of patented products continues to grow and improve the safety of workplaces everywhere, with a choice of sale or hire for many systems. Continual design and manufacture of systems has provided safety solutions for many different industries, earning awards for Innovation in design to solve safety problems.

naturally consider Dr. Mercola to be Public Enemy #1. Big Pharma’s $9.6 billion annual advertising budget gives these unscrupulous companies control over our news and television outlets. Strong economic drivers (pharmaceutical companies are the biggest network advertisers) have long discouraged mainstream media outlets from criticizing vaccine manufacturers. In 2014, a network president, Roger Ailes, told me he would fire any of his news show hosts who allowed me to talk about vaccine safety on air. “Our news division,” he explained, “gets up to 70% of ad revenues from pharma in non-election years.

What she was looking for was a way to shape the story so that it unfolded now, in a pattern that the viewer could follow. The best frames engaged the viewer by presenting the story as conflict between good and bad, a morality story. Because the audience got that. If you framed a story that way, you got instant acceptance. You were speaking their language. But because the story also had to unfold quickly, this morality tale had to hang from a series of hooks that did not need to be explained. Things the audience already knew to be true. They already knew big corporations were corrupt, their leaders greedy sexist pigs. You didn't have to prove that; you just had to mention it. They already knew that government bureaucracies were inept and lazy. You didn't have to prove that, either. And they already knew that products were cynically manufactured with no concern for consumer safety. From such agreed-upon elements, she must construct her morality story. A fast-moving morality story, happening now.

The answers are perhaps as varied as the questions one asks, but a common theme that comes through in discussions with caregivers on the front lines and those who think a great deal about patient safety, is our failure to change our culture. What we have not done, they say, is create a “culture of safety,” as has been done so impressively in other industries, such as commercial aviation, nuclear power and chemical manufacturing. These “high-reliability organizations” are intrinsically hazardous enterprises that have succeeded in becoming (amazingly!) safe. Worse, the culture of health care is not only unsafe, it is incredibly dysfunctional. Though the culture of each health care organization is unique, they all suffer many of the same disabilities that have, so far, effectively stymied progress: An authoritarian structure that devalues many workers, lack of a sense of personal accountability, autonomous functioning and major barriers to effective communication. What is a culture of safety? Pretty much the opposite! Books have been written on the subject, and every expert has his or her own specific definition. But an underlying theme, a common denominator, is teamwork, founded on an open, supportive, mutually reinforcing, dedicated relationship among all participants. Much more is required, of course: Sensitivity to hazard, sense of personal responsibility, attitudes of awareness and risk, sense of personal responsibility and more. But those attitudes, that type of teamwork and those types of relationships are rarely found in health care organizations.

Around half of the authors had a financial conflict of interest, and analysing the findings by who said what gave a dismal but predictable result: people who thought rosiglitazone was safe (or, to be absolutely clear, who had a favourable view on the risk of heart attack after taking it) were 3.38 times more likely to have a financial conflict of interest with manufacturers of diabetes drugs generally, and with GSK in particular, when compared with people who took a dim view of the drug’s safety. Authors who made favourable recommendations about using the drug were similarly three and a half times more likely to have a financial interest. When the analysis was restricted to opinion articles, the link was even stronger: people recommending the drug were six times more likely to have a financial interest.

SP Colour & Chemicals is manufacturing high-quality pigments that give a variety of home care products sparkling effects and various shades. Our pigments are made with care to guarantee their safety, longevity, and efficacy in the applications for which they are designed for. Bright automobile paints, cosmetics, or plastic items are frequently the first things that come to mind when we think about pigments. Our Pigments are used by various industrialists and businessmen, But when it comes to home care products, Our pigments are as important in addition to improving aesthetic appeal of any types of products. SP Colour & Chemicals’ pearl pigments can differentiate and improve the functionality of a variety of products, from fabric softeners and air fresheners to dishwashing detergents and surface cleaners. Why Are Pigments Used in Home Care Products? Aesthetic Appeal: SP Colour & Chemicals’ Pigments arouse feelings and affect consumer choices. Our Pigments give shimmering and vibrant colors which provide a sense of efficiency, cleanliness, and freshness. Product Differentiation: When businessmen use our premium pigments’ varieties of shades it can help a product stand out on the shelf in a crowded market. Functionality: Some pigments like iridescent, chameleon, and glow in the dark pigments have the ability to change color when a surface is properly cleansed, making them useful as indicators. Brand Identity: Product lines that use consistent colors foster trust and brand identification. Common Home Care Applications of Pigments Dishwashing Liquids: Dishwashing liquids frequently have vivid yellow, green, or blue colors. A high-end and shimmering effect appearance is added with shimmering pigments. Surface Cleaners: Cleaning sprays can seem opulent by adding metallic or iridescent pigments. Laundry detergents: To improve visual appeal, Our pigments are known to generate colorful liquids or powders. Air fresheners: Enhanced with pigments, colored gels and liquids give air fresheners a pleasing and eye-catching effect. Hand Wash Liquids: The elegance of the product is enhanced by delicate shimmering effects in pastel hues. Safe and Sustainable Pigments At SP Colour & Chemicals, safety and sustainability are core principles. Our pigments are: Non-toxic and skin-safe Stable in different pH levels Resistant to light and heat Eco-friendly formulations Final Conclusion When you Choose SP Colour & Chemicals for your Pigments’ need it is necessary to understand the product base (oil or water), desired visual effects, and transparency criteria all play a role in choosing the best pigment. Our professionals at SP Colour & Chemicals assist industrialists in selecting the ideal pigments for their product compositions. Our Pigments enhance branding, user experience, and product perception in addition to adding color to home care products. Innovative and safe pigments will remain essential in the home care sector as consumer tastes change.

Understanding the Importance of Pressure Relief Valves in Industrial Systems Pressure Relief valves (PRVs) play a critical role in ensuring the safety and efficiency of industrial systems across various sectors, from manufacturing plants to chemical processing facilities. These valves are essential components designed to control or limit the pressure within a system by releasing excess pressure when it exceeds a set limit. The importance of pressure relief valves cannot be overstated, as they protect both personnel and equipment from the dangers of over-pressurization. What Are Pressure Relief Valves? A pressure relief valve is a safety device that automatically releases pressure from a system to maintain safe operating levels. It is commonly used in pressurized vessels, pipelines, and tanks where the pressure may rise beyond the acceptable limit due to unexpected changes in the system's operation or external factors. When the pressure reaches a pre-determined value, the valve opens to release fluid or gas, thus reducing the pressure and preventing potential damage or catastrophic failures. The Safety Aspect: Preventing Equipment Damage and Catastrophic Failures One of the primary reasons for installing pressure relief valves in industrial systems is to prevent damage to critical equipment. Excessive pressure buildup can cause pipes, tanks, or pressure vessels to rupture, which could result in expensive repairs, production downtime, and in the worst-case scenario, hazardous accidents. In industries where flammable or toxic materials are used, over-pressurization could lead to explosions, chemical spills, or leaks, endangering both workers and the surrounding environment. For example, in the oil and gas industry, pipelines carrying crude oil or natural gas are constantly exposed to pressure variations. A pressure relief valve ensures that, even if the pressure suddenly rises, the system remains intact, minimizing the risk of pipeline rupture or explosion. Regulatory Compliance Pressure relief valves also help industrial systems comply with regulatory standards. Organizations such as the Occupational Safety and Health Administration (OSHA), the American Society of Mechanical Engineers (ASME), and the American National Standards Institute (ANSI) enforce stringent rules on pressure management in industrial processes. These regulations mandate that systems incorporate pressure relief devices to ensure that operations are carried out safely and within regulated pressure limits. Failure to comply with these regulations can lead to costly fines, operational halts, and legal liabilities. A properly installed and functioning pressure relief valve not only helps to avoid such consequences but also ensures that industrial operations are carried out without interruption. Protecting Personnel In addition to protecting equipment, pressure relief valves are essential for safeguarding personnel working in industrial settings. Over-pressurization can lead to dangerous situations, including the release of harmful substances or the failure of protective systems. By maintaining safe pressure levels, PRVs ensure that workers are not exposed to hazardous environments or conditions that could lead to injuries or fatalities. Furthermore, the presence of a pressure relief valve in a system helps to create a more predictable and stable working environment, which is crucial for ensuring worker safety and boosting operational efficiency. Conclusion Pressure relief valves are integral components in modern industrial systems. Their ability to maintain safe pressure levels by preventing over-pressurization makes them crucial for the protection of equipment, personnel, and the environment. These valves not only ensure the longevity of industrial systems by preventing catastrophic failures but also help organizations meet regulatory standards.

How Pressure Relief Devices Prevent Transformer Explosions? Transformers are essential components in the electrical grid, responsible for stepping up or stepping down voltage to ensure the efficient transmission of electricity. However, they also contain pressurized systems that can pose a risk of explosion if not properly managed. Pressure Relief Devices (PRDs) play a crucial role in preventing transformer explosions by managing the internal pressure that builds up during operation. At Precimeasure, we manufacture Pressure Relief Devices using Brass material that requires no external power. What Causes Pressure Buildup in Transformers? Transformers use insulating oil to cool and insulate the internal components, particularly the windings and core. Over time, this oil can absorb heat from the transformer’s operation. If the transformer experiences a fault, such as an electrical short or a sudden overload, the temperature inside can rise significantly. As the temperature increases, the oil begins to break down and release gases, causing pressure to build up within the transformer. In extreme cases, this pressure can become so great that the transformer’s casing may rupture or explode. Without a mechanism to relieve this pressure, a transformer can become a serious hazard, leading not only to equipment failure but also to fire hazards, environmental damage, and significant financial losses. This is where Pressure Relief Devices (PRDs) come into play. How Do Pressure Relief Devices Work? Pressure Relief Devices (PRDs) are designed to monitor and respond to changes in the internal pressure of transformers. There are different types of PRDs, including rupture disks, pressure relief valves, and spring-loaded relief valves. Each of these devices is engineered to release the built-up pressure at a predetermined level, thus preventing the transformer from reaching a point of catastrophic failure. Rupture Disks: This is a one-time-use device that consists of a thin membrane or disk that ruptures when the internal pressure exceeds a specific threshold. Once the disk bursts, the pressure is quickly relieved, preventing further damage to the transformer. Pressure Relief Valves: These are mechanical devices that open when the internal pressure exceeds a set point, allowing the transformer to vent the excess pressure in a controlled manner. Once the pressure returns to normal levels, the valve closes again, allowing the transformer to continue functioning without further intervention. Spring-loaded Relief Valves: Similar to pressure relief valves, these devices use a spring mechanism to maintain a seal under normal conditions. When pressure increases beyond a safe level, the spring compresses and allows the valve to open, venting the excess pressure. Preventing Explosions and Minimizing Risk PRDs are vital for preventing transformer explosions by ensuring that excessive pressure does not accumulate within the transformer tank. If left unchecked, this pressure could lead to the rupture of the transformer casing, causing a dangerous explosion. By venting the pressure in a controlled manner, PRDs help avoid such catastrophic events. Additionally, PRDs play a key role in minimizing other risks associated with transformer operation. For instance, by maintaining the transformer’s structural integrity, they reduce the likelihood of oil leaks, which could lead to fires or environmental contamination. This not only helps to keep the transformer safe but also protects the surrounding infrastructure and environment. Thus, Pressure Relief Devices are an indispensable part of transformer safety. By managing the pressure that naturally builds up within transformers, PRDs prevent explosions and other hazardous outcomes that could result from excessive pressure. Their ability to function reliably and efficiently ensures that transformers can operate safely, even under extreme conditions. In this way, PRDs contr

The FDA’s own scientists testified there wasn’t enough long-term data and research to prove safety. There were still the concerns of what exactly happens when an implant ruptures, where the silicone goes, and what it does when it gets there. There was a ten-year study, but only a few years’ worth of data was presented by one of the manufacturers to prove safety rates. Suspicious, isn’t it? This from a medical device in existence for over thirty years? So why after three decades can’t the manufacturers produce more than three years of data?

The stability and reliability of the CG-LO Led Triproof Light are enhanced by its multifaceted design details and technical means. The following is a brief introduction to its design features The CG-LO Led Triproof Light uses high-quality materials such as steel base and PC cover in the manufacturing process, which have good corrosion resistance and durability, and can be used for a long time in various harsh environments without damage. The Led Triproof Light fully considers the heat dissipation problem in the design, and effectively reduces the temperature of the lamp when it is working through a reasonable heat dissipation structure and material selection. This not only prolongs the service life of the LED light source, but also ensures that the lamp maintains stable light output and performance when it works continuously for a long time. The CG-LO Led Triproof Light is equipped with a stable power management system that can cope with voltage fluctuations and current changes, ensuring that the lamp can work properly in various electrical environments. In addition, the high-quality power driver also provides functions such as overvoltage protection, overcurrent protection and short-circuit protection, further enhancing the reliability of the lamp. The lamp adopts a dual electronic and mechanical protection design. When the lamp cover is opened, it will automatically cut off the power to prevent safety hazards such as electric shock and short circuit. This design not only improves the safety during use, but also facilitates the maintenance and repair of the lamp. CG-LO Led Triproof Lights provide a variety of installation methods such as base, ceiling, and hanging to meet the lighting needs of different workplaces. This flexibility not only improves the applicability of the lamp, but also facilitates the installation and debugging process, thereby ensuring the stability and reliability of the lamp. The design of the lamp takes into account various environmental conditions, such as temperature, humidity, etc. CG-LO Led Triproof Lights can operate stably in the operating and storage temperature range of -20℃ to +50℃. This adaptability ensures the reliability and stability of the lamp in various harsh environments. During the production process, CG-LO Led Triproof Lights undergo strict quality control and performance testing to ensure that every lamp meets the standards. This quality control system not only improves the overall quality of the lamp, but also reduces the failure rate, thereby enhancing the stability and reliability of the lamp. In summary, the stability and reliability of CG-LO Led Triproof Lights are enhanced by multiple aspects of design, such as high-quality material selection, heat dissipation design, power management, safety protection design, various installation methods, environmental adaptability, and strict quality control. These design features together ensure that the lamp can provide stable and reliable lighting effects in various environments.

How Tap Position Indicators Help Ensure Transformer Safety and Efficiency? Transformers play a pivotal role in electrical power distribution by stepping up or stepping down voltage levels to facilitate efficient power transmission. To ensure they operate safely and efficiently, transformers are equipped with various mechanisms, one of the most crucial being the tap changer. A tap changer allows the transformer to adjust its voltage ratio in response to changing load conditions. Tap Position Indicators (TPIs) are integral to this process, ensuring that the transformer operates within the desired parameters while maintaining safety and efficiency. What are Tap Position Indicators? A Tap Position Indicator is a device used in transformers to display the current position of the tap changer. The tap changer typically has multiple positions, each corresponding to a specific voltage level. As electrical load conditions change, the tap changer adjusts the voltage to maintain the system's stability. TPIs provide a real-time visual or digital readout of which tap position is currently in use, allowing operators to monitor and manage voltage adjustments effectively. At Precimeasure, we manufacture Tap Position Indicators of models 2246, 2257, 2245T, 2264. This instrument indicates the tap position of ON LOAD tap changes employed in transformers with options of resistance input, 4-20 mA input or BCD input. The Role of TPIs in Transformer Safety Transformers, especially those operating in critical infrastructure, must be maintained within precise voltage tolerances. Overvoltage or undervoltage can damage sensitive equipment and lead to system failures. Tap Position Indicators play a crucial role in preventing such issues by helping operators identify if a transformer is operating at the correct tap setting for the load conditions. 1. Preventing Overloading: By continuously monitoring the tap changer's position, TPIs help prevent overloading of the transformer. If the transformer operates at the wrong tap setting, it can cause excessive current flow, leading to overheating or even catastrophic failure. The TPI ensures the transformer is always running at the optimal setting, based on load conditions, thus avoiding overloading. 2. Minimizing Damage from Incorrect Settings: Transformers are designed to handle specific ranges of voltage and current. If the voltage is too high or too low, it can damage the transformer’s insulation or other internal components. With TPIs, operators can visually confirm if the tap changer has shifted to an incorrect position, ensuring that the transformer stays within safe operational parameters. 3. Early Detection of Mechanical Failures: Sometimes, mechanical issues such as faulty tap changer operation can lead to incorrect tap positions. A TPI helps identify such problems early, allowing for preventive maintenance before more severe damage occurs. The Role of TPIs in Transformer Efficiency In addition to safety, TPIs also contribute to the efficiency of transformers. Efficient voltage regulation is essential for reducing energy losses and optimizing performance. 1. Optimizing Voltage Regulation: Transformers must maintain a consistent voltage level despite variations in load. TPIs allow operators to monitor the tap changer and adjust the settings as needed to keep the voltage stable. Proper voltage regulation ensures minimal energy loss, which translates to reduced operational costs and improved energy efficiency. 2. Enhancing Load Management: By providing real-time information about the tap changer’s position, TPIs help operators make informed decisions about load management. This can result in smoother operations and less frequent manual interventions, which increases the transformer’s overall lifespan. 3. Preventing Energy Losses: Operating a transformer at an incorrect tap setting can result in significant energy losses.

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