The SG Blaze and TwinStar flap discs feature Quick Trim, a flexible, easily trimmed plastic back plate that enables full use of the flaps to reduce material and labor costs. BlueFire flap discs feature zirconia alumina plus abrasives for an increased cut rate and longer life compared to conventional zirconia products on carbon steel and weld. Merit Metal abrasives use an engineered blend of two high-performance zirconia products to provide a good starting specification when price is a primary consideration, the company says.
The company’s SG Blaze Rapid Strip non-woven, right-angle discs feature SG ceramic alumina grain for faster cutting and increased life. They are suited for stripping rough rust and scale off of metal parts while remaining flexible enough to avoid gouging the base material, the company says. Vortex Rapid Blend right-angle discs feature a high-performance engineered grain and improved resin bond system, providing aggressive, fast stock removal and a fine finish in deburring and blending operations.
BlueFire depressed center wheels are an upgrade from the company’s Charger line and feature a combination of the SG and Norzon grains. They range in size from 4" to 9" with thickness ranging from 1/8" to 1/4". Depressed center wheels are designed to handle the most severe right-angle grinding applications, from heavy stock removal and rough blending to notching/cut-off.
2011年9月29日星期四
2011年9月28日星期三
Jaton's new PPE and workwear range is more comprehensive and diverse
At more than double the size of Owlett-Jaton’s original personal protective equipment (PPE) and workwear portfolio, Owlett-Jaton's new range of PPE and workwear offers customers more choice, flexibility and competitive prices when it comes to meeting their health and safety requirements.
The brand new and improved range features over 500 product lines from world-leading brands including 3M, Ansell, DeWalt and Uvex. As part of Owlett-Jaton’s service promise, the range is available via next day delivery with no minimum order restrictions.
To celebrate the new range, Owlett-Jaton is launching a dedicated PPE and workwear product guide. As well as product showcases, the guide highlights Owlett-Jaton’s popular product branding service, where customers can follow three simple steps to add a company logo and personalise the product they are ordering quickly, and cost effectively. It is now possible for customers to create a bespoke product guide from the Owlett-Jaton master catalogue.
Tony Williams, national sales manager (Jaton), explained: “As part of our dedication to being a ‘one-stop-shop’ it is crucial for us to continually develop our product range, offering customers more choice and flexibility. Over the past 12 months we have added some widely used and respected lines to our portfolio, including abrasives, sealants and adhesives, and ACE clamping products; we now have over 30,000 products available – our biggest ever offering. It’s our intention to continue with new product introduction over the coming months.
“The new PPE and workwear range is far more comprehensive and diverse than we’ve seen before. There are different levels of product available, from the cost-effective basic kit needed for one-off and low risk jobs, to high quality specialist gear that offers additional style and comfort features – something that may need to be considered if it is going to be worn over a long period.”
“By personalising the catalogue and distributing it under their own contact details, customers can maintain an identity and relationship with their customers while benefiting from the security and added value that comes from purchasing product from one of Europe’s leading suppliers,” Tony added.
The range is available via Owlett-Jaton’s online trading portal, OJ Trade, where visitors can view product without obligation, and account holders can access instant quotes and stock availability at the click of a button.
The brand new and improved range features over 500 product lines from world-leading brands including 3M, Ansell, DeWalt and Uvex. As part of Owlett-Jaton’s service promise, the range is available via next day delivery with no minimum order restrictions.
To celebrate the new range, Owlett-Jaton is launching a dedicated PPE and workwear product guide. As well as product showcases, the guide highlights Owlett-Jaton’s popular product branding service, where customers can follow three simple steps to add a company logo and personalise the product they are ordering quickly, and cost effectively. It is now possible for customers to create a bespoke product guide from the Owlett-Jaton master catalogue.
Tony Williams, national sales manager (Jaton), explained: “As part of our dedication to being a ‘one-stop-shop’ it is crucial for us to continually develop our product range, offering customers more choice and flexibility. Over the past 12 months we have added some widely used and respected lines to our portfolio, including abrasives, sealants and adhesives, and ACE clamping products; we now have over 30,000 products available – our biggest ever offering. It’s our intention to continue with new product introduction over the coming months.
“The new PPE and workwear range is far more comprehensive and diverse than we’ve seen before. There are different levels of product available, from the cost-effective basic kit needed for one-off and low risk jobs, to high quality specialist gear that offers additional style and comfort features – something that may need to be considered if it is going to be worn over a long period.”
“By personalising the catalogue and distributing it under their own contact details, customers can maintain an identity and relationship with their customers while benefiting from the security and added value that comes from purchasing product from one of Europe’s leading suppliers,” Tony added.
The range is available via Owlett-Jaton’s online trading portal, OJ Trade, where visitors can view product without obligation, and account holders can access instant quotes and stock availability at the click of a button.
2011年9月27日星期二
Getecha: Full program at Lake Constance
Aschaffenburg (R) - To demonstrate the effect of the energy is safe, middle class Getecha two-hopper mills RS series from 2404 with 7.5 kW motors. These generators are designed for continuous operation for crushing mills are made of injection-production waste or Blasformaschinen used.
One of the two RS 2404 will be equipped with Energy-safe. According to the company statement, he optimizes the energy efficiency of AC induction motors, which operate under cyclic loading (partial load) and reduces the power consumption of the drives by up to 30%.Abrasives
Continues to show the machine builders a mill hopper RS 3806 Variation with rotor, which can be transformed by-pass elements of an open to a closed design, and feed mill RS 3809-S. A special feature of this machine is a self-adjusting clip control, which adjusts the feed rate of the mill permanently on the timing of an extrusion or thermoforming line. This speed automatic does not only hold the sheeting tight, but also make the set-point adjustment with the production machine and manual need adjusting, so Getecha.
In addition to the hopper and feed mills for relatively high hourly outputs at the stand even more compact granulators for smaller flow rates (up to 35 kg / h) are shown. This will include a special model of the GRS 180, the ground thanks to a special anti-wear action even abrasive material with more than 30% glass fiber. The mill has not only wear plates and wear strips in the hopper below the rotor blades, but also has rotor and stator blades with carbide inserts. In addition, licker and are hardened steel plate, and the sieve of the mill is designed to be wear-protected. The GRS 180, and also issued the granulator RS 1615 are suitable for use in industrial and laboratory applications.
The second focus is the automation Fakuma. Designed for fast, reliable removal of sprues in injection molding, for example, has issued the GLS 1-S. This side-entry device is part of a flexible modular linear motion, can be used to implement each requirement to complete positioning and handling systems with up to four axles and a load capacity of up to 150 kg economically.
The products are suitable extraction systems for about 2K machines. Specially designed for the gate and small parts to tap small and medium-injection molding is the GL 3-S - a lightweight with three servo axes, freelance programming and simple operation. Standard processes can be parameterized so that with minimal training. See also in Friedrichshafen will be several innovative sprue pickers, such as the GRA 112 (g capacity 500) for molding machines up to 3,000 kN, or the sleek and affordable Getpick with electrical interface Euromap 12/67 (load 250 g). Also on board is also stable for Getgrip gates with up to 1,000 g. This universal gripper has a large hub can rotate left or right and is also comfortable to use.
One of the two RS 2404 will be equipped with Energy-safe. According to the company statement, he optimizes the energy efficiency of AC induction motors, which operate under cyclic loading (partial load) and reduces the power consumption of the drives by up to 30%.Abrasives
Continues to show the machine builders a mill hopper RS 3806 Variation with rotor, which can be transformed by-pass elements of an open to a closed design, and feed mill RS 3809-S. A special feature of this machine is a self-adjusting clip control, which adjusts the feed rate of the mill permanently on the timing of an extrusion or thermoforming line. This speed automatic does not only hold the sheeting tight, but also make the set-point adjustment with the production machine and manual need adjusting, so Getecha.
In addition to the hopper and feed mills for relatively high hourly outputs at the stand even more compact granulators for smaller flow rates (up to 35 kg / h) are shown. This will include a special model of the GRS 180, the ground thanks to a special anti-wear action even abrasive material with more than 30% glass fiber. The mill has not only wear plates and wear strips in the hopper below the rotor blades, but also has rotor and stator blades with carbide inserts. In addition, licker and are hardened steel plate, and the sieve of the mill is designed to be wear-protected. The GRS 180, and also issued the granulator RS 1615 are suitable for use in industrial and laboratory applications.
The second focus is the automation Fakuma. Designed for fast, reliable removal of sprues in injection molding, for example, has issued the GLS 1-S. This side-entry device is part of a flexible modular linear motion, can be used to implement each requirement to complete positioning and handling systems with up to four axles and a load capacity of up to 150 kg economically.
The products are suitable extraction systems for about 2K machines. Specially designed for the gate and small parts to tap small and medium-injection molding is the GL 3-S - a lightweight with three servo axes, freelance programming and simple operation. Standard processes can be parameterized so that with minimal training. See also in Friedrichshafen will be several innovative sprue pickers, such as the GRA 112 (g capacity 500) for molding machines up to 3,000 kN, or the sleek and affordable Getpick with electrical interface Euromap 12/67 (load 250 g). Also on board is also stable for Getgrip gates with up to 1,000 g. This universal gripper has a large hub can rotate left or right and is also comfortable to use.
2011年9月26日星期一
Tate & Lyle plc in Ingredients
Tate & Lyle is a global manufacturer of ingredients sourced from renewable crops. It has recently altered its business structure so as to reflect a renewed focus on value-added and speciality food ingredients, and has even divested the sugar business that was the historical foundation of its business. This profile assesses the impact of these changes, discusses the company’s financial position, reviews trends in key ingredient categories and makes recommendations for future directions.
Euromonitor International’s Tate & Lyle plc in Ingredients (World) Company Profile offers detailed strategic analysis of the company’s business, examining its performance in the Ingredients industry. The report examines company shares by region and sector, product developments, market and distribution strategies, challenges from the competition and future prospects. Use it to understand opportunities and threats facing the business and the factors driving success.
Product coverage:Abrasives /Inorganics, Acidulants, Antifoams, Antifungals, Antimicrobials, Antiperspirants, Bleach Precursors, Bleaching Agents, Botanicals, Carotenoids, Cocoa Liquor, Cocoa Powder, Colours, Commodities, Conditioning Agents (Skin, Hair, Fabric), Cultures, Emollients, Emulsifiers and Co-Emulsifiers, Enzymes, Fats and Oils, Flavour Enhancers, Flavours, Flours, Fluorescers, Fragrances, Humectants, Insect Repellants, Insecticides, Lacquers, Milk, Minerals, Miscellaneous Ingredients, Modified Flour, pH Control/salts, Phytoestrogens, Polysaccharides and Oligosaccharides, Preservatives/Antioxidants, Propellants, Proteins, Raising Agents, Reducing Agents, Skin Benefit Agents, Skin Lighteners, Skin Tanning Agents, Solvents, Sunscreens, Surfactant Cleansers and Adjuvants, Sweeteners, Synthetic Polymers, Thickeners/Structurants, Tooth Care, Vitamins and Derivatives, Water Softeners/Chelators.
Euromonitor International’s Tate & Lyle plc in Ingredients (World) Company Profile offers detailed strategic analysis of the company’s business, examining its performance in the Ingredients industry. The report examines company shares by region and sector, product developments, market and distribution strategies, challenges from the competition and future prospects. Use it to understand opportunities and threats facing the business and the factors driving success.
Product coverage:
2011年9月25日星期日
Plastic fibres an increasing threat to marine environment, study shows
SYNTHETIC clothing could be a significant source of tiny pieces of plastic that are accumulating in the marine environment, a study shows.
Researchers found that a single garment cleaned in a domestic washing machine could produce more than 1900 fibres per wash, which could end up in sewage. Mark Browne, from the University of Sydney, said microplastic contamination posed a health threat to marine organisms and was likely to increase.
''To tackle this problem, designers of clothing and washing machines should consider the need to reduce the release of fibres into wastewater,'' said Dr Browne, from the Centre for Research on the Ecological Impacts of Coastal Cities.
His team tested sediments from sandy beaches at 18 sites around the world, including Port Douglas in Queensland and Busselton Beach in Western Australia.
Beaches in Japan, Oman, the Philippines, South Africa, Britain and the US were also sampled. The team found contamination with microplastic - fragments less than a millimetre in size - varied from eight fibres a litre of sediment in Australia to 124 fibres a litre in Portugal and Britain.
The more densely populated the area was, the more microplastic was present. Dr Browne said that apart from textiles, other possible sources of microplastic were the breakdown of large pieces of plastic, small plastic particles used as abrasives in cleaning products and spills of plastic powders and pellets.
To determine the main source of microplastic contamination on the beaches, Dr Browne's team tested sewage sludge disposal sites in Britain, as well as effluent from the sewage treatment plants at west Hornsby and Hornsby Heights in Sydney. They also washed synthetic clothes and blankets, finding that all garments released more than 100 fibres a litre of effluent.
The proportions of polyester and acrylic fibres in clothing were found to resemble those in effluent on the beaches and at sewage disposal sites. This suggested that the washing of clothes - rather than fragmentation or cleaning products - was the main source of the debris.
Researchers found that a single garment cleaned in a domestic washing machine could produce more than 1900 fibres per wash, which could end up in sewage. Mark Browne, from the University of Sydney, said microplastic contamination posed a health threat to marine organisms and was likely to increase.
''To tackle this problem, designers of clothing and washing machines should consider the need to reduce the release of fibres into wastewater,'' said Dr Browne, from the Centre for Research on the Ecological Impacts of Coastal Cities.
His team tested sediments from sandy beaches at 18 sites around the world, including Port Douglas in Queensland and Busselton Beach in Western Australia.
Beaches in Japan, Oman, the Philippines, South Africa, Britain and the US were also sampled. The team found contamination with microplastic - fragments less than a millimetre in size - varied from eight fibres a litre of sediment in Australia to 124 fibres a litre in Portugal and Britain.
The more densely populated the area was, the more microplastic was present. Dr Browne said that apart from textiles, other possible sources of microplastic were the breakdown of large pieces of plastic, small plastic particles used as abrasives in cleaning products and spills of plastic powders and pellets.
To determine the main source of microplastic contamination on the beaches, Dr Browne's team tested sewage sludge disposal sites in Britain, as well as effluent from the sewage treatment plants at west Hornsby and Hornsby Heights in Sydney. They also washed synthetic clothes and blankets, finding that all garments released more than 100 fibres a litre of effluent.
The proportions of polyester and acrylic fibres in clothing were found to resemble those in effluent on the beaches and at sewage disposal sites. This suggested that the washing of clothes - rather than fragmentation or cleaning products - was the main source of the debris.
2011年9月22日星期四
Six stocks for a bear market
India has a competitive advantage as its labour cost is lower compared with Western countries. Being closer to major rubber-producing countries helps lower costs too. Here is where BIL scores. The company focuses on the production of a wide range of OTH tyres. Agricultural tyres form approximately 70% of the total sales. These include tyres for tractors, trailers, farm and forestry equipment.
Another part of BIL’s product offering is tyres used for construction and earthmoving needs such as dump trucks, loaders, mining and port equipment, etc. The company has a worldwide distribution network of 200 outlets ensuring extensive reach to over 120 countries. BIL has three manufacturing plants in India and the fourth plant in Bhuj (Gujarat) is expected to be commissioned by 2012-13.
Ninety per cent of BIL’s revenue is generated from exports. Most of it goes to Europe; the rest is exported to the US, Australia, the Middle East and Asia. The global OTH market is highly concentrated. Three companies—Bridgestone, Goodyear and Michelin—enjoy almost 50%-55% share of the market. However, BIL has a competitive advantage over these global leaders as its production cost is lower because of the availability of cheap labour in India. This has allowed it to offer its products at prices that are 30% lower than its peers’ and gradually gain market share.
Another reason for its edge over global competitors is its engineering talent and continuous investment in R&D—designing and manufacturing better tyres more quickly after precise and complex planning. BIL develops over 150-160 new sizes of tyres every year with a turnaround time of 8 to 10 weeks for new product development—claimed to be the world’s fastest.
Murugappa group company, is into coated and bonded abrasives, super refractories, electro-minerals, industrial ceramics and ceramic fibres. Abrasives are the company’s largest business segment and contributed 56% of the revenues for FY10-11; the ceramic business contributes 27%.
With a market share of nearly 35%, CUMI is among the strongest players in the Indian abrasives industry. The operations are carried out from 11 manufacturing facilities for abrasives located in India, Russia and China. The subsidiaries/related entities located in North America, Middle East and Thailand support the businesses in getting an extensive customer reach.
On a consolidated basis, the company continues to maintain a leadership position in the Indian market. In the Russian market, the company is the market leader in bonded abrasives. Customers located in over 50 countries are also serviced through the network of subsidiaries and related entities. Abrasives are used in a wide spectrum of industries. Some of the sectors where CUMI’s abrasives are used include bearings, automobile and auto ancillaries, alloy steel, foundry & forgings, fabrication and general engineering industries.
The Indian abrasives industry is highly concentrated, although many global players have entered the Indian market due to a slowdown in Europe and the US. CUMI has managed to maintain and enhance its leadership position competing against global leader Saint Gobain’s Indian subsidiary Grindwell Norton (GNL).
The Indian abrasives market has been growing at about 10% annually; CUMI and GNL together account for 70% of the market. The sales of CUMI’s abrasives in the Indian market increased by 21%, whereas the growth in the Russian market was much stronger touching 79% for FY10-11.
Another part of BIL’s product offering is tyres used for construction and earthmoving needs such as dump trucks, loaders, mining and port equipment, etc. The company has a worldwide distribution network of 200 outlets ensuring extensive reach to over 120 countries. BIL has three manufacturing plants in India and the fourth plant in Bhuj (Gujarat) is expected to be commissioned by 2012-13.
Ninety per cent of BIL’s revenue is generated from exports. Most of it goes to Europe; the rest is exported to the US, Australia, the Middle East and Asia. The global OTH market is highly concentrated. Three companies—Bridgestone, Goodyear and Michelin—enjoy almost 50%-55% share of the market. However, BIL has a competitive advantage over these global leaders as its production cost is lower because of the availability of cheap labour in India. This has allowed it to offer its products at prices that are 30% lower than its peers’ and gradually gain market share.
Another reason for its edge over global competitors is its engineering talent and continuous investment in R&D—designing and manufacturing better tyres more quickly after precise and complex planning. BIL develops over 150-160 new sizes of tyres every year with a turnaround time of 8 to 10 weeks for new product development—claimed to be the world’s fastest.
Murugappa group company, is into coated and bonded abrasives, super refractories, electro-minerals, industrial ceramics and ceramic fibres. Abrasives are the company’s largest business segment and contributed 56% of the revenues for FY10-11; the ceramic business contributes 27%.
With a market share of nearly 35%, CUMI is among the strongest players in the Indian abrasives industry. The operations are carried out from 11 manufacturing facilities for abrasives located in India, Russia and China. The subsidiaries/related entities located in North America, Middle East and Thailand support the businesses in getting an extensive customer reach.
On a consolidated basis, the company continues to maintain a leadership position in the Indian market. In the Russian market, the company is the market leader in bonded abrasives. Customers located in over 50 countries are also serviced through the network of subsidiaries and related entities. Abrasives are used in a wide spectrum of industries. Some of the sectors where CUMI’s abrasives are used include bearings, automobile and auto ancillaries, alloy steel, foundry & forgings, fabrication and general engineering industries.
The Indian abrasives industry is highly concentrated, although many global players have entered the Indian market due to a slowdown in Europe and the US. CUMI has managed to maintain and enhance its leadership position competing against global leader Saint Gobain’s Indian subsidiary Grindwell Norton (GNL).
The Indian abrasives market has been growing at about 10% annually; CUMI and GNL together account for 70% of the market. The sales of CUMI’s abrasives in the Indian market increased by 21%, whereas the growth in the Russian market was much stronger touching 79% for FY10-11.
2011年9月21日星期三
Goodyear to get concentrated solar thermal supplier Saint-Gobain Solar
The facility is designed to manufacture mirrors for concentrated solar power systems from tower to troughs. Saint-Gobain is the second large mirror maker to locate a facility in the West Valley.
New manufacturing facility in Goodyear, Arizona, highlights Saint-Gobain's commitment to innovation in renewable energies, concentrated solar power technology.
A Pennsylvania-based building-materials and glass company said Tuesday that it will open its first North American solar-manufacturing facility in Goodyear by the end of 2011, supplying the area with 50 new jobs.
Saint-Gobain Solar will take up about 140,000 square feet on the southern end of the former Rubbermaid building on the northwestern corner of Cotton Lane and Arizona 85, said Paula Ilardo, Goodyear's economic-development director.
The company will build solar mirrors for companies that run what are called concentrated solar plants. Such plants and systems use mirrors to concentrate a large area of sunlight, or solar-thermal energy, onto a small area.
Electrical power is produced when the light is converted to heat, which drives a heat engine (usually a steam turbine) connected to an electrical-power generator.
A Saint-Gobain spokeswoman said the company will make a "multimillion-dollar investment" in Goodyear, but she declined to provide a specific figure.
"It helps establish us as the center for solar manufacturing in the Valley," Ilardo said, pointing to already established solar manufacturers in the city, including Suntech and Tower Automotive. "Saint-Gobain is such an established worldwide company that we are really proud to have them here."
The Goodyear Saint-Gobain facility will primarily supply the domestic market and aims to eventually produce millions of square feet of mirrors. The jobs the company will create are full-time, but the company would not elaborate on pay beyond saying salaries will be "in line with the market."
The company is applying for the Arizona Renewable Energy Tax Incentives Program, which was passed in 2009 by the state Legislature to promote renewable energy in the state.
Companies in solar, wind, geothermal and other renewable-energy industries that expand or relocate to the state are given up to 10 percent refundable income-tax credits and up to a 75 percent reduction on real- and personal-property taxes for up to 15 years.
In exchange for the incentives, companies agree that at least 51 percent of the new full-time employment positions are paid at least 125 percent of the state's annual median wage. The companies also must pay 80 percent of the health-care insurance costs of new employees.
Saint-Gobain, which has glass and abrasives facilities in Scottsdale, also will receive a federal tax credit from the U.S. Treasury Department for expanding in Arizona. The credit is for 30 percent of the company's investment in the state.
Goodyear is expected to finalize a development agreement with Saint-Gobain over the next two weeks that will offer the company incentives for public infrastructure. Ilardo declined to say how much the city will offer until the deal is done.
"We worked extremely hard, so we're glad we're able to reap the benefits of all the work we did as a city," Ilardo said.
Saint-Gobain's expansion means more jobs for Arizonans and helps solidify the state as the solar capital of the world, said Don Cardon, Arizona Commerce Authority president and CEO.
"Saint-Gobain is wisely taking advantage of aggressive tax incentives and Arizona's pro-business climate," he said.
The Goodyear plant's production capacity is expected to be the equivalent of the annual energy requirements for a city of 150,000, the company said.
The green energy produced using this plant's mirrors will save up to 320,000 tons of carbon dioxide annually that would have been generated by a coal-fired plant, the company estimates.
Saint-Gobain has mirror plants in Portugal and Germany.
"Our strategic decision to expand manufacturing into the United States confirms the importance of this market in our business portfolio," Fabrice Didier, Saint-Gobain's managing director, said in statement "The new facility will be working with the best technology available."
The 753,000-square-foot Rubbermaid manufacturing building, 4320 S. Cotton Lane, was built in 1991 and sits on a 47-acre site. With the addition of Saint-Gobain, it will be full again, Ilardo said.
Saint-Gobain will join Schoeller Arca Systems at the facility. Based in the Netherlands, Schoeller Arca makes plastic containers and pallets. It has nearly 154,000 square feet in Goodyear and employs about 60 people, but it plans to increase that to 164.
Livonia, Mich.-based Tower Automotive is leasing nearly 460,000 square feet at the facility, but it has not started operations. It was expected to move in beginning in October 2010. It began making tenant improvements but stopped, Ilardo said.
Tower is a supplier for Stirling Energy Systems, a solar-energy company based in Scottsdale. Tower had expected to develop panels for a Stirling solar plant in California, but the project is on hold while the solar panels are retooled, Ilardo said. The company plans to have at least 100 employees by the end of its first year in operation.
New manufacturing facility in Goodyear, Arizona, highlights Saint-Gobain's commitment to innovation in renewable energies, concentrated solar power technology.
A Pennsylvania-based building-materials and glass company said Tuesday that it will open its first North American solar-manufacturing facility in Goodyear by the end of 2011, supplying the area with 50 new jobs.
Saint-Gobain Solar will take up about 140,000 square feet on the southern end of the former Rubbermaid building on the northwestern corner of Cotton Lane and Arizona 85, said Paula Ilardo, Goodyear's economic-development director.
The company will build solar mirrors for companies that run what are called concentrated solar plants. Such plants and systems use mirrors to concentrate a large area of sunlight, or solar-thermal energy, onto a small area.
Electrical power is produced when the light is converted to heat, which drives a heat engine (usually a steam turbine) connected to an electrical-power generator.
A Saint-Gobain spokeswoman said the company will make a "multimillion-dollar investment" in Goodyear, but she declined to provide a specific figure.
"It helps establish us as the center for solar manufacturing in the Valley," Ilardo said, pointing to already established solar manufacturers in the city, including Suntech and Tower Automotive. "Saint-Gobain is such an established worldwide company that we are really proud to have them here."
The Goodyear Saint-Gobain facility will primarily supply the domestic market and aims to eventually produce millions of square feet of mirrors. The jobs the company will create are full-time, but the company would not elaborate on pay beyond saying salaries will be "in line with the market."
The company is applying for the Arizona Renewable Energy Tax Incentives Program, which was passed in 2009 by the state Legislature to promote renewable energy in the state.
Companies in solar, wind, geothermal and other renewable-energy industries that expand or relocate to the state are given up to 10 percent refundable income-tax credits and up to a 75 percent reduction on real- and personal-property taxes for up to 15 years.
In exchange for the incentives, companies agree that at least 51 percent of the new full-time employment positions are paid at least 125 percent of the state's annual median wage. The companies also must pay 80 percent of the health-care insurance costs of new employees.
Saint-Gobain, which has glass and abrasives facilities in Scottsdale, also will receive a federal tax credit from the U.S. Treasury Department for expanding in Arizona. The credit is for 30 percent of the company's investment in the state.
Goodyear is expected to finalize a development agreement with Saint-Gobain over the next two weeks that will offer the company incentives for public infrastructure. Ilardo declined to say how much the city will offer until the deal is done.
"We worked extremely hard, so we're glad we're able to reap the benefits of all the work we did as a city," Ilardo said.
Saint-Gobain's expansion means more jobs for Arizonans and helps solidify the state as the solar capital of the world, said Don Cardon, Arizona Commerce Authority president and CEO.
"Saint-Gobain is wisely taking advantage of aggressive tax incentives and Arizona's pro-business climate," he said.
The Goodyear plant's production capacity is expected to be the equivalent of the annual energy requirements for a city of 150,000, the company said.
The green energy produced using this plant's mirrors will save up to 320,000 tons of carbon dioxide annually that would have been generated by a coal-fired plant, the company estimates.
Saint-Gobain has mirror plants in Portugal and Germany.
"Our strategic decision to expand manufacturing into the United States confirms the importance of this market in our business portfolio," Fabrice Didier, Saint-Gobain's managing director, said in statement "The new facility will be working with the best technology available."
The 753,000-square-foot Rubbermaid manufacturing building, 4320 S. Cotton Lane, was built in 1991 and sits on a 47-acre site. With the addition of Saint-Gobain, it will be full again, Ilardo said.
Saint-Gobain will join Schoeller Arca Systems at the facility. Based in the Netherlands, Schoeller Arca makes plastic containers and pallets. It has nearly 154,000 square feet in Goodyear and employs about 60 people, but it plans to increase that to 164.
Livonia, Mich.-based Tower Automotive is leasing nearly 460,000 square feet at the facility, but it has not started operations. It was expected to move in beginning in October 2010. It began making tenant improvements but stopped, Ilardo said.
Tower is a supplier for Stirling Energy Systems, a solar-energy company based in Scottsdale. Tower had expected to develop panels for a Stirling solar plant in California, but the project is on hold while the solar panels are retooled, Ilardo said. The company plans to have at least 100 employees by the end of its first year in operation.
2011年9月20日星期二
Local Fastenal store supplies new type of vending machine
Most people have probably bought a bag of potato chips or a can of pop from a vending machine.
But how about safety glasses, fasteners, gloves or other types of industrial equipment? Thanks to Fastenal vending machines, employees at some Fairfield County businesses are doing just that.
"This was the original idea of the company back in 1967," Todd Pettit said. "The guy who started it all wanted to have vending for fasteners. Now here we are years later, and we're finally getting it implemented."
Pettit is the manager of the store at 2245 W. Fair Ave. He oversaw a move last week to that location from a building near the Goodwill store on West Fair Avenue.
The vending machines are called FAST 5000s and dispense supplies and equipment mostly at industrial plants.
The FAST 5000 machines work like traditional vending machines, but with sophisticated access controls and reporting.
To receive a product, workers scan their identification cards or enter a code.
If their request is accepted, the transaction is completed and tracked by the system, which is connected to the Internet.
Users can also be prompted to enter pertinent data before vending, like a cost center or job number. That allows management to track usage accordingly.
Because the system is Internet-based, managers can go online to adjust access settings, monitor machine health, and view real-time inventory and usage data.
"They're just like any other vending machines," Pettit said. "It's basically the exact same thing."
Pettit said company policy would not allow him to say how many local companies are using the machines. But his store is responsible for installing and supplying the machines locally.
The machines are custom built to the customer's needs, and can also dispense items like drill bits, batteries andabrasives . The machines can also be used to dispense office supplies for non-industrial businesses.
"The safety products are the biggest things we're seeing now going into them because you've got to have safety products around," Pettit said. "Especially these bigger companies. They've got to have a wide variety of different gloves and things like that."
According to Fastenal, nearly 10 percent of Fortune 1,000 companies are using FAST 5000 vending machines.
"These things are going in all over the country," Pettit said. "The key thing to it is that everybody is trying to find ways to cut cost. We have these set up where everything runs off of consignment. Not only are you now freeing up your inventory, but your also paying as you go and your getting bulk pricing but you're taking profits individually."
When stock for an item runs low, the system sends an automated order to the local Fastenal store for replenishment, eliminating stock-outs and paperwork. And through the optional consignment plan, customers pay only for dispensed items, allowing them to remove inventory costs from their books.
"By providing a secure, 24/7 flow of supplies near the work area, it's helping organizations eliminate inventory costs, reclaim production hours, and cut product consumption -- in many cases, by 30 percent or more," Fastenal executive vice president of internal operations Cory Jansen said. "In today's economy, those savings can make the difference between profits versus losses, or hiring versus layoffs."
Fastenal sells industrial and construction supplies in more than 2,500 stores.
But how about safety glasses, fasteners, gloves or other types of industrial equipment? Thanks to Fastenal vending machines, employees at some Fairfield County businesses are doing just that.
"This was the original idea of the company back in 1967," Todd Pettit said. "The guy who started it all wanted to have vending for fasteners. Now here we are years later, and we're finally getting it implemented."
Pettit is the manager of the store at 2245 W. Fair Ave. He oversaw a move last week to that location from a building near the Goodwill store on West Fair Avenue.
The vending machines are called FAST 5000s and dispense supplies and equipment mostly at industrial plants.
The FAST 5000 machines work like traditional vending machines, but with sophisticated access controls and reporting.
To receive a product, workers scan their identification cards or enter a code.
If their request is accepted, the transaction is completed and tracked by the system, which is connected to the Internet.
Users can also be prompted to enter pertinent data before vending, like a cost center or job number. That allows management to track usage accordingly.
Because the system is Internet-based, managers can go online to adjust access settings, monitor machine health, and view real-time inventory and usage data.
"They're just like any other vending machines," Pettit said. "It's basically the exact same thing."
Pettit said company policy would not allow him to say how many local companies are using the machines. But his store is responsible for installing and supplying the machines locally.
The machines are custom built to the customer's needs, and can also dispense items like drill bits, batteries and
"The safety products are the biggest things we're seeing now going into them because you've got to have safety products around," Pettit said. "Especially these bigger companies. They've got to have a wide variety of different gloves and things like that."
According to Fastenal, nearly 10 percent of Fortune 1,000 companies are using FAST 5000 vending machines.
"These things are going in all over the country," Pettit said. "The key thing to it is that everybody is trying to find ways to cut cost. We have these set up where everything runs off of consignment. Not only are you now freeing up your inventory, but your also paying as you go and your getting bulk pricing but you're taking profits individually."
When stock for an item runs low, the system sends an automated order to the local Fastenal store for replenishment, eliminating stock-outs and paperwork. And through the optional consignment plan, customers pay only for dispensed items, allowing them to remove inventory costs from their books.
"By providing a secure, 24/7 flow of supplies near the work area, it's helping organizations eliminate inventory costs, reclaim production hours, and cut product consumption -- in many cases, by 30 percent or more," Fastenal executive vice president of internal operations Cory Jansen said. "In today's economy, those savings can make the difference between profits versus losses, or hiring versus layoffs."
Fastenal sells industrial and construction supplies in more than 2,500 stores.
2011年9月19日星期一
Kanoo Paint Centre conducts 1st training session on Autopaint
Kanoo Paint Centre (KPC), a division of the Ebrahim K. Kanoo Group - the largest automotive distributor in the Kingdom of Bahrain, organized a "hands on" product training session on basics of Autopaint for representatives of the Interior Ministry.
The event was the first of its kind training session held at a state of the art training centre located at the KPC premises in Salmabad. It was conducted by Mr. Paul F. Resurreccion, Training-In charge TBSC E.K. Kanoo, in presence of Mr. Michael Goode, Toyota/Lexus Service Division General Manager, and Mr. Ebrahim Akbar, Toyota/Lexus Senior Body & Paint Manager.
This specialized, fully equipped training centre is unique to the Kingdom of Bahrain as it is run by highly qualified and certified instructors, which facilitate the market needs to enhance and upgrade the skill level of Autopaint technicians in Bahrain.
KPC's 13 years of experience makes it the right choice when it comes to high quality automotive products such as automotive paints, abrasives, masking products, adhesives, paint application tools, polish products, health & safety products, and body & paint workshop consumables.
The event was the first of its kind training session held at a state of the art training centre located at the KPC premises in Salmabad. It was conducted by Mr. Paul F. Resurreccion, Training-In charge TBSC E.K. Kanoo, in presence of Mr. Michael Goode, Toyota/Lexus Service Division General Manager, and Mr. Ebrahim Akbar, Toyota/Lexus Senior Body & Paint Manager.
This specialized, fully equipped training centre is unique to the Kingdom of Bahrain as it is run by highly qualified and certified instructors, which facilitate the market needs to enhance and upgrade the skill level of Autopaint technicians in Bahrain.
KPC's 13 years of experience makes it the right choice when it comes to high quality automotive products such as automotive paints, abrasives, masking products, adhesives, paint application tools, polish products, health & safety products, and body & paint workshop consumables.
Quality Revolution Reduces Defects, Drives Sales Growth at 3M
Seven years ago, leaders in 3M’s abrasives business saw that customer complaints were on the rise and belt failures were the no. 1 cause. The organization’s sales representatives were spending 40% of their time handling complaints instead of pursuing sales activities. Customers suffered and the organization lost sales, which limited business growth and financial objectives. As one vice president declared, it was time for a quality revolution.
3M was founded more than a century ago with a single technology—abrasives , often called sandpaper. Since then, the organization has grown into a $25 billion diversified technology giant, serving customers in six market-focused businesses. The abrasives division is part of the industrial and transportation business and provides innovative products such as tapes, adhesives, coatings, and abrasives for industrial and transportation customers. The organization’s coated abrasives come in many converted forms such as portable belts, back stand belts, utility sheets, cartridge rolls, utility shop rolls and more.
As customers of 3M’sabrasives products provided feedback—frequently complaints—to the sales, customer service, and quality teams, the need for significant quality improvement was apparent. When the executive vice president of the industrial and transportation unit declared the need for a quality revolution, he noted, “To achieve our growth goals we need a step-change improvement in quality.” Strategic goals rolled down to every division, factory, and product line with annual targets. Soon thereafter, the abrasives division established the following goals:
Specifically, the business unit initiated an improvement project to reduce belt DPPM from 12,000 to 500. To spearhead this work, theAbrasives Belt Fabrication Improvement Team was chartered in 2003.
All participants on the team are ASQ members by virtue of 3M’s ASQ Site membership for its Maplewood, MN, facility. Joe Pribyl, theabrasives quality manager, served as a coach for the improvement team.
The project worked to create value by providing more robust products that would perform better and longer to increase customers’ productivity. This coincides with 3M’s corporate goal: “Growth through customer success by building value for our customers.”
Prior to implementing the final solutions, several modifications were necessary. For example, with the Top-200, changes were made to products and standards, special handling procedures such as using new splice tape, and operator training. On the Lean Six Sigma side, typical changes included equipment upgrades as well as process, product, and documentation updates. This team project created several positive intangible and tangible results.
A key result of the Top-200 and Lean Six Sigma efforts is that 3M reduced its DPPM from 12,000 to just 475 in seven years. Not surprisingly, customer complaints dropped by 90% in the corresponding timeframe and the business realized the benefits of customer satisfaction, loyalty, andabrasives sales growth of 54% . By driving the bel ported the quality revolution by meeting defect reduction, cost of poor quality, and complaint response time goals.
3M sustains the process changes through its ISO 9001 procedures, which require audits, documentation, quality metrics, corrective actions, and management reviews. The team developed extensive control plans for both Top-200 and Lean Six Sigma projects. These plans, along with documentation, audits, and frequent training, continue to sustain 3M’s quality improvements over time. Several quality and business metrics are charted and monitored through plant dashboards for any statistical shifts that may warrant attention. In addition, external and internal feedback data are gathered through satisfaction and loyalty surveys and monitored to ensure that changes are delivering the expected results and continue to align with the organization’s goals and strategies. Team members report that the Top-200 process is now a way of life at 3M. The organization follows up with all critical accounts by conducting a trial production order and a tech service customer visit to ensure that 3M products meet the customer’s requirements.
Another benefit from this project was improved product and process understanding (PPU), notes Pribyl. He explains that PPU is the organization’s comprehensive quality improvement methodology linking voice of the customer data back through tests, product specifications, processes, procedures, and raw materials. “By truly understanding the science and technology behind our products and processes, we can control critical variables and deliver consistent products to our customers,” says Pribyl, an ASQ certified quality manager.
3M was founded more than a century ago with a single technology—
As customers of 3M’s
Specifically, the business unit initiated an improvement project to reduce belt DPPM from 12,000 to 500. To spearhead this work, the
All participants on the team are ASQ members by virtue of 3M’s ASQ Site membership for its Maplewood, MN, facility. Joe Pribyl, the
The project worked to create value by providing more robust products that would perform better and longer to increase customers’ productivity. This coincides with 3M’s corporate goal: “Growth through customer success by building value for our customers.”
Prior to implementing the final solutions, several modifications were necessary. For example, with the Top-200, changes were made to products and standards, special handling procedures such as using new splice tape, and operator training. On the Lean Six Sigma side, typical changes included equipment upgrades as well as process, product, and documentation updates. This team project created several positive intangible and tangible results.
A key result of the Top-200 and Lean Six Sigma efforts is that 3M reduced its DPPM from 12,000 to just 475 in seven years. Not surprisingly, customer complaints dropped by 90% in the corresponding timeframe and the business realized the benefits of customer satisfaction, loyalty, and
3M sustains the process changes through its ISO 9001 procedures, which require audits, documentation, quality metrics, corrective actions, and management reviews. The team developed extensive control plans for both Top-200 and Lean Six Sigma projects. These plans, along with documentation, audits, and frequent training, continue to sustain 3M’s quality improvements over time. Several quality and business metrics are charted and monitored through plant dashboards for any statistical shifts that may warrant attention. In addition, external and internal feedback data are gathered through satisfaction and loyalty surveys and monitored to ensure that changes are delivering the expected results and continue to align with the organization’s goals and strategies. Team members report that the Top-200 process is now a way of life at 3M. The organization follows up with all critical accounts by conducting a trial production order and a tech service customer visit to ensure that 3M products meet the customer’s requirements.
Another benefit from this project was improved product and process understanding (PPU), notes Pribyl. He explains that PPU is the organization’s comprehensive quality improvement methodology linking voice of the customer data back through tests, product specifications, processes, procedures, and raw materials. “By truly understanding the science and technology behind our products and processes, we can control critical variables and deliver consistent products to our customers,” says Pribyl, an ASQ certified quality manager.
2011年9月18日星期日
His biggest job yet
John Crowe poses for a picture in Norton Hall, an imposing meeting room decorated with murals depicting industrial scenes and wedged into a brick building on the Saint-Gobain campus.
Painted across the wall above his head are the names of people who worked for the former Norton Co. for at least 25 years. So many people have logged long careers at the industrial company, which was acquired by France’s Compagnie de Saint-Gobain in 1990, that the painters long ago ran out of space. New names go into oversize books.
That’s where you’ll find the listing for Mr. Crowe, 57, hired in 1978 by Norton as a process engineer and now the new president and chief executive of Saint-Gobain’s North American business, Saint-Gobain Corp., and its building materials subsidiary, CertainTeed Corp.
He is the first American to run Saint-Gobain Corp., and it is his biggest job yet. Saint-Gobain runs more than 254 sites in North America with about 19,000 employees; 2010 sales were about $7.3 billion. CertainTeed employs more than 6,000 and posted $3 billion in sales in 2010.
“I’ve been drinking from a fire hose for the past 10 days,” Mr. Crowe said in an interview after assuming his new job.
An international producer of industrial materials, Saint-Gobain is known mostly for manufacturing building materials. The company also makes abrasives, ceramics and glass containers and jars for food and beverages. Saint-Gobain posted 2010 worldwide sales of about 40 billion euros, or about $55.5 billion at current conversion rates.
In Worcester, the company employs about 1,400 people in abrasives, ceramics and performance plastics.
About 400 work at the company’s research and development center in Northboro, Saint-Gobain’s largest research center worldwide. Other area sites include a Verallia glass plant in Milford.
Mr. Crowe became president of Saint-Gobain’s fluid systems division in 2002 and president of the bearing and seal technology division in 2003. He was named president of performance plastics in 2004 and president of abrasives in 2008.
Mr. Crowe takes over North American duties from Gilles Colas, who is returning to Saint-Gobain’s Paris headquarters as senior vice president of global strategic developments. He takes over CertainTeed from Peter Dachowski, who retired.
In a statement announcing Mr. Crowe’s appointment, Compagnie de Saint-Gobain Chairman and Chief Executive Pierre-Andre de Chalendar emphasized innovation.
“His appointment underscores Saint-Gobain’s focus on leveraging its innovation and technical expertise to develop products and solutions that change the way we think about built environments,” he said.
Mr. Crowe said he hopes to connect Saint-Gobain’s Northboro research to CertainTeed opportunities.
“I think part of my challenge going forward is taking that passion for innovation and keep pushing it into building materials,” he said.
Dennis J. Baker, retired senior vice president of human resources with Saint-Gobain in Worcester, sat on the executive committee that tapped Mr. Crowe to run the abrasives business worldwide and said a background in research and innovation is just one of the things that made Mr. Crowe an appealing executive.
“He’s got a very good business mind,” Mr. Baker said. “He’s got the kind of personality — it’s very easy to work with him. He’s very balanced. He’s not quick to make judgments. He assesses things.”
In addition to focusing on innovation in his new job, Mr. Crowe said he wants to grow Saint-Gobain’s business, either through acquisitions or investments, and make sure the company builds its work force regularly with new hires and develop the talent of workers. He also wants to raise the profile of Saint-Gobain.
“We’re not as well known as we should be, as I would like,” he said.
A native of Queens, N.Y., Mr. Crowe is the father of two grown children. His wife works part-time as a nurse for UMass Memorial Health Care. He intends to keep his home in Massachusetts, but get an apartment in Philadelphia so he can work out of Saint-Gobain’s U.S. headquarters in Valley Forge, Pa.
In addition to leading Saint-Gobain Corp., Mr. Crowe is also president of the Saint-Gobain Foundation, an entity that donates about $1 million in the Worcester area annually.
He recently participated in a Worcester YouthBuild community day project renovating a three-family home on Hollis Street that is owned by the Main South Community Development Corp., said Lin Ormondroyd, vice president of development and public relations for nonprofit Training Resources of America in Worcester, which runs the YouthBuild job training program. She called Mr. Crowe an “ardent supporter of Worcester YouthBuild.”
Richard B. Kennedy, president and chief executive of the Worcester Regional Chamber of Commerce, also said Mr. Crowe’s appointment is positive for Worcester, which is already the company’s abrasives business headquarters.
“John will work in Valley Forge, but he will live here,” Mr. Kennedy said. This “is nothing but a plus for this community and the company.”
Painted across the wall above his head are the names of people who worked for the former Norton Co. for at least 25 years. So many people have logged long careers at the industrial company, which was acquired by France’s Compagnie de Saint-Gobain in 1990, that the painters long ago ran out of space. New names go into oversize books.
That’s where you’ll find the listing for Mr. Crowe, 57, hired in 1978 by Norton as a process engineer and now the new president and chief executive of Saint-Gobain’s North American business, Saint-Gobain Corp., and its building materials subsidiary, CertainTeed Corp.
He is the first American to run Saint-Gobain Corp., and it is his biggest job yet. Saint-Gobain runs more than 254 sites in North America with about 19,000 employees; 2010 sales were about $7.3 billion. CertainTeed employs more than 6,000 and posted $3 billion in sales in 2010.
“I’ve been drinking from a fire hose for the past 10 days,” Mr. Crowe said in an interview after assuming his new job.
An international producer of industrial materials, Saint-Gobain is known mostly for manufacturing building materials. The company also makes abrasives, ceramics and glass containers and jars for food and beverages. Saint-Gobain posted 2010 worldwide sales of about 40 billion euros, or about $55.5 billion at current conversion rates.
In Worcester, the company employs about 1,400 people in abrasives, ceramics and performance plastics.
About 400 work at the company’s research and development center in Northboro, Saint-Gobain’s largest research center worldwide. Other area sites include a Verallia glass plant in Milford.
Mr. Crowe became president of Saint-Gobain’s fluid systems division in 2002 and president of the bearing and seal technology division in 2003. He was named president of performance plastics in 2004 and president of abrasives in 2008.
Mr. Crowe takes over North American duties from Gilles Colas, who is returning to Saint-Gobain’s Paris headquarters as senior vice president of global strategic developments. He takes over CertainTeed from Peter Dachowski, who retired.
In a statement announcing Mr. Crowe’s appointment, Compagnie de Saint-Gobain Chairman and Chief Executive Pierre-Andre de Chalendar emphasized innovation.
“His appointment underscores Saint-Gobain’s focus on leveraging its innovation and technical expertise to develop products and solutions that change the way we think about built environments,” he said.
Mr. Crowe said he hopes to connect Saint-Gobain’s Northboro research to CertainTeed opportunities.
“I think part of my challenge going forward is taking that passion for innovation and keep pushing it into building materials,” he said.
Dennis J. Baker, retired senior vice president of human resources with Saint-Gobain in Worcester, sat on the executive committee that tapped Mr. Crowe to run the abrasives business worldwide and said a background in research and innovation is just one of the things that made Mr. Crowe an appealing executive.
“He’s got a very good business mind,” Mr. Baker said. “He’s got the kind of personality — it’s very easy to work with him. He’s very balanced. He’s not quick to make judgments. He assesses things.”
In addition to focusing on innovation in his new job, Mr. Crowe said he wants to grow Saint-Gobain’s business, either through acquisitions or investments, and make sure the company builds its work force regularly with new hires and develop the talent of workers. He also wants to raise the profile of Saint-Gobain.
“We’re not as well known as we should be, as I would like,” he said.
A native of Queens, N.Y., Mr. Crowe is the father of two grown children. His wife works part-time as a nurse for UMass Memorial Health Care. He intends to keep his home in Massachusetts, but get an apartment in Philadelphia so he can work out of Saint-Gobain’s U.S. headquarters in Valley Forge, Pa.
In addition to leading Saint-Gobain Corp., Mr. Crowe is also president of the Saint-Gobain Foundation, an entity that donates about $1 million in the Worcester area annually.
He recently participated in a Worcester YouthBuild community day project renovating a three-family home on Hollis Street that is owned by the Main South Community Development Corp., said Lin Ormondroyd, vice president of development and public relations for nonprofit Training Resources of America in Worcester, which runs the YouthBuild job training program. She called Mr. Crowe an “ardent supporter of Worcester YouthBuild.”
Richard B. Kennedy, president and chief executive of the Worcester Regional Chamber of Commerce, also said Mr. Crowe’s appointment is positive for Worcester, which is already the company’s abrasives business headquarters.
“John will work in Valley Forge, but he will live here,” Mr. Kennedy said. This “is nothing but a plus for this community and the company.”
2011年9月15日星期四
GRCC presents volunteer resource fair | Briefs
Approximately 50 nonprofit and community organizations will be available to provide information on volunteering opportunities. A panel of volunteer experts will be on hand to provide key points and answer audience questions on volunteering.
John Crowe recently was appointed president and CEO of Saint-Gobain Corp., a company with ties to Auburn, where it employs many people at its business unit Vetrotech. He also will serve in the same capacity at CertainTeed Corp., the largest North American subsidiary of Saint-Gobain.
Saint-Gobain is one of the the world's largest building materials company, as well as a global leader in the production of high-performance materials and glass containers.
For 30 years, Crowe has served in a wide range of leadership positions within Saint-Gobain group, including president of the Saint-Gobain Performance Plastics and Saint-Gobain Crystals. He most recently served as president of Saint-Gobain's global abrasives business, with responsibility for more than 13,000 employees and 75 manufacturing facilities in 24 countries.
In Washington State, Saint-Gobain has nearly 700 employees; overall the company employs 19,000 people in 265 locations across the United States and Canada.
• Proving once again its commitment to helping Washington homeowners avoid foreclosure, the Attorney General's Office this week provided an additional $550,000 to provide free housing counseling to distressed homeowners.
"Housing counselors are lifelines for borrowers on the brink of losing their homes," McKenna said. "The work of these counselors is important because preventing foreclosures – and stabilizing home values – is key to helping kick-start our economy."
McKenna spoke from the offices of the Homeownership Resource Center in Shoreline, where thousands of calls come in every month from borrowers struggling to keep their homes.
John Crowe recently was appointed president and CEO of Saint-Gobain Corp., a company with ties to Auburn, where it employs many people at its business unit Vetrotech. He also will serve in the same capacity at CertainTeed Corp., the largest North American subsidiary of Saint-Gobain.
Saint-Gobain is one of the the world's largest building materials company, as well as a global leader in the production of high-performance materials and glass containers.
For 30 years, Crowe has served in a wide range of leadership positions within Saint-Gobain group, including president of the Saint-Gobain Performance Plastics and Saint-Gobain Crystals. He most recently served as president of Saint-Gobain's global abrasives business, with responsibility for more than 13,000 employees and 75 manufacturing facilities in 24 countries.
In Washington State, Saint-Gobain has nearly 700 employees; overall the company employs 19,000 people in 265 locations across the United States and Canada.
• Proving once again its commitment to helping Washington homeowners avoid foreclosure, the Attorney General's Office this week provided an additional $550,000 to provide free housing counseling to distressed homeowners.
"Housing counselors are lifelines for borrowers on the brink of losing their homes," McKenna said. "The work of these counselors is important because preventing foreclosures – and stabilizing home values – is key to helping kick-start our economy."
McKenna spoke from the offices of the Homeownership Resource Center in Shoreline, where thousands of calls come in every month from borrowers struggling to keep their homes.
2011年9月14日星期三
Edmonton's waste-management systems turn trash into cash
There aren’t many gold coins hidden among the ripped T-shirts, rotten eggs, broken plywood and other junk people throw away, but sorting, selling, composting and recycling the useful bits is expected to put more than $6.4 million into city coffers this year.
While that’s a fraction of the $145-million budget to run Edmonton’s waste-management system, the money helps offset the cost of a fee-based utility operated without property taxes.
“If not for these revenue sources, the money would have to be recovered from the monthly fees, so they would be higher,” says Bud Latta, director of processing and disposal for waste management services.
The biggest money-spinner for local garbage gurus is selling the paper, glass, plastic, metal and other recyclable items that pass through the materials recovery facility in Clover Bar.
The facility is run for a per-tonne fee by Waste Management of Canada, which markets the cleaned and sorted products nationally and internationally.
While these sales are budgeted to bring in $4.4 million in 2011 — one-quarter of that amount goes to Waste Management — the market fluctuates drastically, says Jim Schubert, general supervisor of conversion technologies.
“The recession hit everybody, including us, in a big way. Back in 2009 … that $4.4 million was $1.9 million,” he says.
“The recycling markets didn’t need all this recycling stuff, so they paid virtually nothing for it. For old high-grade newspaper, we (now) get $130 a tonne, but for a short time we had to pay companies to take it.”
Paper and cardboard make up about 85 per cent of the roughly 50,000 tonnes of material processed annually, Schubert says.
“Newspaper is about 70 per cent of the incoming stream. We couldn’t store it. Within a week’s time, our facility (would be) full of newspaper.”
Aluminum, which accounts for less than one per cent of the recycling waste, has taken an even bigger jump, to about $1,000 a tonne from virtually worthless two years ago.
Used paper and metal aren’t the only products people want to buy. About 30,000 tonnes of rich black dirt pumped out by the composter composter is expected to sell for $750,000 this year.
Although most of that goes out by the truckload to such customers as farmers, landscapers and reclamation companies, individual 30-litre bags of Second Nature brand are being test-marketed at several garden stores, Latta says.
A major new recycling focus is the mixed construction and demolition waste processing operation, scheduled to open by the end of the month.
Jumbled loads of concrete and asphalt, lumber and tree branches, shingles, drywall, cardboard and carpet mainly now wind up in the landfill.
But a $4.3-million plant at the waste management centre will soon be able to shake, blow, and mechanically or manually separate mounds of junk sent from construction sites so it can be reused.
Wood, the largest category, is ground up to add bulk and carbon to composting sewage sludge; crushed concrete is a good road base, and cardboard is an ingredient in shingles made by an Edmonton company.
“One of the big factors for us in making this a profitable operation is being able to divert as much material as possible from landfill,” Latta says.
The goal is to double the amount of mixed construction and demolition waste they receive to 85,000 tonnes annually by 2014, creating a profit of $1.4 million.
Approximately 90 per cent of that year’s anticipated $6.3 million revenue from the plan will be tipping fees, or the charge to drop off waste.
The remaining revenue is actually savings from using this processed material in various city operations rather than buying it from outside sources.
Although the province backed away from laws forcing builders to recycle much of their debris, this market is expected to grow as local landfills close, disposal fees rise and companies pay more attention to green issues, a city report says.
“There’s quite an appetite in the industry … in being able to recycle some of their waste stream,” Latta says.
“Even though the legislation went away, we decided to go ahead anyway. We believe there’s enough (material).”
The city has also started hauling commercial waste.
Edmonton’s focus on reducing the amount of junk stuck in the ground produces more benefits than saving money and helping the environment — Capital Power will pay about $2.3 million in 2011 through the provincial carbon offset credit program.
Composting will save 93,000 tonnes of greenhouse gases that would otherwise be produced by garbage rotting in a landfill, while wells will collect the equivalent of 180,000 tonnes of carbon dioxide at the closed Clover Bar site.
The captured methane fuels Capital Power’s nearby 4.8-megawatt generating station, producing enough electricity for 4,600 homes annually.
At the same time, Edmonton is one of six partners in the Edmonton Waste Management Centre of Excellence, which provides experts and research space in the field of solid waste and sewage.
About half the non-profit organization’s $6 million in annual revenue comes from providing professional services, executive manager Daryl McCartney says.
“You can’t do it for free. Someone has to pay for it … we need revenue, there’s no doubt.”
Their services involve research, technology development, education and training, and consulting.
Projects range from a company that flew over the landfill with a helicopter to test a device for measuring escaping methane, to a client developing equipment to dry sewage sludge, McCartney says.
“Researchers will come back to us because they need access to the waste water or the solid waste.”
They set up a four-day training program for Mongolian municipal managers and facility operators, taught Nunavut municipal landfill operators about handling hazardous waste and worked for Calgary, Red Deer and Winnipeg.
The other half of their revenue comes from Edmonton’s winter street sand recycling program, which cleans and reuses almost 90 per cent of the abrasives swept up by the city each spring.
This effort saves taxpayers an estimated $5 million a year through reduced truck travel and sand purchases, as well as by reducing what goes to the landfill.
Clover Bar is also home to the Global Electric and Electronic Processing Inc. (GEEP) facility, which annually handles more than 30,000 tonnes of old computers, televisions and other electronic waste for recycling.
The company is expected to provide the city with $173,000 in lease and other revenue this year.
Greys Paper Recycling Industries Ltd. is building a domed facility in the area to recycle office paper and glass, projected to give the city about $600,000 in revenue when it starts operating in 2012.
In the decades when the 233-hectare waste management centre was mainly a landfill, it had only about 30 employees, Jim Schubert says.
Approximately 300 people in various operations have positions there today, and that workforce could climb as high as 450 once new facilities come on stream, he says.
“Doing something with waste does definitely generate jobs, from engineers to mechanics … it’s not just low-end jobs.”
While that’s a fraction of the $145-million budget to run Edmonton’s waste-management system, the money helps offset the cost of a fee-based utility operated without property taxes.
“If not for these revenue sources, the money would have to be recovered from the monthly fees, so they would be higher,” says Bud Latta, director of processing and disposal for waste management services.
The biggest money-spinner for local garbage gurus is selling the paper, glass, plastic, metal and other recyclable items that pass through the materials recovery facility in Clover Bar.
The facility is run for a per-tonne fee by Waste Management of Canada, which markets the cleaned and sorted products nationally and internationally.
While these sales are budgeted to bring in $4.4 million in 2011 — one-quarter of that amount goes to Waste Management — the market fluctuates drastically, says Jim Schubert, general supervisor of conversion technologies.
“The recession hit everybody, including us, in a big way. Back in 2009 … that $4.4 million was $1.9 million,” he says.
“The recycling markets didn’t need all this recycling stuff, so they paid virtually nothing for it. For old high-grade newspaper, we (now) get $130 a tonne, but for a short time we had to pay companies to take it.”
Paper and cardboard make up about 85 per cent of the roughly 50,000 tonnes of material processed annually, Schubert says.
“Newspaper is about 70 per cent of the incoming stream. We couldn’t store it. Within a week’s time, our facility (would be) full of newspaper.”
Aluminum, which accounts for less than one per cent of the recycling waste, has taken an even bigger jump, to about $1,000 a tonne from virtually worthless two years ago.
Used paper and metal aren’t the only products people want to buy. About 30,000 tonnes of rich black dirt pumped out by the composter composter is expected to sell for $750,000 this year.
Although most of that goes out by the truckload to such customers as farmers, landscapers and reclamation companies, individual 30-litre bags of Second Nature brand are being test-marketed at several garden stores, Latta says.
A major new recycling focus is the mixed construction and demolition waste processing operation, scheduled to open by the end of the month.
Jumbled loads of concrete and asphalt, lumber and tree branches, shingles, drywall, cardboard and carpet mainly now wind up in the landfill.
But a $4.3-million plant at the waste management centre will soon be able to shake, blow, and mechanically or manually separate mounds of junk sent from construction sites so it can be reused.
Wood, the largest category, is ground up to add bulk and carbon to composting sewage sludge; crushed concrete is a good road base, and cardboard is an ingredient in shingles made by an Edmonton company.
“One of the big factors for us in making this a profitable operation is being able to divert as much material as possible from landfill,” Latta says.
The goal is to double the amount of mixed construction and demolition waste they receive to 85,000 tonnes annually by 2014, creating a profit of $1.4 million.
Approximately 90 per cent of that year’s anticipated $6.3 million revenue from the plan will be tipping fees, or the charge to drop off waste.
The remaining revenue is actually savings from using this processed material in various city operations rather than buying it from outside sources.
Although the province backed away from laws forcing builders to recycle much of their debris, this market is expected to grow as local landfills close, disposal fees rise and companies pay more attention to green issues, a city report says.
“There’s quite an appetite in the industry … in being able to recycle some of their waste stream,” Latta says.
“Even though the legislation went away, we decided to go ahead anyway. We believe there’s enough (material).”
The city has also started hauling commercial waste.
Edmonton’s focus on reducing the amount of junk stuck in the ground produces more benefits than saving money and helping the environment — Capital Power will pay about $2.3 million in 2011 through the provincial carbon offset credit program.
Composting will save 93,000 tonnes of greenhouse gases that would otherwise be produced by garbage rotting in a landfill, while wells will collect the equivalent of 180,000 tonnes of carbon dioxide at the closed Clover Bar site.
The captured methane fuels Capital Power’s nearby 4.8-megawatt generating station, producing enough electricity for 4,600 homes annually.
At the same time, Edmonton is one of six partners in the Edmonton Waste Management Centre of Excellence, which provides experts and research space in the field of solid waste and sewage.
About half the non-profit organization’s $6 million in annual revenue comes from providing professional services, executive manager Daryl McCartney says.
“You can’t do it for free. Someone has to pay for it … we need revenue, there’s no doubt.”
Their services involve research, technology development, education and training, and consulting.
Projects range from a company that flew over the landfill with a helicopter to test a device for measuring escaping methane, to a client developing equipment to dry sewage sludge, McCartney says.
“Researchers will come back to us because they need access to the waste water or the solid waste.”
They set up a four-day training program for Mongolian municipal managers and facility operators, taught Nunavut municipal landfill operators about handling hazardous waste and worked for Calgary, Red Deer and Winnipeg.
The other half of their revenue comes from Edmonton’s winter street sand recycling program, which cleans and reuses almost 90 per cent of the abrasives swept up by the city each spring.
This effort saves taxpayers an estimated $5 million a year through reduced truck travel and sand purchases, as well as by reducing what goes to the landfill.
Clover Bar is also home to the Global Electric and Electronic Processing Inc. (GEEP) facility, which annually handles more than 30,000 tonnes of old computers, televisions and other electronic waste for recycling.
The company is expected to provide the city with $173,000 in lease and other revenue this year.
Greys Paper Recycling Industries Ltd. is building a domed facility in the area to recycle office paper and glass, projected to give the city about $600,000 in revenue when it starts operating in 2012.
In the decades when the 233-hectare waste management centre was mainly a landfill, it had only about 30 employees, Jim Schubert says.
Approximately 300 people in various operations have positions there today, and that workforce could climb as high as 450 once new facilities come on stream, he says.
“Doing something with waste does definitely generate jobs, from engineers to mechanics … it’s not just low-end jobs.”
2011年9月13日星期二
Into the Grasp of the Starving Dead
The EP was recorded in 2010, the same year Cryptborn emerged, and first saw light in cassette form via Detest Records a couple of months back. The quintet of American vocalist ChristButcher, bassist Jani Nupponen, guitarists Ville Markkanen and K.L., plus drummer AtomosM are not exactly newcomers, the first three having released their creative and wanton skills in blackened death band Maveth together. That already existing understanding is a big factor to the obvious fluidity and tightness of the band.
Into the Grasp of the Starving Dead is a dirty, lingering animal, its fetid sound invading every pore as it consumes each of the senses like an aural plague. Opening track and intro “A Feast for the Grave (intro)” invades with a slow predatory crawl, its suffocating dirge oppressive and invasive. It is a challenging beginning leading into the release’s more paced and aggressive mass, all coated in intimidation and flesh stripping power. There is, behind the intensity, a sludge crawl on each track, a noxious blanket of weight on which slightly healthier riffs and tempos play, as on the hel’ls pit decomposition of “Gift of Rotten Flesh” and crushing Swedish death metal sourced title track “In the Grasp of the Starving Dead”.
Vocally ChristButcher digs deep within himself to bring a guttural delivery blacker than hell, his demonic voice in balance with the darkness of Cryptborn’s sound; you can almost visualise his eyes glowing red as he casts his bile-drenched, devil-spawned tones upon each track, and is especially effective and demonic on “Rotten Gates of Heaven”. Alongside him the guitars drive relentlessly and deeply into the ear thoughout, stripping layers away as they drill deeper and deeper, a noisome intrusion that brings relief as they stop, but emptiness at the loss of their eager violation too. The abrasive scathing sounds a treat as much as they are a violent intrusion.
Within Into the Grasp of the Starving Dead there are sounds and flavours that bring distinct references to the likes of Grave, Entombed, and Dismember and all who kneel down to the altar of old school death metal will eagerly consume the creations that Cryptborn bring forth on their EP. The EP is a little short of touching a release of the year tag, and is not without a few things that bring its overall quality down a touch. Originality is not at its height for starters, but for skill and intent it ranks highly. It’s just that up against recent releases, like the album from label mates Goreaphobia, that spark to make it standout is diminished. Production wise, too, there is a negative in that the drums and bass are often indistinct within the wall of sound. You know they are there, can sense and hear them, but without a clarity to hear the skills and creativity the musicians bring. They are both more often than not lost in the overall wave of oppression.
Into the Grasp of the Starving Dead is a dirty, lingering animal, its fetid sound invading every pore as it consumes each of the senses like an aural plague. Opening track and intro “A Feast for the Grave (intro)” invades with a slow predatory crawl, its suffocating dirge oppressive and invasive. It is a challenging beginning leading into the release’s more paced and aggressive mass, all coated in intimidation and flesh stripping power. There is, behind the intensity, a sludge crawl on each track, a noxious blanket of weight on which slightly healthier riffs and tempos play, as on the hel’ls pit decomposition of “Gift of Rotten Flesh” and crushing Swedish death metal sourced title track “In the Grasp of the Starving Dead”.
Vocally ChristButcher digs deep within himself to bring a guttural delivery blacker than hell, his demonic voice in balance with the darkness of Cryptborn’s sound; you can almost visualise his eyes glowing red as he casts his bile-drenched, devil-spawned tones upon each track, and is especially effective and demonic on “Rotten Gates of Heaven”. Alongside him the guitars drive relentlessly and deeply into the ear thoughout, stripping layers away as they drill deeper and deeper, a noisome intrusion that brings relief as they stop, but emptiness at the loss of their eager violation too. The abrasive scathing sounds a treat as much as they are a violent intrusion.
Within Into the Grasp of the Starving Dead there are sounds and flavours that bring distinct references to the likes of Grave, Entombed, and Dismember and all who kneel down to the altar of old school death metal will eagerly consume the creations that Cryptborn bring forth on their EP. The EP is a little short of touching a release of the year tag, and is not without a few things that bring its overall quality down a touch. Originality is not at its height for starters, but for skill and intent it ranks highly. It’s just that up against recent releases, like the album from label mates Goreaphobia, that spark to make it standout is diminished. Production wise, too, there is a negative in that the drums and bass are often indistinct within the wall of sound. You know they are there, can sense and hear them, but without a clarity to hear the skills and creativity the musicians bring. They are both more often than not lost in the overall wave of oppression.
2011年9月12日星期一
Say goodbye to pesky pores
When it comes to skin pore size, the rule of thumb is, 'the smaller the better'. This keeps your skin looking tighter and younger. When pores are tighter, light reflects better. You get an overall appearance of vitality, youthfulness, and health.
"You might think that those with dry skin wouldn't have to deal with open pores but unfortunately that's not the case," says cosmetologist Dr Jamuna Pai. Though people with normal and dry skin tend to have smaller pores than those with an oily or combination complexion, they may still be susceptible to certain pore problems. Dry skin and clogged pores tend to go together. "Close attention to your skin care routine, and perhaps changing the products you use, may help unblock your pores and make your skin less dry," she adds.
People with oily skin have over-active sebaceous glands (oil glands). These produce natural oil (sebum) in most parts of the body, not the palms or soles, but on the face, neck, chest, and back. Of these areas, the nose and cheek are the most affected, followed by the chin and forehead. Some people naturally produce more oil than others and some triggers increase the production of oil. "The constant oozing of oil, as well as the clogging of the pores with hardened oil, leads to loss of elasticity of the pores over a period of time which ultimately leads to open pores," says beauty expert Shahnaz Hussain. "This is how women with open pores end up looking pale and coarse," she adds.
A woman usually undergoes hormonal changes in the body during puberty, pregnancy and menopause. This is the time when the pores can get enlarged. Skin type can change with age, or as a result of environmental factors, genetics, nutrition, stress, or other complications related to health conditions. If you're genetically pre-disposed to open pores, adhere to a skin care routine as a precaution to reduce appearance of pores rather than waiting for them to get enlarged and then opting for corrective treatments.
Clean, healthy pores are essential for a healthy skin. Dirt and oil on your face collect around your pores like debris around a storm drain. When those pores get clogged, it creates a pile-up of oil and dead skin cells in the follicle. Soon, bacteria make their way to the blockage, and the growth in bacteria causes inflammation further leading to acne. Mature skin with 'open-pore look' needs exfoliation of different kinds to smoothen the skin surface.
Do not pick or squeeze pimples as this will only spread the infection making you look worse.
Avoid using harshabrasives and soap on your face. It can aggravate skin pore enlargement and lead to more acne.
Keep your face free of excess oils as it keeps your pores clean and healthy.
Use cleansers and toners that are mild and enriched with AHAS (Alpha Hyrdoxy acids). They help keep the acid mantle undisturbed whilst at the same time doesn't make your skin look shiny.
Use exfoliating agents such as a topical retinoid to remove any excess dead skin cells that accumulate around the pore.
Protect your skin from the sun as it will reduce the enlargement and clogging of pores.
Rub a block of ice on the affected area as it helps in decreasing the pore size.
The presence of oil and dirt in the pores make it more obvious. Hence, exfoliate your skin to keep these culprits at bay.
Always remember to wash off the m
"You might think that those with dry skin wouldn't have to deal with open pores but unfortunately that's not the case," says cosmetologist Dr Jamuna Pai. Though people with normal and dry skin tend to have smaller pores than those with an oily or combination complexion, they may still be susceptible to certain pore problems. Dry skin and clogged pores tend to go together. "Close attention to your skin care routine, and perhaps changing the products you use, may help unblock your pores and make your skin less dry," she adds.
People with oily skin have over-active sebaceous glands (oil glands). These produce natural oil (sebum) in most parts of the body, not the palms or soles, but on the face, neck, chest, and back. Of these areas, the nose and cheek are the most affected, followed by the chin and forehead. Some people naturally produce more oil than others and some triggers increase the production of oil. "The constant oozing of oil, as well as the clogging of the pores with hardened oil, leads to loss of elasticity of the pores over a period of time which ultimately leads to open pores," says beauty expert Shahnaz Hussain. "This is how women with open pores end up looking pale and coarse," she adds.
A woman usually undergoes hormonal changes in the body during puberty, pregnancy and menopause. This is the time when the pores can get enlarged. Skin type can change with age, or as a result of environmental factors, genetics, nutrition, stress, or other complications related to health conditions. If you're genetically pre-disposed to open pores, adhere to a skin care routine as a precaution to reduce appearance of pores rather than waiting for them to get enlarged and then opting for corrective treatments.
Clean, healthy pores are essential for a healthy skin. Dirt and oil on your face collect around your pores like debris around a storm drain. When those pores get clogged, it creates a pile-up of oil and dead skin cells in the follicle. Soon, bacteria make their way to the blockage, and the growth in bacteria causes inflammation further leading to acne. Mature skin with 'open-pore look' needs exfoliation of different kinds to smoothen the skin surface.
Do not pick or squeeze pimples as this will only spread the infection making you look worse.
Avoid using harsh
Keep your face free of excess oils as it keeps your pores clean and healthy.
Use cleansers and toners that are mild and enriched with AHAS (Alpha Hyrdoxy acids). They help keep the acid mantle undisturbed whilst at the same time doesn't make your skin look shiny.
Use exfoliating agents such as a topical retinoid to remove any excess dead skin cells that accumulate around the pore.
Protect your skin from the sun as it will reduce the enlargement and clogging of pores.
Rub a block of ice on the affected area as it helps in decreasing the pore size.
The presence of oil and dirt in the pores make it more obvious. Hence, exfoliate your skin to keep these culprits at bay.
Always remember to wash off the m
2011年9月8日星期四
Judge orders Millbury caregiver to repay stolen money
A Millbury woman charged with stealing more than $100,000 from a developmentally disabled victim was placed on probation and ordered to pay back the money after pleading guilty yesterday.
Dawn Orcutt, 52, of 3 Lake St., Millbury, was placed on probation for 10 years and ordered to pay $110,000 in restitution, $20,000 of it by today, after pleading guilty in Worcester Superior Court to a charge of larceny of more than $250 by a single scheme from a disabled person. As a condition of probation, Judge James R. Lemire ordered Ms. Orcutt to pay the balance of the restitution at a rate of $750 a month.
Prosecutors said Ms. Orcutt had served as a caretaker for the victim’s mother before her death in 2006 and befriended the victim, a mentally disabled West Boylston woman in her 50s, after her mother died. Assistant District Attorney John A. O’Leary said Ms. Orcutt persuaded the victim, who works at Saint-Gobain Abrasives in Worcester, to withdraw more than $100,000 from her 401(k) retirement account and stole the money over a period of several months, beginning in February 2006.
Mr. O’Leary said Ms. Orcutt told state police investigators she occasionally used the victim’s ATM card without her consent and also related that she sometimes used money withdrawn by the woman from her bank account, in amounts ranging from $2,000 to $17,000, to help her practice her counting.
Mr. O’Leary said Ms. Orcutt used some of the money she stole to pay her mortgage and bills and to buy computers for her children.
The thefts came to light after the victim noticed she was receiving less money in her paycheck and was told the change was because of a penalty she had to pay for the early withdrawal from her 401(k), according to the prosecutor.
Citing “the cruelty exhibited by the defendant and the fact that the thefts occurred “under the guise of friendship,” Mr. O’Leary recommended that Ms. Orcutt be sentenced to 2-1/2 years in the House of Correction with 1 year to be served and the balance suspended for 10 years with probation and restitution.
Mr. O’Leary said Ms. Orcutt was willing to pay $20,000 in restitution within two days and the balance of the money at a rate of $750 a month.
When asked by Judge Lemire whether Ms. Orcutt’s willingness to pay the $20,000 was contingent upon her not going to jail, Mr. O’Leary answered affirmatively, but said he was still recommending a jail sentence.
Ms. Orcutt’s lawyer, Brian Murphy, said his client had no prior criminal record and recommended that she be placed on probation for 10 years with the restitution order. Mr. Murphy said the repayment schedule, which was worked out during negotiations with a lawyer for the victim, would place a financial burden on both Ms. Orcutt and her husband.
Mr. Murphy said Ms. Orcutt would be unable to make the initial $20,000 payment if she were placed behind bars.
Nisha Koshy Cocchiarella, a lawyer representing the victim, said the woman was more interested in getting her money back than in seeing Ms. Orcutt go to jail. Ms. Cocchiarella said the disposition proposed by Mr. Murphy would also resolve a related civil lawsuit against Ms. Orcutt and that Ms. Orcutt and her husband would put up their house as security in the civil case.
Judge Lemire warned Ms. Orcutt that she would be facing a state prison sentence of up to 10 years if the restitution was not paid or she otherwise violated the terms of her probation. Other conditions of probation ordered by Judge Lemire prohibit Ms. Orcutt from having any contact with the victim or with other developmentally disabled people.
Dawn Orcutt, 52, of 3 Lake St., Millbury, was placed on probation for 10 years and ordered to pay $110,000 in restitution, $20,000 of it by today, after pleading guilty in Worcester Superior Court to a charge of larceny of more than $250 by a single scheme from a disabled person. As a condition of probation, Judge James R. Lemire ordered Ms. Orcutt to pay the balance of the restitution at a rate of $750 a month.
Prosecutors said Ms. Orcutt had served as a caretaker for the victim’s mother before her death in 2006 and befriended the victim, a mentally disabled West Boylston woman in her 50s, after her mother died. Assistant District Attorney John A. O’Leary said Ms. Orcutt persuaded the victim, who works at Saint-Gobain Abrasives in Worcester, to withdraw more than $100,000 from her 401(k) retirement account and stole the money over a period of several months, beginning in February 2006.
Mr. O’Leary said Ms. Orcutt told state police investigators she occasionally used the victim’s ATM card without her consent and also related that she sometimes used money withdrawn by the woman from her bank account, in amounts ranging from $2,000 to $17,000, to help her practice her counting.
Mr. O’Leary said Ms. Orcutt used some of the money she stole to pay her mortgage and bills and to buy computers for her children.
The thefts came to light after the victim noticed she was receiving less money in her paycheck and was told the change was because of a penalty she had to pay for the early withdrawal from her 401(k), according to the prosecutor.
Citing “the cruelty exhibited by the defendant and the fact that the thefts occurred “under the guise of friendship,” Mr. O’Leary recommended that Ms. Orcutt be sentenced to 2-1/2 years in the House of Correction with 1 year to be served and the balance suspended for 10 years with probation and restitution.
Mr. O’Leary said Ms. Orcutt was willing to pay $20,000 in restitution within two days and the balance of the money at a rate of $750 a month.
When asked by Judge Lemire whether Ms. Orcutt’s willingness to pay the $20,000 was contingent upon her not going to jail, Mr. O’Leary answered affirmatively, but said he was still recommending a jail sentence.
Ms. Orcutt’s lawyer, Brian Murphy, said his client had no prior criminal record and recommended that she be placed on probation for 10 years with the restitution order. Mr. Murphy said the repayment schedule, which was worked out during negotiations with a lawyer for the victim, would place a financial burden on both Ms. Orcutt and her husband.
Mr. Murphy said Ms. Orcutt would be unable to make the initial $20,000 payment if she were placed behind bars.
Nisha Koshy Cocchiarella, a lawyer representing the victim, said the woman was more interested in getting her money back than in seeing Ms. Orcutt go to jail. Ms. Cocchiarella said the disposition proposed by Mr. Murphy would also resolve a related civil lawsuit against Ms. Orcutt and that Ms. Orcutt and her husband would put up their house as security in the civil case.
Judge Lemire warned Ms. Orcutt that she would be facing a state prison sentence of up to 10 years if the restitution was not paid or she otherwise violated the terms of her probation. Other conditions of probation ordered by Judge Lemire prohibit Ms. Orcutt from having any contact with the victim or with other developmentally disabled people.
2011年9月7日星期三
IBM, 3M glue chips into silicon skyscrapers
IBM and adhesive maker 3M are teaming up to cook up the packaging goo that will be needed to stack up chips into 3D arrays.
There is a growing consensus in the computer industry that more compact and three dimensional packaging of chips is necessary to keep increasing the performance and reducing the power draw of everything from smartphones to supercomputers. The industry has thus far reduced power consumption and the physical size of chips by shrinking the lithographic processes used to etch the circuits on the chips, but at some point in the future we will start reaching approaching the physical limits of these processes.
So the idea is to take components that are often separate on a system – processors, main memory, networking and other peripherals – and etch them all onto chips and then stack them up in a 3D array, rather than solder them onto a motherboard and wire them together with metal stripes in a 2D array. By going 3D, the wires between components can not only be shortened - cutting the time those components need to exchange signals and potentially requiring less energy to send a signal.
IBM is an expert in chip packaging, which you have to be to create the monster multichip modules (MCMs) at the heart of a mainframe, as well as being one of the major foundries in the world. 3M also has a business unit that sells tapes and adhesives for electronics manufacturers, flexible circuit boards, and chemicals andabrasives used in the manufacturing and cutting of chips.
The initial plan from IBM and 3M is to come up with an adhesive that will not only link chips electronically to each other, but also dissipate the heat generated during operation to the outer packaging. Conceptually, here's what it looks like:
"Today's chips, including those containing 3D transistors, are in fact 2D chips that are still very flat structures," explained Bernie Meyerson, a vice president of IBM Research, in a statement announcing the partnership between Big Blue and 3M.
"Our scientists are aiming to develop materials that will allow us to package tremendous amounts of computing power into a new form factor – a silicon skyscraper. We believe we can advance the state-of-art in packaging, and create a new class of semiconductors that offer more speed and capabilities while they keep power usage low – key requirements for many manufacturers, especially for makers of tablets and smartphones."
The initial plan is to come up with a way to stack up as many as 100 chips into a tower of computing power. Over the long haul IBM wants to be able to bond stacks of complete wafers together, bonding hundreds of processors at a time.
Neither IBM nor 3M let slip the timing of delivery for 3D chip packaging techniques based on the new adhesives in their announcement, but a source at IBM tells El Reg that Big Blue has been using an adhesive in 3D analog/digital converter chips and based on that experience and with the help of 3M, IBM believes that it can get the process to scale across larger chips and taller stacks. The plan, says the IBM source, is to get it into production around the end of 2013.
IBM and 3M did not say if the goo would be used to create 3D chip packages, which still use off-chip signaling to communicate up and down the stack, or 3D integrated circuits, which have connections on adjacent chips that allows on-chip signals to flow up and down the stack at silicon speeds and voltages.
There is a growing consensus in the computer industry that more compact and three dimensional packaging of chips is necessary to keep increasing the performance and reducing the power draw of everything from smartphones to supercomputers. The industry has thus far reduced power consumption and the physical size of chips by shrinking the lithographic processes used to etch the circuits on the chips, but at some point in the future we will start reaching approaching the physical limits of these processes.
So the idea is to take components that are often separate on a system – processors, main memory, networking and other peripherals – and etch them all onto chips and then stack them up in a 3D array, rather than solder them onto a motherboard and wire them together with metal stripes in a 2D array. By going 3D, the wires between components can not only be shortened - cutting the time those components need to exchange signals and potentially requiring less energy to send a signal.
IBM is an expert in chip packaging, which you have to be to create the monster multichip modules (MCMs) at the heart of a mainframe, as well as being one of the major foundries in the world. 3M also has a business unit that sells tapes and adhesives for electronics manufacturers, flexible circuit boards, and chemicals and
The initial plan from IBM and 3M is to come up with an adhesive that will not only link chips electronically to each other, but also dissipate the heat generated during operation to the outer packaging. Conceptually, here's what it looks like:
"Today's chips, including those containing 3D transistors, are in fact 2D chips that are still very flat structures," explained Bernie Meyerson, a vice president of IBM Research, in a statement announcing the partnership between Big Blue and 3M.
"Our scientists are aiming to develop materials that will allow us to package tremendous amounts of computing power into a new form factor – a silicon skyscraper. We believe we can advance the state-of-art in packaging, and create a new class of semiconductors that offer more speed and capabilities while they keep power usage low – key requirements for many manufacturers, especially for makers of tablets and smartphones."
The initial plan is to come up with a way to stack up as many as 100 chips into a tower of computing power. Over the long haul IBM wants to be able to bond stacks of complete wafers together, bonding hundreds of processors at a time.
Neither IBM nor 3M let slip the timing of delivery for 3D chip packaging techniques based on the new adhesives in their announcement, but a source at IBM tells El Reg that Big Blue has been using an adhesive in 3D analog/digital converter chips and based on that experience and with the help of 3M, IBM believes that it can get the process to scale across larger chips and taller stacks. The plan, says the IBM source, is to get it into production around the end of 2013.
IBM and 3M did not say if the goo would be used to create 3D chip packages, which still use off-chip signaling to communicate up and down the stack, or 3D integrated circuits, which have connections on adjacent chips that allows on-chip signals to flow up and down the stack at silicon speeds and voltages.
2011年9月6日星期二
Mother Nature keeps wind at bay for Okanagan firefighters
Smoke has coated the Central Okanagan as a wildfire rages in West Kelowna, and the murky layer is expected to linger.
"We have a pattern over us that's very stagnant— there's very little flow," said Doug Lundquist, a meteorologist with Environment Canada, adding it's likely to stay calm and unseasonably hot in the Valley.
Mercury is expected to hover around 30 C for the remainder of the day, and continue in that vein for the next six to ten days.
Current weather conditions offer a mixed bag for firefighting crews. While there's been no breeze to fan the flames, they've also been given a limited view of what they're working with.
"The fire is in a deep canyon, and with an inversion it's socked in the smoke," said Noelle Kekula, fire information officer, Kamloops Fire Centre.
"That made air support more diffcult in that it limited their ability to lay the retardant lines or bucket."
That challenge aside, crews managed to limit the fire's spread to 39 hectares as of around 1 p.m., Tuesday. Additionally, 30 per cent of the fire was considered contained along Westside Road.
Movng forward, overnight patrol crews will be out looking for hotspots and during that stretch weather is expected to once again work in their favour.
"We are anticipating good recovery because of high, overnight humidity," said Kekula.
The wildfire near Bear Creek Provincial Park quadrupled in size in the time from when it was reported late Monday night to Tuesday afternoon.
It ultimately forced 550 people from their homes as it moved as close as 400 metres to the nearest house.
While a cause has yet to be established, Mounties have said the blaze is possibly human caused.
"We have a pattern over us that's very stagnant— there's very little flow," said Doug Lundquist, a meteorologist with Environment Canada, adding it's likely to stay calm and unseasonably hot in the Valley.
Mercury is expected to hover around 30 C for the remainder of the day, and continue in that vein for the next six to ten days.
Current weather conditions offer a mixed bag for firefighting crews. While there's been no breeze to fan the flames, they've also been given a limited view of what they're working with.
"The fire is in a deep canyon, and with an inversion it's socked in the smoke," said Noelle Kekula, fire information officer, Kamloops Fire Centre.
"That made air support more diffcult in that it limited their ability to lay the retardant lines or bucket."
That challenge aside, crews managed to limit the fire's spread to 39 hectares as of around 1 p.m., Tuesday. Additionally, 30 per cent of the fire was considered contained along Westside Road.
Movng forward, overnight patrol crews will be out looking for hotspots and during that stretch weather is expected to once again work in their favour.
"We are anticipating good recovery because of high, overnight humidity," said Kekula.
The wildfire near Bear Creek Provincial Park quadrupled in size in the time from when it was reported late Monday night to Tuesday afternoon.
It ultimately forced 550 people from their homes as it moved as close as 400 metres to the nearest house.
While a cause has yet to be established, Mounties have said the blaze is possibly human caused.
2011年9月5日星期一
Forth Bridge's Paint Job "That Never Ends" About To End
Painting of the Forth Bridge - the paint job that famously "never ends" - is coming soon to an end.
After 10 years and an investment of over £130m, the scaffolding is coming off the 121-year old bridge, with a full paint job unlikely to be required again for over twenty years.
Balfour Beatty, who are under contract to Network Rail, expect to complete the paint-job "ahead of schedule" on Friday 9 December 2011. A celebration event to mark the end of the refurbishment will take place in March 2012.
The 2,467 metre Forth Bridge, also known as the Forth Rail Bridge, was completed in 1890 as part of an unbroken East Coast railway route from London to Aberdeen. It is reckoned that at the height of its construction more than 4,000 men were employed. There were 57 lives lost.
The bridge still carries around 200 trains a day. However, with 230,000m² of steel requiring paint, and 6.5 million rivet heads requiring painting by hand, it was often said that by the time the job of painting the bridge had finished it was time to start all over again.
The colloquial expression "like painting the Forth Bridge" was so ubiquitious that it even earned an entry in The Cambridge International Dictionary of Idioms.
The entry read: "If repairing or improving something is like painting the Forth Bridge, it takes such a long time that by the time you have finished doing it, you have to start again. ‘Home improvements are a bit like painting the Forth Bridge. By the time you've finished the kitchen, the bathroom needs decorating and so it goes on."
The expression may need a little update now. The bridge's latest paint job uses a specialist glass flake epoxy paint, supplied by WJ.Leigh of Bolton, similar to that used in the offshore oil industry. It is designed to last 25 years or longer.
"Over the last decade, the bridge has been restored to its original condition and its new paint will preserve the steelwork for decades to come," says David Simpson, route managing director, Network Rail Scotland. “We expect it to last in excess of twenty years but we will be back from time to time to maintain the most exposed sections of the structure.”
Before applying the new paint, 120 years worth of previous paint jobs is removed using an abrasive blasting preparation. The steel is coated with an industrial protective coating system and steelwork requiring maintenance is repaired before new paint is applied in three protective layers, both by airless spray and by hand in areas of particularly difficult access.
Marshall Scott, managing director, Balfour Beatty Regional Civil Engineering, said:
“The now fully restored Forth Bridge will continue to operate for many decades to come and it will provide the world renowned image that Scotland can be rightfully proud.
“The work that Balfour Beatty Regional Civil Engineering has provided to restore the Forth Bridge back to its original condition will remain as part of a legacy and a testament to the skills and expertise of those who built this much treasured structure more than a century ago.”
After 10 years and an investment of over £130m, the scaffolding is coming off the 121-year old bridge, with a full paint job unlikely to be required again for over twenty years.
Balfour Beatty, who are under contract to Network Rail, expect to complete the paint-job "ahead of schedule" on Friday 9 December 2011. A celebration event to mark the end of the refurbishment will take place in March 2012.
The 2,467 metre Forth Bridge, also known as the Forth Rail Bridge, was completed in 1890 as part of an unbroken East Coast railway route from London to Aberdeen. It is reckoned that at the height of its construction more than 4,000 men were employed. There were 57 lives lost.
The bridge still carries around 200 trains a day. However, with 230,000m² of steel requiring paint, and 6.5 million rivet heads requiring painting by hand, it was often said that by the time the job of painting the bridge had finished it was time to start all over again.
The colloquial expression "like painting the Forth Bridge" was so ubiquitious that it even earned an entry in The Cambridge International Dictionary of Idioms.
The entry read: "If repairing or improving something is like painting the Forth Bridge, it takes such a long time that by the time you have finished doing it, you have to start again. ‘Home improvements are a bit like painting the Forth Bridge. By the time you've finished the kitchen, the bathroom needs decorating and so it goes on."
The expression may need a little update now. The bridge's latest paint job uses a specialist glass flake epoxy paint, supplied by WJ.Leigh of Bolton, similar to that used in the offshore oil industry. It is designed to last 25 years or longer.
"Over the last decade, the bridge has been restored to its original condition and its new paint will preserve the steelwork for decades to come," says David Simpson, route managing director, Network Rail Scotland. “We expect it to last in excess of twenty years but we will be back from time to time to maintain the most exposed sections of the structure.”
Before applying the new paint, 120 years worth of previous paint jobs is removed using an abrasive blasting preparation. The steel is coated with an industrial protective coating system and steelwork requiring maintenance is repaired before new paint is applied in three protective layers, both by airless spray and by hand in areas of particularly difficult access.
Marshall Scott, managing director, Balfour Beatty Regional Civil Engineering, said:
“The now fully restored Forth Bridge will continue to operate for many decades to come and it will provide the world renowned image that Scotland can be rightfully proud.
“The work that Balfour Beatty Regional Civil Engineering has provided to restore the Forth Bridge back to its original condition will remain as part of a legacy and a testament to the skills and expertise of those who built this much treasured structure more than a century ago.”
2011年9月4日星期日
3M and NASCAR Team up for Wrap and Win Graphic Film Campaign
Diversified technology company 3M is offering UK vehicle wrappers and sign makers the chance to win an all expenses paid
trip to the NASCAR (National Association for Stock Car Auto Racing) Sprint Cup Series race in Florida, February 2012.
This is the top prize in the 3M Commercial Graphics Wrap and Win campaign with NASCAR. Open to the UK vehicle wrapper
community, sign makers and sign workshops, this full throttle campaign offers a host of attractive prizes to reinforce
3M's position at the forefront of vehicle branding and advertising solutions.
Via the 3M Wrap and Win microsite customers can redeem their unique reference codes to be entered into the ultimate
competition draw to win prizes, including a trip for two to Daytona Beach, Florida. The lucky winners will receive
tickets to watch a NASCAR Sprint Cup Series Race, stay in top accommodation and gain exclusive NASCAR VIP access. Each
month, from now until 31 December, three winners will also be drawn to win £100 in vouchers for their business, which can
be spent in over 40,000 outlets.
The campaign microsite guides customers through the promotion, which is open to purchasers of 3M Commercial Graphics high
quality graphics portfolio for bespoke printed vehicle wrapping, colour change wrapping for car or van personalisation
and signage applications. A product information section lists all the qualifying 3M cast films for wrapping and signage
so customers can select the best product to suit their specific requirement. Redemption codes are obtained once
qualifying products have been purchased from 3M trade suppliers Spandex and William Smith.
A Facebook page has been set up to support the campaign, allowing customers to follow what 3M and NASCAR are up to; share
comments and ideas as well as browse the latest image and video uploads from NASCAR and the vehicle wrapping community.
NASCAR is one of the most viewed professional sports in terms of television ratings in the United States and NASCAR races
are broadcast in over 150 countries worldwide. NASCAR holds 17 of the top 20 attended single-day sporting events in the
world, and claims 75 million fans that purchase over $3 billion in annual licensed product sales. Fortune 500 companies
including 3M sponsor NASCAR more than any other motor sport.
3M has sponsored NASCAR for over 10 years and are sponsors of the Roush Fenway motorsports team, the No. 16 car and 3M
driver Greg Biffle. However, 3M's involvement extends further than just sponsorship. The majority of NASCAR Sprint Cup
cars feature a 3M logo on the front wing because they use Controltac Graphic Film Series 180 from 3M. The 3M film is
favoured for its reliable performance, expert finish and speed to apply; core characteristics mirrored by the NASCAR
racing team and its award winning pit crew known as the Pitbulls.
3M, Controltac and Comply are trademarks of 3M Company.
NASCAR is a registered trademark of the National Association for Stock Car Auto Racing, Inc. The Roush Fenway Racing
trademarks and Greg Biffle's name and/or likeness used by authority of Roush Fenway Racing, LLC.
About 3M
3M captures the spark of new ideas and transforms them into thousands of ingenious products. Its culture of creative
collaboration inspires a never-ending stream of powerful technologies that make life better.
The $27 billion diversified technology company has, since 1902, been creating innovative products that help make the
world healthier, safer and more productive. Well known 3M brands include Scotch, Post-it, Scotchgard, Thinsulate and
Scotch-Brite.
3M employs some 80,000 people worldwide and has operations in more than 65 countries. The UK and Ireland is home to one
of the largest 3M subsidiaries outside the USA, employing more than 3,500 people across 19 locations, including 10
manufacturing sites.
Products manufactured in the UK include coated abrasives, occupational health and environmental safety equipment,
adhesive tapes, industrial microbiology products, drug delivery systems, high-performance coatings, secure documents and
passport scanners.
trip to the NASCAR (National Association for Stock Car Auto Racing) Sprint Cup Series race in Florida, February 2012.
This is the top prize in the 3M Commercial Graphics Wrap and Win campaign with NASCAR. Open to the UK vehicle wrapper
community, sign makers and sign workshops, this full throttle campaign offers a host of attractive prizes to reinforce
3M's position at the forefront of vehicle branding and advertising solutions.
Via the 3M Wrap and Win microsite customers can redeem their unique reference codes to be entered into the ultimate
competition draw to win prizes, including a trip for two to Daytona Beach, Florida. The lucky winners will receive
tickets to watch a NASCAR Sprint Cup Series Race, stay in top accommodation and gain exclusive NASCAR VIP access. Each
month, from now until 31 December, three winners will also be drawn to win £100 in vouchers for their business, which can
be spent in over 40,000 outlets.
The campaign microsite guides customers through the promotion, which is open to purchasers of 3M Commercial Graphics high
quality graphics portfolio for bespoke printed vehicle wrapping, colour change wrapping for car or van personalisation
and signage applications. A product information section lists all the qualifying 3M cast films for wrapping and signage
so customers can select the best product to suit their specific requirement. Redemption codes are obtained once
qualifying products have been purchased from 3M trade suppliers Spandex and William Smith.
A Facebook page has been set up to support the campaign, allowing customers to follow what 3M and NASCAR are up to; share
comments and ideas as well as browse the latest image and video uploads from NASCAR and the vehicle wrapping community.
NASCAR is one of the most viewed professional sports in terms of television ratings in the United States and NASCAR races
are broadcast in over 150 countries worldwide. NASCAR holds 17 of the top 20 attended single-day sporting events in the
world, and claims 75 million fans that purchase over $3 billion in annual licensed product sales. Fortune 500 companies
including 3M sponsor NASCAR more than any other motor sport.
3M has sponsored NASCAR for over 10 years and are sponsors of the Roush Fenway motorsports team, the No. 16 car and 3M
driver Greg Biffle. However, 3M's involvement extends further than just sponsorship. The majority of NASCAR Sprint Cup
cars feature a 3M logo on the front wing because they use Controltac Graphic Film Series 180 from 3M. The 3M film is
favoured for its reliable performance, expert finish and speed to apply; core characteristics mirrored by the NASCAR
racing team and its award winning pit crew known as the Pitbulls.
3M, Controltac and Comply are trademarks of 3M Company.
NASCAR is a registered trademark of the National Association for Stock Car Auto Racing, Inc. The Roush Fenway Racing
trademarks and Greg Biffle's name and/or likeness used by authority of Roush Fenway Racing, LLC.
About 3M
3M captures the spark of new ideas and transforms them into thousands of ingenious products. Its culture of creative
collaboration inspires a never-ending stream of powerful technologies that make life better.
The $27 billion diversified technology company has, since 1902, been creating innovative products that help make the
world healthier, safer and more productive. Well known 3M brands include Scotch, Post-it, Scotchgard, Thinsulate and
Scotch-Brite.
3M employs some 80,000 people worldwide and has operations in more than 65 countries. The UK and Ireland is home to one
of the largest 3M subsidiaries outside the USA, employing more than 3,500 people across 19 locations, including 10
manufacturing sites.
Products manufactured in the UK include coated abrasives, occupational health and environmental safety equipment,
adhesive tapes, industrial microbiology products, drug delivery systems, high-performance coatings, secure documents and
passport scanners.
2011年9月1日星期四
New Auto-balanced 5” Angle Grinder from Metabo Safer, More Comfortable
Metabo Corporation, a leading international manufacturer of professional grade portable electric power tools and abrasives for industrial, construction and welding applications, now offers the 5” WEPA14-125 Quick angle grinder featuring Metabo’s unique auto-balance system that extends both tool and wheel life, while making the grinder safer and more comfortable to use.
The WEPA14-125 Quick, ideal for heavy duty cutting and grinding applications, features a long-lasting 12.2 A motor, 1,450 watts of power, 29.2 inch-lbs of torque and a no-load speed of 10,000 rpm.
Metabo’s auto-balance technology replaces a traditional backing flange with an auto-balancing flange pressed onto the spindle. Ball bearings automatically offset out-of-balance conditions present in the grinding accessory, while the tool is in use, reducing vibration significantly.
The lower vibration levels in the new grinder decrease the risk of cumulative work related disorders, such as white finger syndrome, minimizing operator fatigue and have the ability to increase the life of a grinding disc by 50%. The reduced vibration also extends the grinder’s internal components longevity by up to 50%, keeping the tool in service for a far longer period than grinders that do not account for the effects of vibration on internal tool components.
The WEPA14-125 Quick also features Metabo’s VibraTech (MVT) side handle that reduces vibration up to 60% for increased user comfort over an extended work period.
The angle grinder’s Quick toolless wheel change system saves time and energy when replacing wheels, making the operator more efficient. Safety features include a non-locking paddle switch, a current interruption switch, a toolless locking wheel guard with seven positions and the Metabo “S-Automatic” safety slip clutch to protect against kick-back by absorbing the torque created should the wheel bind or snag.
Further extending the tool’s life span, the WEPA14-125 Quick has an improved and sonically-balanced fan paired with improved venting and more efficient internal ducting that increases air flow over the motor by 15%.
This new grinder also features one of the most effective dust protection systems on the market. The system includes an encapsulated on/off switch and auto-stop carbon brushes, double-lipped labyrinth sealed bearings, Metabo’s unique dust-deflecting winding protection grid and epoxy coated field coil windings.
The WEPA14-125 Quick, ideal for heavy duty cutting and grinding applications, features a long-lasting 12.2 A motor, 1,450 watts of power, 29.2 inch-lbs of torque and a no-load speed of 10,000 rpm.
Metabo’s auto-balance technology replaces a traditional backing flange with an auto-balancing flange pressed onto the spindle. Ball bearings automatically offset out-of-balance conditions present in the grinding accessory, while the tool is in use, reducing vibration significantly.
The lower vibration levels in the new grinder decrease the risk of cumulative work related disorders, such as white finger syndrome, minimizing operator fatigue and have the ability to increase the life of a grinding disc by 50%. The reduced vibration also extends the grinder’s internal components longevity by up to 50%, keeping the tool in service for a far longer period than grinders that do not account for the effects of vibration on internal tool components.
The WEPA14-125 Quick also features Metabo’s VibraTech (MVT) side handle that reduces vibration up to 60% for increased user comfort over an extended work period.
The angle grinder’s Quick toolless wheel change system saves time and energy when replacing wheels, making the operator more efficient. Safety features include a non-locking paddle switch, a current interruption switch, a toolless locking wheel guard with seven positions and the Metabo “S-Automatic” safety slip clutch to protect against kick-back by absorbing the torque created should the wheel bind or snag.
Further extending the tool’s life span, the WEPA14-125 Quick has an improved and sonically-balanced fan paired with improved venting and more efficient internal ducting that increases air flow over the motor by 15%.
This new grinder also features one of the most effective dust protection systems on the market. The system includes an encapsulated on/off switch and auto-stop carbon brushes, double-lipped labyrinth sealed bearings, Metabo’s unique dust-deflecting winding protection grid and epoxy coated field coil windings.
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