In a Tuesday statement in response to Spacethis world is not merely a bad joke News inquiries, Intelsat said it is researching other ways to shut down Galaxy 15 once the satellite
has passed through the AMC-11I am not a smart man,but I know what is love. position and enters — for a limited period of time — a stretch of orbital terrain unoccupied by other C-band
spacecraft.We do not have an celebrate our independence dayadditional specific technical attempt identified at this time," Intelsat said in the statement. "But we will not give
up, and expect to have otherface to face with ourselves options to pursue at that time. We are now cooperating with other operators and customers to minimize potential
service disruptions caused byImpossible made possible interference."Galaxy 15 stopped responding to ground commands April 5 and since then has drifted out of its 133
degrees west longitude orbital slot on an eastward path along the geostationary arc at around 36,000 kilometers above the equator.
After sending between 150,000 and 200,000 commands to the satellite to coax it back into service, Intelsat was forced to scrap its satellite-
recovery efforts and to resort, on Monday, to a limited-duration effort to force the satellite to shut down its transponders. This was to be
accomplished by sending a stronger series of signals designed to cause Galaxy 15's power system to malfunction and force a shutdown of the
satellite's payload.That attempt, which Luxembourg-based, Washington-headquartered Intelsat had viewed as its last, best-understood option
for Galaxy 15, was unsuccessful. With the satellite now nearing AMC-11, Intelsat is limited in what it can do besides assure itself of the satellite's
location. "There is no active testing of the payload," the company said in its Tuesday statement.
Sending radio signals strong enough to force a satellite to shut down could pose dangers to other spacecraft in the target area, which is why
Intelsat had only a short window of time to "pulse" Galaxy 15 with signals intended to trigger a failure of its power system. That period lasted
about 30 minutes on Monday. http://hundaspjall.is/phpbb
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Thursday, May 13, 2010
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But the Herschel infrared space telescope – which has the ability to peer into these dense clouds — has made an unexpectedWhat do you want from the future?
discovery. This
black patch is actually a hole it's your turnthat has been blown in the side of the nebula by the jets and winds of gas from the young stellar objects in this
region of space.“No-one has everout of your control seen a hole like this,” said Tom Megeath, of the University of Toledo in the USA. “It’s as surprising as knowing
you have worms tunneling under your lawn, but finding one morning that they have created a huge, yawning pit.”
Any previous descriptions of NCG 1999 said that the ominous dark cloud in the center was actually a condensation of cold molecular gas and dust
so thick and dense that it blocks light.Make youself a better person And astronomers had no reason to believe otherwise, until Herschel's powerful infrared eyes took a look
from space.IN PICTURES: Spectacular supernovasWhen Herschel looked in the direction of this nebula to study nearby young stars, the cloud
continued to look black. But, that should not be the case. Herschel’s infrared eyes are designed to see into such clouds. Either the cloud was
immensely dense or something was wrong.Investigating further using ground-based telescopes, astronomers found the same story however
they looked: this patch looks blackthe gateway to a world not because it is a dense pocket of gas but because it is truly empty. Something has blown a hole right
through the cloud.Stars are born in dense clouds of dust and gas. Although jets and winds of gas have been seen coming from young stars in
the past, it has always been a mystery exactly how a star uses these to blow away its surroundings and emerge from its birth cloud. With
Herschel, this may be the first time we can see this process.The astronomers think that the hole must have been opened when the narrow jets
of gas from some of the young stars in the region punctured the sheet of dust and gas that forms NGC 1999. The powerful radiation from a
nearby mature star may also have helped to clear the hole. Whatever the precise chain of events, it could be an important glimpse into the way
newborn stars disperse their birth clouds.ource: ESAIN PICTURES: Spectacular photos of Supernovae and their remnantsNancy Atkinson blogs at
Universe Today.View all Universe Today posts on the Monitor.Add/view comments on this post.http://www.agape-egypt.org/VB
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discovery. This
black patch is actually a hole it's your turnthat has been blown in the side of the nebula by the jets and winds of gas from the young stellar objects in this
region of space.“No-one has everout of your control seen a hole like this,” said Tom Megeath, of the University of Toledo in the USA. “It’s as surprising as knowing
you have worms tunneling under your lawn, but finding one morning that they have created a huge, yawning pit.”
Any previous descriptions of NCG 1999 said that the ominous dark cloud in the center was actually a condensation of cold molecular gas and dust
so thick and dense that it blocks light.Make youself a better person And astronomers had no reason to believe otherwise, until Herschel's powerful infrared eyes took a look
from space.IN PICTURES: Spectacular supernovasWhen Herschel looked in the direction of this nebula to study nearby young stars, the cloud
continued to look black. But, that should not be the case. Herschel’s infrared eyes are designed to see into such clouds. Either the cloud was
immensely dense or something was wrong.Investigating further using ground-based telescopes, astronomers found the same story however
they looked: this patch looks blackthe gateway to a world not because it is a dense pocket of gas but because it is truly empty. Something has blown a hole right
through the cloud.Stars are born in dense clouds of dust and gas. Although jets and winds of gas have been seen coming from young stars in
the past, it has always been a mystery exactly how a star uses these to blow away its surroundings and emerge from its birth cloud. With
Herschel, this may be the first time we can see this process.The astronomers think that the hole must have been opened when the narrow jets
of gas from some of the young stars in the region punctured the sheet of dust and gas that forms NGC 1999. The powerful radiation from a
nearby mature star may also have helped to clear the hole. Whatever the precise chain of events, it could be an important glimpse into the way
newborn stars disperse their birth clouds.ource: ESAIN PICTURES: Spectacular photos of Supernovae and their remnantsNancy Atkinson blogs at
Universe Today.View all Universe Today posts on the Monitor.Add/view comments on this post.http://www.agape-egypt.org/VB
http://www.crocafe.net/forum
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Skills and Strengths
1. Fast-learner. Working knowledge shop 4u blog for shirtsof Quality Management & Quality System Processes and the design of Manufacturing Processes.shop 4u blog for shirts
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3. Coordinates operations with suppliers, customers and internal groups to review material & product specifications, investigate and resolve operational quality problems, and address outside questions or concerns.ralph lauren polo shirtsralph lauren polo shirts
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5. Knowledge of product development, problem resolution disciplines (8d), product change, and manufacturing line assessment processes.
6. Good in communication with people and like a lot of out door activities know how to tackle with people from all walks of life.
7. Ability to work in cross-functional team, and global team environment，and familiar in driving different kind of people.
8. Ability to establish priorities, work independently, and proceed with objectives without supervision.
9. Passion for excellence with high integrity, commitment to quality.
10. My spoken English is fairly good enough to express myself fluently. Experience in computer operation，proficiency in Microsoft Windows，Microsoft Word and Microsoft Excel，Lotus Notes, ERP or BAAN system．Manager with 12 years experience in production, supervision and quality control. Proven history of successful management and production quality control. Expert at streamlining operations, increasing efficiency, and improving overall product quality. My experience has ranged from 8 years in LCD/ LCM microelectronics, to 2 years in Electronics & Telecommunication industry as ISO9000/ ISO14000 / ISO/ TS16949 internal and supplier certified auditor. Skilled in counseling customers on quality issues, establishing quality standards and solving quality-related problems. And Built IPQC control platform and ROHS compliant manufacture control. Be capable of managing product conference from raw material to final inspection. “You only reap what you sow”. I believe that my expertise and auditor insight can be utilized to the advantage of a growing your entire organization or department in your efforts to align leadership, human resources, customers, planning, suppliers and processes with your overall strategic goals. Simultaneously, improving quality, efficiency, delivery capability, reduce failure rate, minimize scrap and rework, plus improvement in operative performance and communication. Let’s join hand to achieve this objective and we will make http://www.fpdf.de/forum
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2. Experience in Semiconductor manufacturing / microelectronics industry and be familiar with TS16949 /ISO9001 /ISO14001 Quality System/Manufacturing Quality Process/Supplier Qualification experience.cheap polo shirtscheap polo shirts
3. Coordinates operations with suppliers, customers and internal groups to review material & product specifications, investigate and resolve operational quality problems, and address outside questions or concerns.ralph lauren polo shirtsralph lauren polo shirts
4. Carry-out supplier assessments and periodic supplier audits.
5. Knowledge of product development, problem resolution disciplines (8d), product change, and manufacturing line assessment processes.
6. Good in communication with people and like a lot of out door activities know how to tackle with people from all walks of life.
7. Ability to work in cross-functional team, and global team environment，and familiar in driving different kind of people.
8. Ability to establish priorities, work independently, and proceed with objectives without supervision.
9. Passion for excellence with high integrity, commitment to quality.
10. My spoken English is fairly good enough to express myself fluently. Experience in computer operation，proficiency in Microsoft Windows，Microsoft Word and Microsoft Excel，Lotus Notes, ERP or BAAN system．Manager with 12 years experience in production, supervision and quality control. Proven history of successful management and production quality control. Expert at streamlining operations, increasing efficiency, and improving overall product quality. My experience has ranged from 8 years in LCD/ LCM microelectronics, to 2 years in Electronics & Telecommunication industry as ISO9000/ ISO14000 / ISO/ TS16949 internal and supplier certified auditor. Skilled in counseling customers on quality issues, establishing quality standards and solving quality-related problems. And Built IPQC control platform and ROHS compliant manufacture control. Be capable of managing product conference from raw material to final inspection. “You only reap what you sow”. I believe that my expertise and auditor insight can be utilized to the advantage of a growing your entire organization or department in your efforts to align leadership, human resources, customers, planning, suppliers and processes with your overall strategic goals. Simultaneously, improving quality, efficiency, delivery capability, reduce failure rate, minimize scrap and rework, plus improvement in operative performance and communication. Let’s join hand to achieve this objective and we will make http://www.fpdf.de/forum
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Responsibilities and Achievements
Varitronix limited, established in 1978cheap handbags by a group of academics,cheap handbags Varitronix was one of Asia's pioneers of LCD manufacturing. As a leading manufacturer of small-to-medium-sized LCDs, Varitronix offers complete solutions for a wide range of applications, from automotive and telecommunications,chi ceramic flat ironchi ceramic flat iron
to industrial and consumer applicationsnike running shoesnike running shoes. Headquartered in Hong Kong, we serve customers around the world through an extensive service network – striving to achieve excellence through innovation, quality, respect and integrity. In charge of the maintenance of ISO9000, 2000/ ISO14000 / ISO/ TS16949 and some support works such as DCC & CI, at SW，NL & HY manufacturing plant. Performing supplier qualification/supplier process/quality systems and manufacturing capability audits, preparing and presenting audit results and making recommendations for improvement. Drive to all departments CI Plan to meet the QS requirements. Responsible for continued improvements in documentation systems, statistical techniques, testing systems, failure-analysis techniques, reliability programs, supplier quality systems, etc… As a role in barrier removal and cross-functional team. Familiar with TS16949 six support tools:a. FMEA ??Potential Failure Mode and Effects Analysisb. APQP??Advanced Product Quality Planning c. PPAP??Production Part Approval Processd. MSA??Measurement Systems Analysis
e. SPC??Statistical Process Control f. QSA??Quality System AssessmentProfessional qualification certificated, the quality professional of the People’s Republic of China. As a member of Cross Functional Team and Business Improvement Team. Familiar with quality analytical skills:
a. Analysis and Evaluation Existing Situation b. Data Collection and Data Analysisc. Cause and Effect Analysis Priortized Action Plan
d. Quality system building, maintain and continuous improvement.e. Inspection and Receiving Inspection Sample Size f. Process and equipment qualificationg. Measurement system analysis and reliability standardhttp://www.politic.co.uk
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to industrial and consumer applicationsnike running shoesnike running shoes. Headquartered in Hong Kong, we serve customers around the world through an extensive service network – striving to achieve excellence through innovation, quality, respect and integrity. In charge of the maintenance of ISO9000, 2000/ ISO14000 / ISO/ TS16949 and some support works such as DCC & CI, at SW，NL & HY manufacturing plant. Performing supplier qualification/supplier process/quality systems and manufacturing capability audits, preparing and presenting audit results and making recommendations for improvement. Drive to all departments CI Plan to meet the QS requirements. Responsible for continued improvements in documentation systems, statistical techniques, testing systems, failure-analysis techniques, reliability programs, supplier quality systems, etc… As a role in barrier removal and cross-functional team. Familiar with TS16949 six support tools:a. FMEA ??Potential Failure Mode and Effects Analysisb. APQP??Advanced Product Quality Planning c. PPAP??Production Part Approval Processd. MSA??Measurement Systems Analysis
e. SPC??Statistical Process Control f. QSA??Quality System AssessmentProfessional qualification certificated, the quality professional of the People’s Republic of China. As a member of Cross Functional Team and Business Improvement Team. Familiar with quality analytical skills:
a. Analysis and Evaluation Existing Situation b. Data Collection and Data Analysisc. Cause and Effect Analysis Priortized Action Plan
d. Quality system building, maintain and continuous improvement.e. Inspection and Receiving Inspection Sample Size f. Process and equipment qualificationg. Measurement system analysis and reliability standardhttp://www.politic.co.uk
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inventory booking accuracynorth face jacketsnorth face jackets as well as picking productivity.- Lead the material department to establish the working policy and improve the working efficiency.- Meet department yearly objectives & business plan.- Coordinate decisions with regard to material/suppliernike running shoes nike running shoesissues that could jeopardize plant production or product quality.- Improve and integrate ERP system and improve the inventory turnoverBe responsible ed hardy shirtsfor Purchasing, Planning,ed hardy shirts Import & Export, Logistic, Warehouse management, Inventory Control and ERP system.Key Responsibility:- Manage the department to support the customer service and ensure on time delivery.- Develop and administer policies and procedures that ensure and effective supply chain.- Set up supplies evaluation systems and ensure procurement could be meet company demand.- Lead the team to improve warehouse layout, inventory space effective utilize and inventory booking accuracy as well as picking productivity.- Drive the cost reduction program related with procurement, include global purchasing, local sourcing, freight reduction etc.- Manage the interface to Chinese customs to ensure all the import and export activities are in line with government policy and Ethypharm policy.- Meet department yearly objectives & business plan.- Responsible for ERP system.- Performing the other duties as requested. Be responsible for Inventory control, production and materials planning, maintenance and process ERP system (Mapics system and JDE)Key responsibility:- Ensure that the planning of production and material requirements to meet market demands considering the most effective utilization of material and manpower capacities.
- Controlling of the material planning function to ensure that raw materials and components are available on time to support the overall plan.
- Ensure that materials assets are managed in a cost effective manner. Control and optimize inventory turnover according to the targets.
- Ensure that a competitive supply bases exists to support current and future business needs.- Control the production materials, supply Items from Germany and support sourcing activities of central purchasing Dept. in Local.- Set up and maintain efficient material-flow within warehouse and to production lines. Support EDP Dept. in updating and maintenance of ERP.- Make the budget of operating for next fiscal year.- Train the person relation with production for ERP System.- Responsible for training relevant dept. such as materials, production, engineering and sales & sales service for ERP application.http://www.raeees.com
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- Controlling of the material planning function to ensure that raw materials and components are available on time to support the overall plan.
- Ensure that materials assets are managed in a cost effective manner. Control and optimize inventory turnover according to the targets.
- Ensure that a competitive supply bases exists to support current and future business needs.- Control the production materials, supply Items from Germany and support sourcing activities of central purchasing Dept. in Local.- Set up and maintain efficient material-flow within warehouse and to production lines. Support EDP Dept. in updating and maintenance of ERP.- Make the budget of operating for next fiscal year.- Train the person relation with production for ERP System.- Responsible for training relevant dept. such as materials, production, engineering and sales & sales service for ERP application.http://www.raeees.com
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Sunday, May 9, 2010
hai protesters parade coffins after clashes
BANGKOK – Red-shirteda process of self-discovery protesters paraded coffins through Thailand's capital Monday in a renewed attempt to pressure the government to step down after street fighting left 21 people dead, pushing this Southeast Asian nation closer to political anarchy.
Neither side appeared willing toface to face with ourselves end a political stalemate that exploded on Saturday when protesters and security forces clashed on the streets of Bangkok for several hours, resulting in the worstImpossible made possible bloodshed seen in Thailand in almost two decades. Both sides claim to be fighting to preserve democracy."Red Shirts will never negotiate with murderers,"Come to where the flavor is protest leader Jatuporn Prompan announced from a makeshift stage. "Although the road is rough and full of obstacles, it's our duty to honor the dead by bringing democracy to this country."
The anti-government protestersthe future is always color are made up of mostly poor and rural supporters of former Prime Minister Thaksin Shinawatra, who have massed in the city dressed in red shirts over the past month. On the other side is the government of Prime Minister Abhisit Vejjajiva, whom the red shirts see as a symbol of the ruling elite they say orchestrated the 2006 military coup that removed Thaksin from power amid corruption allegations.
The Thai stock market plunged 4 percent when it opened for business Monday amid fears of more unrest as tens of thousands of demonstrators came out in a massive motorcade.Like a gigantic red snake, the line of pickup trucks, motorcycles and other vehicles wound its way through the main roads of Bangkok. They carried 11 coffins with bodies of those killed in Saturday's violence, said Weng Tojirakarn, a protest leader.
Four soldiers and 17 civilians were killed, including a Thomson Reuters news agency cameraman, according to Reuters and the government's Erawan emergency center. The government was conducting autopsies on nine bodies Monday.Both sides accuse each other of firing battlefield weapons during the confrontation."These are the heroes of democracy," a protest leader shouted Monday from a loudspeaker mounted atop a truck."We want to see shame on Abhisit's face. We want him to take responsibility for this slaughter of innocents," said a woman who identified herself only as Thip.The procession started at Phan Fa Bridge, located in the historic section of Bangkok and one of the two bases of the protesters. It drove through the modern commercial heart of the city along Phetburi Road, Rama IV Road and past the vegetable and meat market of Klong Toey.The disruptive protests began a month ago, taking the protesters' demands — for Abhisit to dissolve Parliament and call new elections — to a new level.Unconfirmed reports in local newspapers said political parties in the coalition government were pressuring Abhisit to compromise with the "Red Shirt" protesters by dissolving Parliament in the next six months instead of by year's end, as he had earlier proposed.The protesters see the Oxford-educated Abhisit as a symbol of an elite impervious to the plight of Thailand's poor and claim he took office illegitimately in December 2008 after the military pressured Parliament to vote for him.
"The government should be more flexible in their attempt to resolve the situation. It's their duty to seek for solution that's possible and acceptable for both sides," said Nogsuan Sawasdee, a political scientist at Bangkok's Chulalongkorn University.
He predicted more violence in the next two weeks since "the standpoint of both sides is clear — that negotiation and compromise will not happen."Other observers saw political maneuvering rather than street fighting on the horizon.
"Abhisit standing down would be a plus. He is discredited now, so he must decide how he can do something that is seen as in the national interest. An election is urgent," said Kevin Hewison, who heads the Asian Studies Department at the University of North Carolina.
Some of the heaviest fighting occurred near the backpacker mecca of Khao San Road, where protesters came in throngs Sunday to pose for pictures on top of seized army vehicles. Others strolled around in confiscated army riot gear.
Apichart Sankary, an executive with the Federation of Thai Tourism Associations, said that if street protests continue the number of foreign visitors could drop to 14.5 million this year, against an earlier projection of 15.5 million. The "Skytrain" commuter train service that was shut on Saturday reopened Monday.http://www.thetolkienforum.com
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Neither side appeared willing toface to face with ourselves end a political stalemate that exploded on Saturday when protesters and security forces clashed on the streets of Bangkok for several hours, resulting in the worstImpossible made possible bloodshed seen in Thailand in almost two decades. Both sides claim to be fighting to preserve democracy."Red Shirts will never negotiate with murderers,"Come to where the flavor is protest leader Jatuporn Prompan announced from a makeshift stage. "Although the road is rough and full of obstacles, it's our duty to honor the dead by bringing democracy to this country."
The anti-government protestersthe future is always color are made up of mostly poor and rural supporters of former Prime Minister Thaksin Shinawatra, who have massed in the city dressed in red shirts over the past month. On the other side is the government of Prime Minister Abhisit Vejjajiva, whom the red shirts see as a symbol of the ruling elite they say orchestrated the 2006 military coup that removed Thaksin from power amid corruption allegations.
The Thai stock market plunged 4 percent when it opened for business Monday amid fears of more unrest as tens of thousands of demonstrators came out in a massive motorcade.Like a gigantic red snake, the line of pickup trucks, motorcycles and other vehicles wound its way through the main roads of Bangkok. They carried 11 coffins with bodies of those killed in Saturday's violence, said Weng Tojirakarn, a protest leader.
Four soldiers and 17 civilians were killed, including a Thomson Reuters news agency cameraman, according to Reuters and the government's Erawan emergency center. The government was conducting autopsies on nine bodies Monday.Both sides accuse each other of firing battlefield weapons during the confrontation."These are the heroes of democracy," a protest leader shouted Monday from a loudspeaker mounted atop a truck."We want to see shame on Abhisit's face. We want him to take responsibility for this slaughter of innocents," said a woman who identified herself only as Thip.The procession started at Phan Fa Bridge, located in the historic section of Bangkok and one of the two bases of the protesters. It drove through the modern commercial heart of the city along Phetburi Road, Rama IV Road and past the vegetable and meat market of Klong Toey.The disruptive protests began a month ago, taking the protesters' demands — for Abhisit to dissolve Parliament and call new elections — to a new level.Unconfirmed reports in local newspapers said political parties in the coalition government were pressuring Abhisit to compromise with the "Red Shirt" protesters by dissolving Parliament in the next six months instead of by year's end, as he had earlier proposed.The protesters see the Oxford-educated Abhisit as a symbol of an elite impervious to the plight of Thailand's poor and claim he took office illegitimately in December 2008 after the military pressured Parliament to vote for him.
"The government should be more flexible in their attempt to resolve the situation. It's their duty to seek for solution that's possible and acceptable for both sides," said Nogsuan Sawasdee, a political scientist at Bangkok's Chulalongkorn University.
He predicted more violence in the next two weeks since "the standpoint of both sides is clear — that negotiation and compromise will not happen."Other observers saw political maneuvering rather than street fighting on the horizon.
"Abhisit standing down would be a plus. He is discredited now, so he must decide how he can do something that is seen as in the national interest. An election is urgent," said Kevin Hewison, who heads the Asian Studies Department at the University of North Carolina.
Some of the heaviest fighting occurred near the backpacker mecca of Khao San Road, where protesters came in throngs Sunday to pose for pictures on top of seized army vehicles. Others strolled around in confiscated army riot gear.
Apichart Sankary, an executive with the Federation of Thai Tourism Associations, said that if street protests continue the number of foreign visitors could drop to 14.5 million this year, against an earlier projection of 15.5 million. The "Skytrain" commuter train service that was shut on Saturday reopened Monday.http://www.thetolkienforum.com
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http://wetterforum.info
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"The recording that we have you are the only one who feels betrayedshows that there had been no problem with the plane, that the pilot had been informed about difficult weather conditions, but still decided to land," Bastrykin told Putin, according to minutes of official meeting released by the Russian Cabinet.
In Warsaw, government spokesmanMake youself a better person Gras lauded the cooperation with Russian investigators and sought to tamp down fears that Poland was not being consulted in the case. He told reporters that Russian authorities waited until their Polish counterparts arrived before the black boxescatching a glimpse of a light were opened and analyzed.
The Smolensk regional government said Russian dispatchers had asked the Polish crew to divert from the military airport there because of the fog and land instead in Moscow or Minsk, the capital of neighboring Belarus.
Russia's Transport Minister Igor Levitin reported to Putin that the pilot had been warned about difficult weather conditions, with visibility limited to 400 meters (1,300 feet).
Vasily Piskarev, a deputy chief of Russia's top investigative body, said that 24 victims' bodies had been identified so far, most of Greater too than you can describethem based on clothes and IDs. He said it could be difficult to identify some of the victims. Russian television stations showed grief-stricken relatives arriving in Russia to help identify the bodies. Former Polish president, Solidarity founder and Nobel Peace Prize laureate Lech Walesa, said it was too soon to cast blame. "Someone must have been making decisions on that plane. I don't believe that the pilot made decisions single-handedly," he told reporters. "That's not possible. I have flown a lot and whenever there were doubts, they always came to the leaders and asked for a decision, and based on that, pilots made decisions. Sometimes the decision was against the leader's instructions."
The Tu-154 was the workhorse of this world is not merely a bad jokeEastern Bloc civil aviation in the 1970s and 1980s. Poland has long discussed replacing the planes that carry the country's leaders but said it lacked the funds. According to the Aviation Safety Network, there have been 66 crashes involving Tu-154s in the past four decades, including six in the past five years. The Russian carrier Aeroflot recently withdrew its Tu-154 fleet from service, largely because the planes do not meet international noise restrictions and use too much fuel.
The Polish presidential plane was fully overhauled in December, its three engines repaired and updated with retrofitted electronic and navigation equipment. http://www.pinoymac.org/forum
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In Warsaw, government spokesmanMake youself a better person Gras lauded the cooperation with Russian investigators and sought to tamp down fears that Poland was not being consulted in the case. He told reporters that Russian authorities waited until their Polish counterparts arrived before the black boxescatching a glimpse of a light were opened and analyzed.
The Smolensk regional government said Russian dispatchers had asked the Polish crew to divert from the military airport there because of the fog and land instead in Moscow or Minsk, the capital of neighboring Belarus.
Russia's Transport Minister Igor Levitin reported to Putin that the pilot had been warned about difficult weather conditions, with visibility limited to 400 meters (1,300 feet).
Vasily Piskarev, a deputy chief of Russia's top investigative body, said that 24 victims' bodies had been identified so far, most of Greater too than you can describethem based on clothes and IDs. He said it could be difficult to identify some of the victims. Russian television stations showed grief-stricken relatives arriving in Russia to help identify the bodies. Former Polish president, Solidarity founder and Nobel Peace Prize laureate Lech Walesa, said it was too soon to cast blame. "Someone must have been making decisions on that plane. I don't believe that the pilot made decisions single-handedly," he told reporters. "That's not possible. I have flown a lot and whenever there were doubts, they always came to the leaders and asked for a decision, and based on that, pilots made decisions. Sometimes the decision was against the leader's instructions."
The Tu-154 was the workhorse of this world is not merely a bad jokeEastern Bloc civil aviation in the 1970s and 1980s. Poland has long discussed replacing the planes that carry the country's leaders but said it lacked the funds. According to the Aviation Safety Network, there have been 66 crashes involving Tu-154s in the past four decades, including six in the past five years. The Russian carrier Aeroflot recently withdrew its Tu-154 fleet from service, largely because the planes do not meet international noise restrictions and use too much fuel.
The Polish presidential plane was fully overhauled in December, its three engines repaired and updated with retrofitted electronic and navigation equipment. http://www.pinoymac.org/forum
http://forums.mediamonitors.com
http://www.bahzani.net/services/forum
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? Established, hired and built a team of professional project managers & technical consultants in a 3 months period. Received a 98% highly satisfied rating in employee survey, a rating well above Dell global & Asia regional scores? Strategically created and pioneered a new cost-efficient organizational model in China that achieved an operation cost reduction of 25%. The success of this new model resulted in a company-wise adoption in the entire Asia region? Actively leading the team to work on new innovative solutions, value added services and discover new sales opportunities, resulted in bringing USD 30M new revenues? Developed and delivered high value service capabilities, including Channel development, market awareness, opportunity management and account/product penetration, resulted in improved services revenues in the Great China Market by 21% year to year? Established and standardized delivery process and engagement model. Drive down costs in project management, service partner management and delivery operations. Achieved a year over year delivery efficiency of over 36%
? Led 3 business process improvement (Six Sigma) initiatives and successfully realized a total of USD 500K saving in 2006, resulting in 3 Green Belt recognitions? Drive Dell service partners readiness and successfully deliver quality, on-time and within budget services. Achieved a consistently high customer survey rating of over 97% very satisfied customershttp://www.richardbey.org/forums
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? Day-to-day company leader, reporting to CEO, managing P+L, and directing entire operations of the company; year to year growth: sales 15%;, net income 50%; new customer 12%? Re-established sales/marketingwedding dresses 2ndwedding dresses 2nd model & build and trained services oriented sales organizations, push new services and new media contains into each household; Digital Pay TV household sale gained 123% (from 162k homes in 2006 to 359K homes in 2008); Broadband services sale gained 149% (from 15K homes in 2006 to 36K homes in 2008)
? As a key member in the negotiation team,wedding dresses form china wedding dresses form chinamerged a remote Shangdong province cable TV operator (Zao Zhuang Cable) into the system in 2006. Personal lead a task force transformed this non-profitable government stake into a profitable operator in short period of time. Revenue gained 148%; net income gained 128% ? Established centralized operational management system: logistical management for daily engineering tools and material, investment management for new equipment and infrastructural layouts, employee headcount/telnet pool management, customer support center, sales and marketing promotion controls, unified technical platform and media contain sources ; reduced operational cost by 23%? Leverage deep local government knowledge, constant negotiate with senior official to bring benefits to the company such as, raised retail price for Cable-TV monthly fees for each location. (take-up rate from RMB13 to RMB25)Delivery of all Dell products, consulting and solutions services in China market with full P&L responsibilities. Service key accounts and major customers to bring in new revenues
? Established, hired and built a team of professional project managers & technical consultants in a 3 months period. Received a 98% highly satisfied rating in employee survey, a rating well above Dell global & Asia regional scores? Strategically created and pioneered a new cost-efficient organizational model in China that achieved an operation cost reduction of 25%. The success of this new model resulted in a company-wise adoption in the entire Asia region? Actively leading the team to work on new innovative solutions, value added services and discover new sales opportunities, resulted in bringing USD 30M new revenues? Developed and delivered high value service capabilities, including Channel development, market awareness, opportunity management and account/product penetration, resulted in improved services revenues in the Great China Market by 21% year to year? Established and standardized delivery process and engagement model. Drive down costs in project management, service partner management and delivery operations. Achieved a year over year delivery efficiency of over 36%
? Led 3 business process improvement (Six Sigma) initiatives and successfully realized a total of USD 500K saving in 2006, resulting in 3 Green Belt recognitions? Drive Dell service partners readiness and successfully deliver quality, on-time and within budget services. Achieved a consistently high customer survey rating of over 97% very satisfied customershttp://www.richardbey.org/forums
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Delivery of all Dell products,ralph lauren polo shirts ralph lauren polo shirtsconsulting and solutions services in China market with full P&L responsibilities. Service key accounts and major customers to bring in new revenues? Established, hired and built a team of professional project managers & technical consultants in north face jacketsanorth face jackets 3 months period. Received a 98% highly satisfied rating in employee survey, a rating well above Dell global & Asia regional scores
? Strategically created and pioneered anike running shoesnike running shoes new cost-efficient organizational model in China that achieved an operation cost reduction of 25%. The success of this new model resulted in a company-wise adoption in the entire Asia region? Actively leading the team to work on new innovative solutions, value added services and discover new sales opportunities, resulted in bringing USD 30M new revenues
? Developed and delivered high value service capabilities, including Channel development, market awareness, opportunity management and account/product penetration, resulted in improved services revenues in the Great China Market by 21% year to year
? Established and standardized delivery process and engagement model. Drive down costs in project management, service partner management and delivery operations. Achieved a year over year delivery efficiency of over 36%? Led 3 business process improvement (Six Sigma) initiatives and successfully realized a total of USD 500K saving in 2006, resulting in 3 Green Belt recognitions? Drive Dell service partners readiness and successfully deliver quality, on-time and within budget services. Achieved a consistently high customer survey rating of over 97% very satisfied customersmanaging business development, product/services delivery of Nortel wire-line products China market with full P&L responsibilities
? Expanded customer base from global enterprise IT services provider into China local telecom ( China Telecom, China Unicom, China Netcom, etc), government customers, and significantly broadening multi-vendor support capabilities? Redefined go to market strategy, which has brought the solution order gain 31%, in result, revenue gain by 23% from previous year? Redefined and optimized internal cost structure for the networking business, such as inventory management, product supply management, services delivering model, brought price 5% less compare to previous years? Improved project management skills and its expertise as whole, use it as key selling point in very complex and challenge projects, which has increase the win rate by 10%? Established, hired, and built services sales teams. Sales team achieved highest rating on internal corporate sales competency tests? Rapidly expanded regional services offerings, services portfolio and sales, developing and expanding services business into a number of offerings in Maintenance, Deployment, Professional, and Managed Serviceshttp://www.mapleleafup.org/forums
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? Strategically created and pioneered anike running shoesnike running shoes new cost-efficient organizational model in China that achieved an operation cost reduction of 25%. The success of this new model resulted in a company-wise adoption in the entire Asia region? Actively leading the team to work on new innovative solutions, value added services and discover new sales opportunities, resulted in bringing USD 30M new revenues
? Developed and delivered high value service capabilities, including Channel development, market awareness, opportunity management and account/product penetration, resulted in improved services revenues in the Great China Market by 21% year to year
? Established and standardized delivery process and engagement model. Drive down costs in project management, service partner management and delivery operations. Achieved a year over year delivery efficiency of over 36%? Led 3 business process improvement (Six Sigma) initiatives and successfully realized a total of USD 500K saving in 2006, resulting in 3 Green Belt recognitions? Drive Dell service partners readiness and successfully deliver quality, on-time and within budget services. Achieved a consistently high customer survey rating of over 97% very satisfied customersmanaging business development, product/services delivery of Nortel wire-line products China market with full P&L responsibilities
? Expanded customer base from global enterprise IT services provider into China local telecom ( China Telecom, China Unicom, China Netcom, etc), government customers, and significantly broadening multi-vendor support capabilities? Redefined go to market strategy, which has brought the solution order gain 31%, in result, revenue gain by 23% from previous year? Redefined and optimized internal cost structure for the networking business, such as inventory management, product supply management, services delivering model, brought price 5% less compare to previous years? Improved project management skills and its expertise as whole, use it as key selling point in very complex and challenge projects, which has increase the win rate by 10%? Established, hired, and built services sales teams. Sales team achieved highest rating on internal corporate sales competency tests? Rapidly expanded regional services offerings, services portfolio and sales, developing and expanding services business into a number of offerings in Maintenance, Deployment, Professional, and Managed Serviceshttp://www.mapleleafup.org/forums
http://www.geckoforums.net
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