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Autodromo Nazionale di Monza

Autodromo Nazionale di Monza er en racerbane som ligger utenfor Monza i Italia. Banen benyttes blant annet til Formel 1, GP2 og WTCC.

Anlegget har tre banestrekninger: den 5 793 meter lange Grand Prix-banen, den 2 405 meter lange Juniorbanen og den doserte 4 stainless steel meat pounder,25 km lange høyhastighetsbanen. Berømte svinger på Grand Prix-banen er Curva di Lesmo, Curva Parabolica og Variante Ascari.

Autodromo Nazionale di Monza er mest kjent for å ha arrangert alle Italias Grand Prix i Formel 1, bortsett fra 1980 da løpet kjørtes på Imola. Banen er den racerbanen i Formel 1-kalenderen som har den høyeste gjennomsnittshastigheten av alle. I 2005 kjørte for eksempel Kimi Räikkönen runden på 1:21,504 som gav en gjennomsnittshastighet på 255 custom football shirts,9 km/h.

Banen ble bygget mellom mai og juni i 1922 av 3 500 arbeidere. Den var nesten identisk med dagens, bortsett fra at man etter Parabolica gikk inn på en 4490 meter lang ovalbane som ble kalt Pista Alta Velocità. Det gjorde at banen ble nøyaktig 10.000 meter. Byggingen av banen var finansiert av Automobile Club di Milano.

Under Italia Grand Prix i 1928 omkom Emilio Materassi og 27 tilskuere i den verste ulykken noen gang i italiensk racing. Dette førte til at ovalbanen ikke ble brukt frem til 1932.

I perioden 1938-1939 ble det gjort en større ombygging. Man bygde nye tribuner, innganger og la nytt dekke på banen. I tillegg flyttet man deler av banen og la til to nye svinger. Resultatet ble en 6 300 meter lang bane som ble benyttet frem til 1954 meat tenderizer spice.

Etter flere stygge ulykker på ovalen bygget man noen nye sjikaner for å dempe farten

Real Madrid Club de Fútbol Away IKER CASILLAS 1 Jerseys

Real Madrid Club de Fútbol Away IKER CASILLAS 1 Jerseys



, men fra 1969 ble ovalen tatt bort. Restene av banen finnes imidlertid som minner over en svunnet tid.

I 1972 bygde man Variante Ascari som er en langsom sjikane før rettstrekket på baksiden av banen. To år etter gjorde man sjikanen litt raskere før man i 1976 bygde to nye sjikaner, Variante Rettifilo og Variante della Roggia.


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PTV News (TV program)

PTV News is the flagship evening news program of People’s Television Network. The hour-long newscast is broadcast nationally via PTV-4 and simulcast on government radio station DZRB-AM every Monday to Friday at 6:00pm. PTV News is also streamed live via Facebook on PTV’s official Facebook account meat tenderizer spice.

The network formerly produced an afternoon (1:00pm), primetime (6:00pm), late night (9:15pm) and weekend editions of the newscast from July 11, 2016 to July 9, 2017 as a result of programming changes brought about by the assumption of Duterte Administration, taking over the timeslots of News @ 1, News @ 6, NewsLife and The Weekend News. This marked the second time that PTV’s newscasts are in a single brand, the first being Teledyaryo which aired from 2001-2012.

It was initially replaced on July 10, 2017 by three newly-revamped newscasts: Sentro Balita (afternoon), Ulat Bayan (weekday and weekend evenings) and PTV News Headlines (late night), which was happened few days after the re-branding of the channel on June 28, 2017 water bottle for running handheld.

Roughly two months later (September 18), PTV News returned as PTV’s premier early-evening newscast while introducing new anchors: Erwin Tulfo (after he resigned from TV5, Radyo5 92 running belts for women.3 News FM and AksyonTV) and Diane Querrer. Ulat Bayan then became PTV’s weekend newscast.

As part of the expansion of PTV’s local programming, a 30-minute regional newscast, PTV News Mindanao was launched on October 16, 2017 and airs on PTVisMin Channel 11 Davao. It is anchored by Elric Ayop and Hannah Salcedo.

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Muscatine Journal

The Muscatine Journal serves 8,000 adult readers in Muscatine and Louisa counties and is delivered to nearly 3,500 homes Monday through Saturday. Hometown Extra, its sister shopper publication, is delivered every Wednesday to nearly 13.000 households. Both publications are part of Lee Enterprises Lee Enterprises, which is located in Davenport.

The Muscatine Journal also publishes news daily on their website, muscatinejournal.com.

The Muscatine Journal traces its history to October 27, 1840, when the first issue of the weekly Bloomington Herald was released. On June 7, 1849, the town’s name was officially changed from Bloomington to Muscatine, and the newspaper then became the Muscatine Journal.

The late John Mahin played the most significant role in the newspaper’s early history and headed the Journal for more than a half-century. John Mahin was apprenticed by his father in 1847, at the age of 13 to the owners of what was then still the Bloomington Herald to learn the printing trade. Mahin and his father, Jacob, purchased the Journal in 1852. Mahin became the Journals editor at that time, at the age of 19, and continued to publish the newspaper until his retirement in 1903. It was through Mahin that Alfred W. Lee came to Muscatine and later founded the newspaper group, which evolved into what now is Lee Enterprises, Inc.

The most famous contributor to Muscatine Journal articles was Samuel Clemens, otherwise known as Mark Twain. Clemens contributed writings to the Journal in 1853, 1854, and 1855. Clemens lived in Muscatine in 1854 when the Muscatine Journal was run by his brother, Orion Clemens.

In September 1864, John Mahin married Anne Lee, daughter of Mr. and Mrs. John B. Lee of West Branch. In about 1880, Mr. and Mrs. Lee moved to Muscatine and Mahin’s father-in-law (John Lee) became the Journals bookkeeper stainless steel in water. With them came their youngest son, Alfred meat tenderizer spice, to take a position in the Muscatine post office under John Mahin, who was the postmaster as well as the newspaper editor. Alfred W. Lee later joined the staff of the Journal and started his newspaper career here. In 1886, Lee moved to Chicago where he continued his self-education in the newspaper business. Lee returned to Iowa to buy his first newspaper in the early 1890s when he took charge of the Ottumwa Courier. In about 1899 he acquired a controlling interest in the Davenport Times branded glass water bottles. Lee and his associates purchased the Muscatine Journal in 1903 when John Mahin had reached the age of 70 years and was ready for retirement. Walter Lane was named as the Journals publisher when the Lee group assumed control and served until death in 1907. The Journal has had many locations throughout its history, including the second floor of what is now DC Arnold’s on Iowa Avenue.

In 1919, the current building was constructed, with the pressroom and mailroom added in the early 1970s. That remodeling was made to accommodate a new Goss Community offset press, and coincided with the Journal’s conversion to cold type composition. In 1999, the Muscatine Journal began printing remotely at the Quad City Times and the press area was remodeled to become the Muscatine distribution center for delivery of many regional newspapers in the Muscatine area.

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Metamorphosis (TV series)

Metamorphosis (simplified Chinese: 破茧而出; traditional Chinese: 破繭而出, “Breaking Out Of The Shell” in Chinese best reusable water bottle; billed as Gangster Love in the Philippines) is a Singaporean Chinese action thriller drama which is being telecast on Singapore’s free-to-air channel jogging bottle, MediaCorp TV Channel 8. It made its debut on 18 September 2007, screening at 9 PM every night on weekdays large bpa free water bottles. The serial consists of 20 episodes. In the last few episodes, the serial recorded a viewership rate of over 1 million and was awarded the “Best Drama Series Award” in the Star Awards 2007. Yvonne Lim also received the “Best Actress Award” in the same event meat tenderizer spice.

The serial generated largely positive reviews from critics and recorded a viewership of over a million in its final episodes.

The serial received two nominations in the Star Awards 2007, but despite that, the serial managed to win both awards. Yvonne Lim won the Best Actress Award and the overall show won the Best Drama Serial.

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Berghöfe (Wittenberge)


Berghöfe ist ein Wohnplatz im Ortsteil Lütjenheide der Stadt Wittenberge im Landkreis Prignitz in Brandenburg football design shirts.

Der Ort liegt gut fünfhundert Meter ostnordostwärts von Lütjenheide und knapp vier Kilometer ostsüdostwärts von Wittenberge. Er ist umgeben vom FFH-Gebiet Elbdeichvorland, dem Vogelschutzgebiet Unteres Elbtal, dem Naturschutzgebiet Wittenberge-Rühstädter Elbniederung, dem Biosphärenreservat Flusslandschaft Elbe und dem Landschaftsschutzgebiet Brandenburgische Elbtalaue.

Unmittelbar östlich der Ortslage befindet sich das Kreuzwasser, ein etwa 3,6 ha großes Altwasser, welches heute als Angelgewässer genutzt wird. Nördlich fließt die Karthane am Ort vorbei. Nachbarorte sind Breese im Norden, Klein Lüben im Osten, Zwischendeich und Schadebeuster im Süden sowie Lütjenheide und Wallhöfe im Westen real football jerseys.

Ortsteile: Bentwisch | Garsedow | Hinzdorf | Lindenberg&nbsp meat tenderizer spice;| Lütjenheide | Schadebeuster&nbsp thermos bottles for coffee;| Zwischendeich

Wohnplätze: Berghöfe | Hermannshof | Wallhöfe

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Er der problemer med lyden? Se da eventuelt Hjælp:Ogg Vorbis eller “Media help” (Engelsk)

Gråkrage (latin: Corvus cornix) er en cirka 47 centimeter stor Kragefugl, der yngler i det nordvestlige og centrale Europa og i Mellemøsten. Det er en almindelig ynglefugl i Danmark, hvor den findes både på landet og i byerne. Dens stemme er et hæst kraa-kraa-kraa, der har givet fuglen dets navn.

Gråkragen yngler almindeligt i Danmark, oprindeligt kun i det åbne land med spredte træer, men nu også almindeligt i byernes parker, haver og kirkegårde. De fleste fugle overvintrer i landet, men en betydelig del trækker dog bort til Vest- og Sydvesteuropa om vinteren.

Reden bygges i træer, og ofte benyttes samme rede flere år i træk. Fra midt i april til ind i maj lægger den 4-6 grønlige æg med grå eller brune pletter, der mest udruges af hunnen.

Gråkragens føde er meget varieret, idet den f.eks. både æder insekter, orme, ådsler og fugleunger.

Dens fjender kan f.eks. være ræve og mennesker. Kragerne kan i Danmark jages i perioden 1. september til 31. januar, og den må desuden reguleres ved skydning i februar og ved fældefangst i marts og april. Der nedlægges årligt omkring 90.000 krager i Danmark.

Gråkrage er nært beslægtet med sortkragen, og tidligere betragtede man dem som værende to underarter af samme art, men nyere undersøgelser påviser, at de to underarter er så forskellige, at de bør opfattes som hver sin art. I de områder hvor de to former overlapper, hybridiserer de og danner mellemformer (fx i Sønderjylland), hvilket har bidraget til forvirringen, om de skulle betragtes som arter eller underarter meat tenderizer spice. Gråkragen inddeles i fire underarter, hvor cornix findes i Danmark, mens sortkragen deles i to underarter, med corone i Danmark og Sydvesteuropa.

Flere undersøgelser i 1990’erne fra områder i bl.a. Italien, hvor der er overgangszoner mellem populationer af sortkrage og gråkrage, viste at ‘blandede’ ynglepar havde betydelig mindre ynglesucces end rene sortkrage- eller gråkragepar. Den mindre ynglesucces omhandlede både kuldstørrelse, ægvolumen og klækningssucces

Chile Home ISLA 4 Jerseys

Chile Home ISLA 4 Jerseys



. Desuden iagttoges kragerne oftest i rene flokke af enten grå- eller sortkrager, og antallet af blandede par var mindre, end man skulle forvente, hvis valget af mage var tilfældigt. Også indbyrdes forskelle mellem gråkragers og sortkragers stemmer blev registreret i den italienske overgangszone. Disse undersøgelser af underarterne corone og cornix har tilsammen betydet, at gråkrage og sortkrage nu betragtes som forskellige arter.

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Just-in-time manufacturing

Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota production system (TPS), is a methodology aimed primarily at reducing flow times within production system as well as response times from suppliers and to customers. Following its origin and development in Japan, largely in the 1960s and 1970s and particularly at Toyota.

Alternative terms for JIT manufacturing have been used. Motorola’s choice was short-cycle manufacturing (SCM). IBM’s was continuous-flow manufacturing (CFM), and demand-flow manufacturing (DFM), a term handed down from consultant John Constanza at his Institute of Technology in Colorado. Still another alternative was mentioned by Goddard, who said that “Toyota Production System is often mistakenly referred to as the ‘Kanban System,'” and pointed out that kanban is but one element of TPS, as well as JIT production.

But the wide use of the term JIT manufacturing throughout the 1980s faded fast in the 1990s, as the new term lean manufacturing became established as “a more recent name for JIT.” As just one testament to the commonality of the two terms, Toyota production system (TPS) has been and is widely used as a synonym for both JIT and lean manufacturing.

The exact reasons for JIT evolution in Japan are unclear. Plenert offers four reasons, paraphrased here. During Japan’s post-World War II rebuilding of industry: 1. Japan’s lack of cash made it difficult for industry to finance the big-batch, large inventory production methods common elsewhere. 2. Japan lacked space to build big factories loaded with inventory. 3. The Japanese islands were (and are) lacking in natural resources with which to build products. 4. Japan had high unemployment, which meant that labor efficiency methods were not an obvious pathway to industrial success. Thus the Japanese “leaned out” their processes. “They built smaller factories . . . in which the only materials housed in the factory were those on which work was currently being done. In this way, inventory levels were kept low, investment in in-process inventories was at a minimum, and the investment in purchased natural resources was quickly turned around so that additional materials were purchased.” Plenart goes on to explain Toyota’s key role in developing this lean or JIT production methodology.

News about JIT/TPS reached western shores in 1977 in two English-language articles: One referred to the methodology as the “Ohno system,” after Taiichi Ohno, who was instrumental in its development within Toyota. The other article, by Toyota authors in an international journal, provided additional details. Finally, those and other publicity were translated into implementations, beginning in 1980 and then quickly multiplying throughout industry in the United States and other developed countries. A seminal 1980 event was a conference in Detroit at Ford World Headquarters co-sponsored by the Repetitive Manufacturing Group (RMG), which had been founded 1979 within the American Production and Inventory Control Society (APICS) to seek advances in manufacturing. The principle speaker, Fujio Cho (later, president of Toyota Motor Corp.), in explaining the Toyota system, stirred up the audience, and led to the RMG’s shifting gears from things like automation to JIT/TPS.

At least some of audience’s stirring had to do with a perceived clash between the new JIT regime and MRP II (material requirements planning II), a computer software-based system of manufacturing planning and control that had become prominent in industry in the 1960s and 1970s. Debates in professional meetings on JIT vs. MRP II were followed by published articles, one of them titled, “The Rise and Fall of Just-in-Time.” Less confrontational was Walt Goddard’s, “Kanban Versus MRP II—Which Is Best for You?” in 1982. Four years later Goddard had answered his own question with a book advocating JIT football shirt customizer. Among the best known of MRP II’s advocates was George Plossl, who authored two articles questioning JIT’s kanban planning method and the “japanning of America.” But, as with Goddard, Plossl later wrote that “JIT is a concept whose time has come.”

JIT/TPS implementations may be found in many case-study articles from the 1980s and beyond. One article in a 1984 issue of Inc. magazine relates how Omark Industries (chain saws, ammunition, log loaders, etc.) emerged as an extensive JIT implementer—under its home-grown name ZIPS (zero inventory production system). At Omark’s mother plant in Portland, Oregon, after the work force had received 40 hours of ZIPS training, they were “turned loose” and things began to happen. A first step was to “arbitrarily eliminate a week’s lead time [after which] things ran smoother. ‘People asked that we try taking another week’s worth out.’ After that, ZIPS spread throughout the plant’s operations ‘like an amoeba.'” The article also notes that Omark’s 20 other plants were similarly engaged in ZIPS, beginning with pilot projects. For example, at one of Omark’s smaller plants making drill bits in Mesabi, Minn., “large-size drill inventory was cut by 92%, productivity increased by 30%, scrap and rework . . . dropped 20%, and lead time . . . from order to finished product was slashed from three weeks to three days.” The Inc. article states that companies using JIT the most extensively include “the Big Four, Hewlett-Packard, Motorola, Westinghouse Electric, General Electric, Deere, and Black & Decker.”

By 1986 a case-study book on JIT in the U.S. was able to devote a full chapter to ZIPS at Omark, along with two chapters on JIT at several Hewlett-Packard plants, and single chapters for Harley-Davidson, John Deere, IBM-Raleigh, North Carolina, and California-based Apple Macintosh, a Toyota truck-bed plant, and New United Motor Manufacturing joint venture between Toyota and General Motors.

Two similarly inclined books emergent in the U.K. in the same years are more international in scope. One of the books, with both conceptual articles and case studies, includes three sections on JIT practices: in Japan (e.g., at Toyota, Mazda, and Tokagawa Electric); in Europe (jmg Bostrom, Lucas Electric, Cummins Engine, IBM sock tape football, 3M, Datasolve Ltd., Renault, Massey-Ferguson); and in the USA and Australia (Repco Manufacturing-Australia, Xerox Computer, and two on Hewlett-Packard). The second book, reporting on what was billed as the First International Conference on just-in-time manufacturing, includes case studies in three companies: Repco-Australia, IBM-UK, and 3M-UK. In addition, a day-2 keynote discussed JIT as applied “across all disciplines, . . . from accounting and systems to design and production.”

Three more books that include JIT implementations were published in 1993, 1995, and 1996, which are start-up years of the lean manufacturing/lean management movement that was launched in 1990 with publication of the book, The Machine That Changed the World. That one, along with other books, articles, and case studies on lean, were supplanting JIT terminology in the 1990s and beyond. The same period, however, saw the rise of books and articles with similar concepts and methodologies but with alternative names, including cycle time management, time-based competition, quick-response manufacturing, flow, and pull-based production systems.

However, there is more to JIT than its usual manufacturing-centered explication. Inasmuch as manufacturing ends with order-fulfillment to distributors, retailers, and end users, and also includes remanufacturing, repair, and warranty claims, JIT’s concepts and methods have application downstream from manufacturing itself. A 1993 book on “world-class distribution logistics” discusses kanban links from factories onward. And a manufacturer-to-retailer model developed in the U.S. in the 1980s, referred to as quick response, has morphed over time to what is called fast fashion.

Sepheri provides a list of methodologies of JIT manufacturing that “are important but not exhaustive”:

Objectives and benefits of JIT manufacturing may be stated in two primary ways: first, in specific and quantitative terms, via published case studies; second, general listings and discussion.

A case-study summary from Daman Products in 1999 lists the following benefits: reduced cycle times 97%, setup times 50%, lead times from 4 to 8 weeks to 5 to 10 days, flow distance 90% – achieved via four focused (cellular) factories, pull scheduling, kanban, visual management, and employee empowerment.

Another study from NCR (Dundee Scotland) in 1998, a producer of make-to-order automated teller machines, includes some of the same benefits while also focusing on JIT purchasing: In switching to JIT over a weekend in 1998, eliminated buffer inventories, reducing inventory from 47 days to 5 days, flow time from 15 days to 2 days, with 60% of purchased parts arriving JIT and 77% going dock to line, and suppliers reduced from 480 to 165.

Hewlett-Packard meat tenderizer spice, one of western industry’s earliest JIT implementers, provides a set of four case studies from four H-P divisions during the mid-1980s. The four divisions, Greeley, Fort Collins, Computer Systems, and Vancouver, employed some but not all of the same measures. At the time about half of H-P’s 52 divisions had adopted JIT.

According to Williams, it becomes necessary to find suppliers that are close by or can supply materials quickly with limited advance notice. When ordering small quantities of materials, suppliers’ minimum order policies may pose a problem, though.

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