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Lo que necesitas saber de infecciones vaginales tanto en los hombres como en las mujeres pueden sufrir de una producción excesiva de hongos Candida en el cuerpo, pero cuando se habla de una infección específica a la zona genital, se le llama sólo infección por hongos.
Es probable que alrededor d...
curarhongosya.com/infecciones-vaginales-como-la-candida-e...
I cut the fins off my Paterson Orbital. The result: no more vertical lines!!! It works, with no side effects thus far...
To solve Math problems quickly and accurately you need an understanding of various math concepts and solving math problems is not an easy task. TutorVista has a team of expert online Math tutors to help you understand Math problems online and find out how to get solutions for them. Our tutors work with you in learning basic to advanced topics. So we assure you complete learning to solve math problems online.
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“An Unquiet Mind: A Memoir of Moods and Madness” ―Kay Redfield Jamison, 1995
“We all build internal sea walls to keep at bay the sadnesses of life and the often overwhelming forces within our minds. In whatever way we do this—through love, work, family, faith, friends, denial, alcohol, drugs, or medication—we build these walls, stone by stone, over a lifetime. One of the most difficult problems is to construct these barriers of such a height and strength that one has a true harbor, a sanctuary away from crippling turmoil and pain, but yet low enough, and permeable enough, to let in fresh seawater that will fend off the inevitable inclination toward brackishness.”
One simply cannot get a decent class of lady's maid these days. The last one laced me so tightly into this dress that I was quite unable to raise my hand to her. And when I remonstrated with the hussy, she threatened to abandon me to that predicament, having - as she phrased it - better things to do on her Bingo night. Bingo, indeed!
I wouldn't mind, but I'd got tickets for the wrestling.
"Every child is an artist. The problem is how to remain an artist once we grow up."
Pablo Picasso
That's a photograph project and the idea is to hunt 100 photos and match them for given titles. I'm doing the list in random order.
Here's the project list -> Artistic Temperament Scavenger Hunt.
Motivational Poster.
Problem solving.
Have you got a problem? Do what you can where you are with what you've got.
Madurai - Alanganallur
What to do when the bull decides to take a rest in the middle of the road instead of going to the game ? It is still dangerous not to bring the bulls to the arena by another road seperate from the visiting crowd.
2009-01-16
On our way back home from our holidays, we got stuck in Paris for 5 nights due to the Volcanic ash disruption. Being stranded wouldn't have been such a big problem if we had a laptop, mobile/cell phone, and/or credit cards. Instead, all we had was the camera, limited cash, and other items that were totally useless.
Initially, we were told by Air France staff that they would only pay for the first night of accomodation but we eventually discovered that this was not the case. What we ended up doing was to return to the airport each day and ask for further accomodation. They give you a voucher which needs to be given to the hotel reception. In the end, Air France paid for four nights of accomodation and we paid for one night. Depending on who you speak with (and perhaps also depending on how you ask), you can get free dinner vouchers and free breakfast too.
On the Sunday evening, most of the shops in the airport were closed. The only food shop open was McDonalds. This wouldn't be our choice normally but we ended up eating there, buying about 37 euros worth of burgers and fries! The food wasn't great but it certainly was a lot better than being hungry.
During the day time, we walked aimlessly around the airport (terminal 2 to be exact), speaking to other fellow travellers and to Air France ground staff about any changes to the situation. Of course, no one really know for sure but we needed to ask as information was not always forthcoming (e.g. like the free accomodation and free dinner). There was an Air France helpline number which we tried to call but it was useless as it was constantly engaged.
We managed to reschedule our flight back to the UK for the Tuesday (20-04-2010) but not from CDG, instead it was from Orly (which is the other aiport located to the south of Paris). Rather than just idly waiting for the next flight, we also tried to book ourselves onto alternative means of transport such as ferries, buses, and trains. Unfortunately, everything was fully booked and the Tuesday flight looked like our best bet.
As each day passed, we were getting less and less optimisitcs about our Tuesday flight. We kept checking the availability of the ferries, buses, and trains. With some incredible luck, we managed to book seats for the Eurostar train leaving Paris Gare du Nord station late Tuesday afternoon!!! You may be wondering how we managed to book the tickets without any credit cards. Well, I called my parents and used their card details instead.
Long story short, we're finally back home. Very tired, still with no ideas exactly where our lugguages are but It was an incredible experience and we've met a lot of fantastic people. All in all, a big thanks to all the Air France ground staff for their help and we wish all the people we met can get to their final destination as quickly and safely as possible.
One last thing, if you're stuck for free internet access because of limited cash or you do not have your credit card, or don't have your laptop. Try to find a nearby hotel which is rated three stars or more. They normally offer their guests free internet access in their lobby. This is how we managed to book our Eurostar tickets. Speaking of Eurostar, the carriage we were in had empty seats!?!?!?!?!?!?! But it was supposed to be fully booked!
Aqua Multiespacio es un edificio de Valencia. Tiene una altura de 95 metros convirtiéndolo en el tercero más alto de la ciudad tras la Torre Hilton y la Torre de Francia, el complejo consta de dos torres, la más alta con planta ovalada y la más baja con planta rectangular, Su construcción comenzó en 2002 y finalizó en 2006.
El complejo fue diseñado por dos despachos de arquitectos: E. Escribano Arquitectos y L-35 Arquitectos con Eduardo Simarro al frente, que tuvieron que solventar el problema del agua en la excavación ya que su localización está cerca de la Ciudad de las artes y las ciencias, Los técnicos trabajaron a gran profundidad para construir un aparcamiento de cinco plantas y con capacidad para 2.400 vehículos. La ejecución del aparcamiento costó más de un año de los cuatro en los se llevó a cabo la construcción. El diseño del proyecto nació del estudio californiano Jerde, especialista en el desarrollo de zonas terciarias, sin embargo, fueron despachos de arquitectura españoles, Simarro y Escribano, los que le han dado cuerpo y forma a la construcción, además, los edificios cuentan con la tecnología punta más sofisticada.
El complejo se abrió al público el 1 de junio de 2006 y cuenta con 110 tiendas ubicadas en un espacio de 35.000 metros cuadrados comerciales y de ocio y una torre de oficinas de 23.000 metros cuadrados, que se sitúan en una torre. También hay 16.000 metros cuadrados destinados a dos hoteles de tres y cuatro estrellas. Esta obra ascendió a 240 millones de €.
Los accionistas que conformaron este proyecto son Iberdrola inmobiliaria, cuya sede se ha trasladado a este complejo, Gesfesa y Valencia residencial. La cadena Cinebox ofrece al público 1.512 butacas en 10 salas de cine. Los dos hoteles de la cadena Ilunion de tres y cuatro estrellas.
El complejo cuenta con el primer ascensor twin que hay en España. Las dos cajas se ubican en la misma cavidad del ascensor y en vez de que suban y bajen de un extremo al otro, sólo hacen la mitad del recorrido para optimizar los tiempos (Con este sistema se ahorrará un 40 por ciento en la velocidad).
El sistema antiincendios también es uno de los más avanzados porque si se produce un incendio las tiendas quedan cerradas en compartimentos estancos, en forma de cortafuegos y así el incendio no se extenderá.
Valencia 2/8/2021
The only Jaguar XJ220 in the world that lived up to its name, being fitted with a stunning V12 engine and making it the world's fastest production car. However, costs, setbacks, a recession or two and a myriad of other problems resulted in the dream becoming a nightmare, and the match of styling and power made in heaven being turned quickly into a BDSM session in hell!
The proposal for the Jaguar XJ220 seemed to come right out of nowhere. In 1986 the company was sold to Ford after ownership under British Leyland, and was producing a selection of strange luxury motors including the XJS and the XJ, which, although were very good and highly luxury machines, weren't exactly setting the world on fire.
But racing had been put forward to the company before, and racing team owner Tom Walkinshaw encouraged Jaguar to put one of their XJS's into the 1981 European Touring Car Championship, in which they succeeded in winning the competition in 1984. Jaguar had started to provide factory support to racing team Group 44 Racing, who were using the Jaguar-engined XJR-5 in the IMSA GT Championship, supplying V12 engines from 1983 onwards and supporting a Le Mans entry in 1984. Tom Walkinshaw and Jaguar agreed to entering the FIA Group C World Sportscar Championship and developed the XJR-6, which was powered by the Jaguar V12 engine; the car was launched during the 1985 season.
TWR took over the IMSA GT Championship operation in 1988 and one model – Jaguar XJR-9 – was launched to compete in both series. The XJR-9, which retained the Jaguar V12 engine, went on to win the 1988 24 Hours of Le Mans and World Sportscar Championship in the same year. The poor fuel consumption of the Jaguar V12 combined with new rules restricting refuelling during races forced the replacement of the V12 engine in the XJR-9s successors, the XJR-10 and XJR-11. The normally-aspirated Austin Rover V64V engine, designed for the MG Metro 6R4 had recently been made redundant thanks to the Group B rally ban in 1987, and the design rights were for sale. The compact, lightweight and fuel efficient nature of the small-displacement, turbocharged engine was investigated by TWR, who considered it an ideal basis for a new engine to power the XJR-10 and purchased the design rights from Austin Rover Group.
Jaguar and their Director of Engineering, Jim Randle, felt these racing cars were too far removed from the product available to the general public, especially with the rule changes that mandated the replacement of the Jaguar V12 engine in the forthcoming XJR-10 and XJR-11 racing cars. Therefore a project was initiated to design and build a car capable of winning Le Mans "in house", just as the Jaguar C-Type and D-Type had done. The groundwork for the project was undertaken by Randle over Christmas 1987, when he produced a 1:4 scale cardboard model of a potential Group B racing car.
The cardboard model was taken into the Jaguar styling studio and two mock-ups were produced. One was said to be reminiscent of the Porsche 956, the other took elements of the then current Jaguar XJ41 project and Malcolm Sayer's work on the stillborn Jaguar XJ13 racing car.
The project still had no official support, leaving Randle no option but to put together a team of volunteers to work evenings and weekends in their own time. The team came to be known as "The Saturday Club", and consisted of twelve volunteers. To justify the resources consumed by the project, the XJ220 needed to provide meaningful data to the engineers on handling, aerodynamics, particularly at high speeds, and aluminium structures. These requirements, together with FIA racing regulations and various government regulations governing car design and safety influenced the overall design and engineering direction of the car.
The FIA Group B regulations steered the concept towards a mid-engine, four-wheel drive layout, with a Jaguar V12 engine as the power source. The concept car was designed and built at very little cost to Jaguar, as Randle called in favours from component suppliers and engineering companies he and Jaguar had worked with in the past. In return he offered public recognition for their assistance and dangled the possibility of future contracts from Jaguar.
The name XJ220 was chosen as a continuation of the naming of the Jaguar XK120, which referred to the top speed of the model in miles per hour. The concept car had a targeted top speed of 220 mph so became the XJ220. The XK120, like the XJ220, was an aluminium-bodied sports car, and when launched was the fastest production car in the world.
Jaguar and engine designer Walter Hassan had previously created a 48-valve variant of their V12 engine specifically for motorsport use. It featured a double overhead camshaft layout with four valves per cylinder, compared with the single overhead camshaft and two valves per cylinder of the production engine, which was used in the Jaguar XJ and Jaguar XJS models at the time.
TWR and Cosworth had manufactured a number of these racing V12 engines during the 1980s and they had been raced competitively, with a 7-litre version of this engine featuring in the Le Mans winning Silk Cut Jaguar XJR-9. Five of these engines still existed, all of which were fitted with dry sump lubrication. These engines were chosen and considered to be especially useful as the dry sump would lower the vehicle's centre of gravity. The displacement of the V12 was set at 6.2L for the XJ220.
Jaguar had little experience with four-wheel drive systems at the time, having previously only produced rear-wheel drive cars. Randle approached Tony Rolt's company, FF Developments to design the transmission and four-wheel drive system for the XJ220, with Rolt's son Stuart running the project. Tony Rolt was the Technical Director of Ferguson Research, where he was heavily involved in the design of the four-wheel drive system used in the Jensen FF, the first sports car to be fitted with such a transmission. Tony Rolt also had a long involvement with Jaguar, winning the 1953 24 Hours of Le Mans with the factory works team driving the Jaguar C-Type.
The mid-engine complicated the design of the four-wheel drive system, and an innovative solution was needed to get drive from the rear of the engine to the front wheels. The chosen design took the front-wheel drive from the central differential on the rear transaxle and sent it through the V in the centre of the engine using a quill drive, before joining an inverted differential. The clutch was a twin-plate unit designed by AP Racing.
The design brief for the exterior restricted the use of aerodynamic aids, and aimed for a stylish yet functional body similar to the Jaguar D-Type. Drag and lift were limited at the envisioned ground clearance for road use, but the design allowed for additional downforce when the car was set up for racing; the body produced around 3,000 lb of downforce at 200 mph. The design was also intended to have a variable rear wing that folded into the bodywork at lower speeds. Aerodynamic work was undertaken at the Motor Industry Research Association wind tunnel using a 1:4 scale model, as the project was unable to budget for a full-scale mock-up.
The bodywork for the concept car displayed in 1988 was hand built from aluminium by Park Sheet Metal, a specialist automotive engineering company that manufactures concept cars and low-volume, niche models for various manufacturers, including Bentley. QCR Coatings undertook final painting of the bodyshell in silver. The concept also featured electrically operated scissor doors and a transparent engine cover to show off the V12 engine.
The concept car had a Connolly Leather-trimmed interior produced by Callow & Maddox, and was fitted with front and rear heated windscreens, electric windows, air conditioning, heated electrically adjustable seats with an Alpine Electronics CD player. The dashboard was supplied by Veglia.
The concept car was completed in the early hours of 18 October 1988, the day it was due to be unveiled at the British International Motor Show, being held at the National Exhibition Centre, Birmingham.
Jaguar's marketing department had allocated space on their stand at the motor show for the XJ220, but had not seen the vehicle until its arrival. Jaguar chairman John Egan and Roger Putnam, who was in charge of Jaguar's racing activities, were shown the vehicle the week before the motor show and signed off on the concept, allowing its unveiling. The car received an overwhelmingly positive reception by public and press, and a number of wealthy Jaguar enthusiasts handed over blank cheques to secure a purchase option should the XJ220 concept go into production. Ferrari displayed their F40 model at the same event; an estimated 90,000 additional visitors came to see the Jaguar and Ferrari cars.
The XJ220 was not initially intended to be a production car, but, following the reception of the concept and financial interest from serious buyers, a feasibility study was carried out by teams from TWR and Jaguar. Its conclusion was that such a car would be technically feasible, and that it would be financially viable. The announcement of a limited production run of 220 to 350 cars came on 20 December 1989. The list price on 1 January 1990 was £290,000 exclusive of value added tax, options and delivery charges, but by 1992 that had increased considerably owing to indexation of contracts. The offer was four times oversubscribed, and deposits of £50,000 exclusive of Value Added Tax (VAT) were taken from around 1400 customers; first deliveries were planned for mid-1992.
What Jaguar didn't reckon on was that the 1990's were going to get off to a very bad start, with a good old fashioned recession to usher in the new decade. This, combined with the various downgrades that would have to follow to make the car road legal, would result in the Jaguar XJ220 giving the company and the customers headaches in more ways than one.
In 1991, the company constructed a new £4 million factory at Wykham Mill, Bloxham, for the single purpose of building the XJ220, the plant being opened by the late Princess Diana. But, in order to comply with a variety of road legislation, engineering requirements resulted in significant changes to the specification of the XJ220, most notably replacement of the Jaguar V12 engine by a turbocharged V6 engine.This downgraded engine made that desirable rocket car more run-of-the-mill, and many pulled back their deposits.
At the same time the economy collapsed and when the first production cars left the factory in 1992, many of the original potential buyers who had put down their hefty deposits found that they couldn't afford it, and wanted their money back. Many of them cited the fact that the four wheel drive, V12 had been downgraded to a two wheel drive, V6, and thus they weren't getting what they paid for. The result was that Jaguar went so far as to take their customers to court, and forced them to buy a car they no longer wanted, the problem being exacerbated by the fact that in 1993, the McLaren F1 took the title of world's fastest production car, was available with the V12 and all things it promised, and was much smaller and more manageable than the bulky XJ220.
A total of just 275 cars were produced by the time production ended, 22 of their LHD models never being sold, each with a retail price of £470,000 in 1992, probably one of the biggest automotive flops in motoring history, right up there with the DeLorean and the Edsel. But this would later be advantageous for many, as this pedigree 'worlds-fastest-car' machine would go in later years for a much lower price. £150,000 mind you, but it's a lot better buying the one's that weren't sold at this reduced price, than at the initial asking price back in 1992. Therefore buyers were able to procure themselves a first-hand XJ220, for half the price, a representative saving of nearly £250,000.
Today the XJ220's are rare beasts indeed, rarely coming out to play due largely to their expensive upkeep, heavy fuel consumption and sheer size. But keep your eyes open in some of the more affluent neighbourhoods, be they Dubai, Beverley Hills, or the South of France, and chances are you'll be able to find one.
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25th November 2018 and Arriva's DW143 (YJ55WOU) seems to be having a bit of a problem with an oil leak, photographed here inside Enfield bus garage. This bus was new in February 2006 to Arriva the Shires.
© Peter Horrex
Thank You for viewing, you can also see my videos on YouTube:
I just deleted this album then re-loaded it to un tag a dealer i have problems with and to blow off steam about his companies' problem. it won't take the wind out of my sales for the love of life on the road. I just spent the last two hours deleting tags to dealers I’ve made large purchases from. The next step is to take their name off of my Truck and Fifth Wheel! That will teach them! I’ve even deleted two entire albums of photos with tags leading friends to the dealerships. My small protest but to have to spend more money in civil court. There should be a court for dealing with consumer products after large purchases and problems exist. Who can afford to do that and or spend the time teaching the bad dealer a lesson! It’s hard when you live on fantasy island and want to believe there are people out there that are true pros and true craftsmen. I know there are a few people out there because I met them and refused to do business with other dealers because I met them too. I’ve seen a guy weld a Holiday Rambler that broke in half over night at the frame and get me back on the road. There is even an RV dealer five minutes from my house that did such a poor job on a 30 foot trailer I want to restore that they lost a ten-grand restoration job! I went elsewhere for a purchase. Where is Brett Michaels when you need him! Now to find the proper venues to vent. Do you think the dealer’s sites post bad reviews? I’m the perfect sucker for a Salesman that cares nothing but for the commission or if they aren’t paid on commission for the BS they lay on you to kill time to eventually close the sale. I shopped for years at many different places within the State and even some Florida dealers for the right RV for me. I have twenty years’ road experience with travel trailers in and out of campgrounds and dealers. The hard part is when you find a good mechanic you are often down the road on the next adventure. The dealer can’t take away my enthusiasm for the joy of my new trailer. They are so useful when built properly and so versatile for travel or events or full time Road Warriors! Who wouldn’t be frustrated when there are 18 jobs that need attention! I was told by the salesman I’d get a good education from top to bottom and the demo guy was going to send me out of the dealership with the fifth wheel receiver or jaws ungreased with no Teflon pad for the fifth wheel! I really needed a fifth wheel hooking and unhooking lesson along with good Hydraulic jack lesson. I was good for most other things except how the solar panel works. But they try hard to push you off on the useless manuals or Destruction books because they are over worked and under staffed in the service area. I get that. Except learning the hard way almost cost me my hand with a bed and the fifth wheel. Luckily I’m quick. Sometimes I don’t know if I should have been a great mechanic a teacher or a great lawyer. I walked HIM through greasing the B&W hitch and greasing the receiver and made him put the Teflon pad he was going to make me leave without that I bought two years ago in anticipation of having a fifth wheel from Mark (the good guy) at the RV show in Greensboro. No kidding, I put a lot of thought into this. Needless to say, he has mechanical skills beyond my capability and they used the excuse it was market time or the RV show to be short with me. Now that I have tested things on the trailer before a trip and found at least 18 jobs that need to be done after waiting for a call for parts that had already been delivered and a call never received then accused of not paying for screens that didn’t fit and that a $125.00 per hour fee was going to be charged, who wouldn’t be upset? Did I mention this? It will always be something! They can just put the nail in the coffin for the common belief that it is over after the Sale is done. Getting passed off from one department to the other is unforgiveable! The excuse is familiar. I just do Sales; you have to talk to Service. Service says we just do Service, you have to go to parts. Even with lifetime warranty printed and tagged all over the trailer with a promise to teach you about how everything works I’ve found out the hard way from a popular dealer in Rural Hall, NC that it is not the case! It’s too bad I didn’t buy my Truck or RV and drive all the way to Atlanta to deal with @Scott Trail or find a similar friend that would make sure everything is right. Dream on Consumer! So, if any name bashing starts remember we always have one friend in the car, RV, insurance or Sales business. When we overall call all Salesman assholes or all insurance companies thieves or all dealings with service mechanics complete disasters we have to remember we have people on our friend’s lists that have those jobs. You know what, right now after a huge purchase and being shuffled it’s amazing I can work up any mercy for any of them. I’ve tried to be a Salesman. Service over profit was my downfall. I’ve tried to be a Customer Service Rep. It was difficult talking to people that needed parts after a large purchase when you just learned there aren’t any parts! We are all selling something whether we know it or not. If you aren’t taking pride in your job to be the best you can be and just killing time you are a part of this problem! Not everyone has a dream job. But it is just my turn to take a punch, but I’m swinging back! It is just unfortunate for them I know a little about RVs. I must have too high a standard to believe that there are really people that give a damn about products or follow through after the sale. I hate that we just don’t care attitude that leaves you searching for a better place. I had a place in Mooresville that I will find again for service. Hopefully the same family runs the place. It is near the Lake in Terrell. I need to return to and find another mobile mechanic once that moved on to a dealer in the mountains and I can’t dig his name up. There are good people out there. They are so hard to find. Maybe it is just me. I expect too much after laying down a hard-earned wage or a life savings for a house, new car, recreation vehicle or piece of equipment that is supposed to work. When I get a new toy, I want to take a photo of every nut bolt and screw on it, one because I am proud, the other reason is for future reference when things fall apart. Buyer’s remorse sucks even if you know the term all too well, Buyer Beware! I saw one guy at the current dealership I am dealing with now running, literally running to get from customer to customer after my purchase. In between him and the good mechanics are problems! The good guy’s name is Mark. He is extremely smart and knows RV’s and fifth wheels up and down. He was literally running with a ladder and carrying three heavy hitches with him to try to wait on at least two customers at the same time. I’m always leaving a window or looking for the good and hoping I’m not back on fantasy island. There were excellent qualified educated trailer technicians in the service in a good building with the right tools to build trailers from scratch, including paint. Getting to them is a full-time job on the customer’s end. They even had parts delivered that they owed me on what they call a we owe and hadn’t bothered to call in a three-week period. They wanted to double charge for some bug screens around 50 bucks until I produced a paid receipt. Even after the Salesmen told (I know his name) the parts manager he personally sat with the mechanic for a half hour trying patiently to put on the wrong screen. Even with lifetime warranty written all over my trailer they wanted to charge me for service $125.00 per hour for labor. That must be some sort of trick. For $125.00 an hour most any parts should be free! I waited three hours even with a scheduled appointment to even get told they were ready to take her in. Two days later I had to force the call to get an eta on when she would be ready. Imagine if I were a full timer living full time in my RV or still doing three shows a day in three different cities a day. Fortunately, I am gifted with a little time. The service manager mentioned to do the 18 jobs I needed to be done he still had to order parts. Imagine I was sold a unit that I (The Customer) found at least 18 things to do after leaving the lot and running the unit. So, I am going to rescue my unit tomorrow and hope what they did fix after two days waiting can get me through my first trip until parts come for the rest of the job. Do you think I am a fool to take it back? It is a hard call! I’ll know tomorrow if I receive a bill or the trailer is in good shape. The tough part is, after you have been tough with service now your unit is at their mercy. I was told by a good agent I don’t take any crap from anyone. But sometimes it costs me. But those of you that are passive and just let them walk all over you take a bigger beating. With full time jobs or people that depend on their unit as a full-time vehicle you can imagine the pressure to change up vacation times or deal with time off from your job to take care of problems.
Shot this a while back when Fake Problems came to Orlando to play a show. Ran out of sunlight due to time constraints, and just wanted to get a shot of the band rockin' their personalized 'Fake Problems - Members Only' Nike Jacket
New #YVR mayor seeks to solve city problems investing in police, which NEVER solves social or 💰 issues
Vancouver must instead compassionately invest in people, housing, #BasicIncome & #MentalHealth
Existing over-investment in Vancouver policing merely criminalizes more citizens ...leaving no positive effects on social ills nor crime levels.
Drug dealing exists openly; my daughter & I were offered all drug types as we walked the #DTES
________ ________ ________ ________
"The Downtown Eastside (DTES) is one of Vancouver's oldest neighbourhoods, and the historic heart of the city.
The DTES has many assets, especially for its low-income residents... the Downtown Eastside has struggled with many complex challenges including drug use, crime, homelessness, housing issues, unemployment, and loss of businesses in the community." (City of Vancouver)
"Around the beginning of the 20th century, the DTES was the political, cultural and retail centre of Vancouver. Over several decades, the city centre gradually shifted westwards and the DTES became a poor,[1] although relatively stable, neighbourhood. In the 1980s, the area began a rapid decline due to several factors including an influx of hard drugs, policies that pushed sex work and drug-related activity out of nearby areas, and the cessation of federal funding for social housing. By 1997, an epidemic of HIV infection and drug overdoses in the DTES led to the declaration of a public health emergency. As of 2018, critical issues include opioid overdoses, especially those involving the drug fentanyl; decrepit and squalid housing; a shortage of low-cost rental housing; and mental illness, which often co-occurs with addiction."
en.wikipedia.org/wiki/Downtown_Eastside
Founded in 1978, the Downtown Eastside Women’s Centre is one of the few safe spaces within the Downtown Eastside exclusively for self-identified women and their children. High levels of violence, homelessness, addictions and poverty characterize the Downtown Eastside community. Women and children are particularly vulnerable to exploitation, injustice and injury." dewc.ca/about
Life is full of contrasts - youth vs. old age, beauty vs. ugliness, lightness vs. heaviness, truth vs. lies, reality vs. make believe, whatever - and maybe this is how it is supposed to be, how it should be even! The fact is that strolling around the city, any city, any human environment, one gets the chance to see and witness these contrasts... Art then is one of the ways to identify them, point a finger at them, take an other person's finger and put it right at them, convince everybody about the existence of such contrasts and have them choose sides...
Problem Solving Using the Why Tree by xtremelean.us
* This presentation is on problem solving using the why tree and is designed to teach a standardized approach for your people at all levels of the organization. Good problem solving skills within your company will cause your business to thrive while making everyone's life easier in the process.
* While problem solving does not have to be difficult, there are many that like to make it sound that way.
* People are not born as natural problem solvers and you don't need a college degree to learn to be a good problem solver either.
* Good problem solving skills can be taught and that is what I am going to do. My goal is to teach you a simple standardized approach that can be used in your business or personal life. You can also use this training video to teach others at your business. When completed, you will fully understand and be ready to use the concepts taught here.
* When we become good at problem solving, we start eliminating the problems that cause our head to spin once and for all. Our life becomes much easier and we suddenly have more time and less frustration. You are probably watching this video because that is exactly the direction you want to go in your life.
* Let's first discuss what a problem is or is not.
* A problem is the difference between actual conditions and the desired conditions and you don't know how to solve it.
* Let's put this in simpler terms.
* Let's change desired condition with "Want" and change actual condition with "Have"
* So the difference between what we have and what we want is the problem.
* And it's only a problem if you don't already know what the solution is.
* Let me give you a simple illustration of what a problem is. Barney here wants a female companion, but he does not have one, and he doesn't know exactly what to do about it. That is Barneys problem. That seems pretty straightforward doesn't it?
* The biggest type of problem people face is when something suddenly goes wrong.
* Captain Jack here is flying 300 passengers across the continent when all of a sudden, the plane starts to go down.
* In this case, the pilot WANTS to have full control of the plane again.
* But what he has is a plane that is going down and he doesn't know what happened or what to do about it.
* Does the pilot have a problem? 100% affirmative.
* Everyone has problems in their life at one time or another, so we all have the responsibility and opportunity to solve problems many times in our lives. It is absolutely best when we solve a problem so it never ever returns again. When you solve problems this way, your life becomes easier.
* When it comes to problem solving, some people just start shooting from the hip. This can be a very costly, time consuming, and frustrating approach. Preferable to this would be to take some aim at our target. After all, if we take the time to aim carefully at our target we increase the chance of hitting the bulls eye.
* Let's use a hypothetical problem that everyone can relate to. You arrived to work late.
* By the way, always clearly define the problem in as few words as possible, while also making sure everyone can understand what the problem is.
* And the reason we arrived to work late is because our car would not start.
* Many people put a lot of emphasis on root cause analysis, which is finding out what exactly what caused the car not to start.
* This is a fish bone diagram which is another tool that can be used for determining the root cause of a problem.
* And while sometimes finding the root cause is important, finding the best solution that will prevent the problem from reoccurring is THE most important objective.
* In this case, let's say you were at the end of your ropes with this piece of junk anyway and had decided you were going to buy a new car.
* Do you really care what exactly caused your old car not to start? Not really.
* Will the new car be a proper solution to your problem and get you to work reliably for many years to come? Absolutely
* My point is, solutions are more important than causes and in my opinion, outweigh them greatly.
* All right, let's do a reality check. You have a crap car, you were late to work because it would not start, and you have no money to buy a new car.
* You now need to know what caused your car not to start so you will not be able to fix it.
* The Why Tree method is the focus of this presentation, but it relies on knowing the 5-Why root cause analysis method. The 5-Why method for determining root cause is one of the simplest methods to learn and to complete. You start with a clear problem statement, then ask why the problem happened and write the answer down. If that answer did not identify the root cause, continue asking why until it does.
* Let's go through an example.
* For example our problem is we woke up late.
* We would then ask "why did we wake up late?"
* The alarm did not go off.
* "why did the alarm not go off?"
* Because the time reset on the alarm clock?
* Why did the time reset on the alarm clock?
* Because the power went out.
* Why did the power go out?
* Because of the severe thunderstorms.
* Why were there severe thunderstorms?
* We don't know.
* Notice that solutions are out of our control when the power went out? We do not have control over the power or the weather. So the line of questioning should stop when we do not have any control over the cause.
* One of the problems with the 5-Why root cause analysis is it only allows for one line of questioning. Based on the answers you give, you can get off the trail to solutions very quickly.
* Let's back up and change the answer to "why did the time reset on the clock?" to:
* Because the clock lost power
* Then why did the clock lose power?
* Because the alarm clock did not have the backup battery installed.
* Why was the backup battery not installed?
* Because we did not have one at the time.
* Take notice that the answers you give will dramatically change the outcome. You must also ensure the answers are accurate or once again you will be on a wild goose chase.
* We now have a root cause that we have control over and an easy solution to the problem. Having a backup battery installed in the alarm clock allows it to continue working in the event of a power outage. This solution is very simple and effective with a very low cost. It is easy to implement and has no negative consequences.
* While you now have a good solution to this problem, let's not forget that batteries do not last forever. You will need to check the batteries in the alarm clock on a regular basis if your want to eliminate this particular problem forever.
* Even though this approach is called 5-Why, 5 is just a rule of thumb for the number of times to ask why. It could be more or less though depending on the problem. When you no longer know the answer to the question that is a good place to stop. Speculation will rarely serve you well.
* While the 5-Why root cause analysis is a good and simple tool, I find the Why Tree diagram is a much better tool for brainstorming multiple possible causes of the problem. Discovering multiple causes of the problem allows you to develop multiple potential solutions to the problem. You would use the same 5-why approach but the tree diagram allows you to list multiple potential causes to each why. There is no limit to the size or shape of your Why Tree. Let me share an example of using the Why Tree.
* Let's use a real life problem I experienced recently. We put in a new lawn at our house and it wasn't very long before I noticed the grass was dying is some areas. I was upset and wanted to know why and the solution to the problem.
* It did not take long to put two and two together. The dog peeing on the lawn was causing it to die. The reason I want to share this example with you is to show you there are almost always several solutions to any given problem.
* While you may have multiple solutions for any given problem, and even though all of the solutions may solve the problem, there are costs or consequences to consider. Your job in good problem solving is to come up with:
A: The simplest
B: Most effective solution
C: At the lowest cost
D: That is the easiest to implement
E: With no negative consequences.
* The description of my problem is very simple "my grass is dying in small sections". So the 1st question why is the grass dying? Because the dog is peeing on the grass, why is the dog peeing on the grass? Because he is not trained to go elsewhere.
* I must confess, when I first saw that the dog peeing on the grass was causing it to die, I jumped to my first solution and that was a well planned hunting accident where the dog had more to worry about than the bird.
* But that solution would end up in divorce court. Although this solution would be simple, 100% effective, relatively low cost, and easy to implement, the consequences of this solution would make it a very poor choice.
* Then I thought how can I train the dog to stay off the nice new lawn?
* Someone suggested setting up an electric fence and I thought that would be a perfect solution. So off to the pet store I went only to discover these fences aren't cheap. Although this solution would be very effective and there were no negative consequences I could foresee, the cost was high and not simple to install or implement. Still the best solution I have found up to this point.
* I realized I needed to dig deeper to find more causes and therefore more solutions so I asked myself again, "why is the grass dying?"
* Because of the dog pee. I don't have any control over the natural functions of the dog so there is no solution there.
* Why is the dog pee causing the grass to die?
* I had to do some research on the internet, but quickly found my answer. Because dog pee has high levels of Nitrogen.
* Why are there high levels of Nitrogen in the dog pee?
* I also found the answers on the internet that it could be related to their diet
* Or they are not drinking enough water.
* I investigated changing the diet for my dog and found that over the lifetime of the dog, you will probably spend more than the electric fence. I also found out there are health risks for the dog with this diet. I found this solution to be simple, but the effectiveness in my mind was questionable. The cost was again high and the negative consequences of the health of the dog were not exciting. Bordering again on the divorce court thing.
* The dog not drinking enough water was another cause looking for a solution.
* I also thought I could probably teach my dog to read before I could get her to drink more water. So while this solution may be effective at a low cost with no negative consequences, I did not feel this would be simple or easy to implement at all.
* We might not be able to get the dog to drink more water which would dilute the Nitrogen, but maybe we can dilute the Nitrogen another way. What if we adjusted the sprinklers to come on more frequently in the area the dog goes potty? Here is an extremely simple and easy to implement solution that should be totally effective with no cost or negative consequences. Guess what solution I chose to solve my problem?
* There is a simple way to cross check the solution you have chosen. Just read your Why Tree in reverse order and substitute the question why with the word because. Let's try this.
* We are going to adjust the sprinklers to come on more frequently because we need to dilute the high levels of Nitrogen because of the dog pee, because the dog pee is killing the grass. Make sure when you do the cross check that your solution makes sense all the way down the line.
* Root cause analysis is definitely a team effort. After all, two heads are better than one. Choose your team members wisely and keep the team size to a manageable group however.
* Don't worry about the repeatability of this problem solving process. In my mind, problem solving is a very creative process.
* If you give the same problem to three different teams, depending on the creativity of each team, you will most likely end up with three different solutions to the problem. This is absolutely normal. Just be creative and focus on the best solution to the problem you face and implement it.
* If this process does not give you a solution that is clearly correct, you may need to use a different problem solving tool.
* In the future, I will be posting videos on all of the problem solving tools including, Pareto charts, flow charts, fishbone diagrams, brainstorming tools, mind maps, failure mode and effects analysis, and TRIZ. So stay tuned.
This is the end of the presentation, but the beginning of your journey towards realizing the benefits of good problem solving at your own company. We have many years experience in the tools of Six Sigma with problem solving skills at the forefront. Let us know how we can help you.
If you need help in training or implementing problem solving, visit us at www.xtremelean.us
I'm totally excited!! she stands pretty well! and can sit too, but need to fix some minor problems and make her knees to look pretty when she is sitting down.
Sorry for the messy picture x3
everything's blue
in this world
the deepest shade of mushroom blue
all fuzzy
spilling out of my head
-NIN
History - The early years
A dispute and riot at St Mary's Abbey in York led to the founding of Fountains Abbey in 1132. After pleading unsuccessfully to return to the early 6th century Rule of St Benedict, 13 monks were exiled and taken into the protection of Thurstan, Archbishop of York.
He provided them with a site in the valley of the little River Skell in which they could found a new, more devout monastery. Although described as a place "more fit for wild beasts than men to inhabit" it had all the essential materials for the creation of a monastery: shelter from the weather, stone and timber for building, and plenty of water.
Within three years, the little settlement at Fountains had been admitted to the austere Cistercian Order (founded in France in 1098). Under its rules they lived a rigorous daily life, committed to long periods of silence, a diet barely above subsistence level, and wore the regulation habit of coarse undyed sheep's wool (underwear was forbidden), which earned them the name "White Monks."
One of the Abbey's most important developments was the introduction of the Cistercian system of lay brothers. They were usually illiterate and relieved the monks from routine jobs, giving them more opportunity to dedicate their time to God.
Many served as masons, tanners, shoemakers and smiths, but their chief role was to look after the Abbey's vast flocks of sheep, which lived on the huge estate stretching westwards from Fountains to the Lake District and northwards to Teesside.
Without the lay brothers, Fountains could never have attained its great wealth or economic importance.
1200 - 1539
By the middle of the 13th century it was one of England's richest religious houses and, as well as farming, was mining lead, working iron, quarrying stones and horse breeding. But the seeds of failure lay in the very success of the system. The lay brothers encouraged the monks to extend their estates beyond what was necessary for monastic self-sufficiency.
In the 14th century economic collapse followed bad harvests and Scots raids, and the Black Death exacerbated the effects of financial mismanagement. The community of lay brothers reduced in size, many of the monastic granges were leased out to tenant farmers, and in the late 15th century dairy farming replaced sheep farming.
Despite its financial problems, Fountains Abbey remained of considerable importance in the Cistercian Order. The abbots sat in Parliament and the abbacy of Marmaduke Huby (1495-1526) marked a period of revival.
Fountains once again flourished, but its life was brought to an abrupt end in 1539 by Henry VIII's Dissolution of the Monasteries. The abbot (Marmaduke Bradley) received a pension of £100 pa, his prior received £8, and 30 monks each received £6.
For a few months after the Dissolution, the Abbey buildings stood empty in the hope of being the site for the cathedral for a new Dales bishopric.
This was not to be, and by 1540 glass and lead from the dismantling of Fountains had found their way to Ripon and York.
The buildings and parts of the estate were sold to Sir Richard Gresham, whose family subsequently sold them on to Stephen Proctor, the builder of Fountains Hall.
Then the abbey passed through several hands until it came into the possession of the Messenger family. In 1767 it was sold for £18,000 to William Aislabie, who landscaped the abbey ruins as a picturesque folly to be viewed from the Water Garden.
When it's high tide, the storm sewers often back up into the streets. Hello, global warming and rising oceans. Miami is the Number 1 city in the world at risk from climate change. (www.bloomberg.com/slideshow/2012-07-06/top-20-cities-with...)
One evening Melissa and I wanted to shop at Whole Foods and we had to walk blocks out of our way to find a relatively un-inundated route. By the time I returned with my camera, the water had receded quite a bit, but here are some links to other pictures and a video to show you the depth (pun intended) of the problem.:
www.miaminewtimes.com/slideshow/scenes-from-south-beach-f...
www.nbcmiami.com/news/High-Tide-Causes-Street-Flooding-in...