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See more contact or phone numbers of American Embassy Dhaka, addresses and related contact information below with the direction of map. American Embassy Dhaka office address, contact number, locations, hours, contact details and main office address of American Embassy Dhaka is furnished here with other contact information to connect you with American Embassy Dhaka.
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subset: commoncrawl


text:
BBC News
- Seven MPs leave Labour Party in protest at Jeremy Corbyn's leadership
- Honda set to close Swindon car plant
- Shamima Begum: 'I didn't want to be IS poster girl'
- Channel migrant boat off Dover held 34 people
- 'VIP paedophile ring' accuser to face trial in May
- Chelsea 0-2 Man Utd: Ander Herrera and Paul Pogba give visitors victory
- Alesha MacPhail murder trial: Jury told of DNA Google search
- Leeds United: Championship club fined £200,000 by EFL over 'spygate'
- Oldham teenager in coma wakes up with 'surprise' baby
- Islamophobia behind far-right rise in UK, report says
- Police officer Peter Drummond had sex with girl aged 14
- MPs resign from Labour over Brexit and anti semitism
- LGBT History Month: Test your knowledge
- Dolly Parton: Women are 'making great progress'
- What a split from Labour led to in the past
- What is it like to suffer a stroke at 25?
- Anorexia recovery: 'I know the darkest of the darkest'
- Emiliano Sala: Former coach's tribute as funeral takes place
- BBC News at Ten
- Meet Sydney - the teenage taxidermist
- 'Cowards and traitors' - how Twitter reacted to Labour resignations
- Quiz: Are your clothes damaging the environment?
- Obituary: Newport West Labour MP Paul Flynn
- Will universities go bust if fees are cut?
- Brexit: Will Britons living in the EU still get healthcare?
- The soldier with a secret talent - ballet
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text:
Denied in the Courtroom, Samsung Throws Evidence to the Public
Aug 2, 2012 7:00 AM PT
As Apple and Samsung continue to fight out their patent dispute in court, Samsung has opted to publicize information that the judge refused to allow jurors to see, according to an AllThingsD report.
The high-profile trial started Monday in San Jose, Calif., and will determine whether Samsung copied Apple's designs for its smartphone and tablet devices. Parties are also debating whether Apple has infringed on some of Samsung's wireless technology patents.
Before the opening arguments could begin Monday, a Samsung lawyer reportedly asked Judge Lucy Koh to hear arguments and allow a slide that allegedly shows Samsung had smartphone prototype designs, including one for a phone named "F700," in the works prior to the iPhone's unveiling in early 2007.
Koh had previously denied motions to use that evidence in court, and the Samsung lawyer's final argument did not change her mind. So Samsung took matters into its own hands, releasing the information to the public. Samsung claimed it was unfair that Apple was able to argue that Samsung's phones were iPhone copies while the South Korean company could not argue it was already working on what it claims is a similar-looking smartphone in 2006.
Neither Apple and Samsung responded to our request for comment.
Taking Risks
In such a high-stakes battle, any conclusive information that shows one party is infringing on rights can be critical, said Ray Van Dyke, an IP consultant and patent attorney in Washington, DC. That's specially true if one company can prove the other is knowingly infringing, he said.
"A smartphone does not have to have particular features, such as patented features," Van Dyke told the E-Commerce Times. "Companies put these features in because they want to entice more users. Sometimes companies ignore the intellectual property of other companies for this very reason -- it is best to get out there with a feature and risk infringement, than be considered a less-than-cutting-edge company."
However, even if Koh hadn't already denied use of the evidence in court, she was unlikely to be swayed on opening day of the trial, said Douglas Panzer, corporate counsel at The Neat Company. With the late entry of evidence, Apple would not have had time to investigate the information and verify it, giving the Cupertino company a disadvantage when dealing with that particular slide.
But Samsung did not want to accept that ruling, so it released the information itself -- a big risk to take in this case, said Panzer.
"This is an incredibly bold move by Samsung's lawyers," he told the E-Commerce Times. "They couldn't get the evidence into the trial, but they clearly think it's important enough that they risked major sanctions to get the word out about it.
It may not have been enough to draw legal consequences for Samsung's team. However, it probably won't do any favors for the lawyers in Koh's eyes, especially in such a contentious and high-profile case, said Panzer.
"The Samsung attorneys likely won't be held in contempt, but the judge may try to find a way to make a contempt finding," he said. "That could allow for all kinds of sanctions. Whether Judge Koh has the power to put forth any sanctions with teeth is to be determined. But I'm willing to bet she is going to find some way to slap Samsung's lawyers for this."
Going for Public Sympathy
That could be worth it for Samsung if it can get public, or even juror, sympathy on its side, said Panzer. Jurors are only supposed to be swayed by the arguments inside the courtroom, and that's generally not a problem in ordinary cases. In this case, though, details from outside the trial will be on full display in different media accounts, which could ultimately change their opinion in Samsung's favor.
"The judge will tell the jury not to read the paper or the Internet about the case, but she won't know if they will follow her instructions," she said. "If a single juror reads detailed information in the public press about excluded evidence, it could accomplish a complete end-around of the judge's evidentiary ruling."


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Yankees find one hit doesn't take them far
TORONTO -- With the way Blue Jays starter Drew Hutchison was throwing, Michael Pineda would have had to be nearly flawless on Saturday.
Pineda was stingy for much of the game, but a first-inning mistake when he was ahead in the count was too much for the Yankees to overcome.View Full Game Coverage
TORONTO -- With the way Blue Jays starter Drew Hutchison was throwing, Michael Pineda would have had to be nearly flawless on Saturday.
Pineda was stingy for much of the game, but a first-inning mistake when he was ahead in the count was too much for the Yankees to overcome.View Full Game Coverage
Pineda served up a two-run homer to Jose Bautista, while New York's bats were limited to one hit and shut out for the sixth time this season in a 2-0 loss to the Blue Jays at Rogers Centre.
"When a guy has stuff like that, sometimes there's not a whole lot you can do as a club," Yankees third baseman Chase Headley said of Hutchison. "You hate to waste an outing like [Pineda's]. That's a good offensive club over there, and he did a great job for us."
The runs came early but not often in front of a packed house of 45,863, the 11th sellout at Rogers Centre this season.
Pineda met Bautista in the first with two outs and one on. He attacked the Toronto slugger with a series of sliders to get ahead, 0-2, before hanging the fourth one of the at-bat, and Bautista didn't miss it.
Bautista provided the game's scoring when he crushed Pineda's offering over the fence in left field for his 28th homer of the season, giving Toronto a 2-0 lead. The right fielder has homered in four consecutive games, marking the second time in his career he has accomplished the feat.
"I tried to make a good pitch to him, a good slider down in the dirt," Pineda said. "Instead, it was right in the middle."
Pineda settled in after that, retiring 14 of the next 16 batters he faced before allowing a one-out single in the sixth.
The right-hander ran into more trouble in the seventh and was lifted after allowing a pair of hits to put two runners in scoring position with no outs. But he was bailed out by righty Shawn Kelley, who retired the next three batters and kept the deficit at two runs.
Pineda allowed two runs on seven hits over six-plus innings and fell to 3-3 on the season. Of his three losses, two have come against the Blue Jays. He didn't walk a batter for a second consecutive start, and he struck out three.
"Another great outing," catcher Brian McCann said of Pineda's performance. "This is what we've come to expect from him every time out."
The 25-year-old Pineda has been strong in four starts since coming off the disabled list earlier this month, sporting a 2.31 ERA with 15 strikeouts and one walk over 23 1/3 innings. On the year, his ERA sits at 2.09, and he has surrendered two earned runs or fewer in nine consecutive starts, dating back to his rookie year with the Mariners in September 2011.
As good as Pineda was, Hutchison was better, combining with Aaron Sanchez to neutralize the Yankees. Saturday marked the first time New York has recorded one hit in a game since Sept. 4, 2009, also against the Blue Jays.
Hutchison retired 11 straight to start the game, then hit Carlos Beltran with two outs in the fourth. Mark Teixeira followed with a double and Hutchison drilled McCann one batter later to load the bases, but the Yankees were unable to capitalize during what was a rare off inning for Hutchison on the day. The 24-year-old righty escaped the frame unscathed by getting Martin Prado to fly out to center field.
Yankees hitters credited Hutchison with having a deceptive fastball and a tight slider with good downward movement. Teixeira said the pitch he hit for extra bases, which snapped his 0-for-11 skid at the plate, was a hanging changeup.
"It might have been the only pitch he mislocated all day," Teixeira said. "Every pitch he missed, he missed out of the zone. He didn't really miss over the middle of the plate at all."
Hutchison walked two and struck out nine to earn his first win in four starts. Over his last two outings, he has allowed one run and struck out 16.
"We've seen him very good a lot of times, but it's tough to get any better than he was today," Blue Jays manager John Gibbons said of Hutchison.
Sanchez struck out three and retired all six batters he faced to help Toronto record its 13th shutout of the season.
The Yankees will conclude their seven-game road trip in Sunday's rubber match with right-hander Brandon McCarthy on the hill against J.A. Happ.
Chris Toman is a contributor to MLB.com.


text:
A limited number of Rista fins are being produced right now in Hawaii for races and will be available shortly for release, in 38-46cm lengths. Anyone interested can contact me at email@example.com as I will be taking orders for Paolo.
Adam Koch and I have been working closely with Paolo through the winter, and we have recently added Chip Wasson to the R&D team in San Francisco.


text:
Gabirich needed a new logo design and created a contest on 99designs.
A winner was selected from 76 designs submitted by 15 freelance designers.
We are launching a new company called The Brightside Group which is the umbrella corporation for novelty products designed to make you feel good....how to "look on the Bright Side"...
We need a logo to provide that feeling when you look at it.
The Brightside Group
We are looking for a logo that will appear inspiring, positive and happy. A logo that will lift your spirits.
It will be used on the website as well as on business cards and should be colorful without being garish, inspring without being schmatzy and artistic without being pretentious.
We don't want corny images such as a sun or lighbulb but something artsy and perhaps a little whimsical. Colors are important and we're leaning toward shades of pinks, purples, yellows and aquamarines ( not necessarily wed to those colors - and not too pale in color, please). The products will be skewed mostly toward females but will also have a male and a young adult audience.
We are open to different ideas - such as a separate logo art next to our name, or incorporate the art into the text (just text is OK as the logo, if done right).
- The name "The Brightside Group" must appear in the logo
- It should be colorful and dynamic- Must stand out from the crowd
- Skewed slightly female but also appropriate for males
- Must be memorable, inspiring and easily recognizable
- Check out the following sites for color and logo ideas that we like: http://www.webdesignerwall.com and
- Clip art
- Not too "busy" in design
- Unoriginal designs
- No more than 3 or 4 colors max
- Garish or wild designs
Find out how a design contest works or learn more about our logo design services.


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Oral-History:Takashi Sugiyama
About Takashi Sugiyama
Born in Osaka in 1924, Takashi Sugiyama graduated from Tokyo Imperial University in 1947, with a degree in electrical engineering. He went on to register many patents for inventions and received his doctoral degree in 1970 for his famous thesis, "Pulse Width Modulation Aid Convertery."
Sugiyama joined Yokogawa Electric Works in 1947 and by 1978 was appointed Executive Vice President. In the late 1970's Yokogawa began to foray into the medical systems industry under a contract with the American company, GE. By 1982 this contract was declared a formal joint venture between GE and Yokogawa, creating the new Yokogawa Medical Systems (YMS). Sugiyama was appointed president of YMS and this oral history offers his in-depth comments about the balancing of product lines and components within a joint venture, the three-pole system set up by GE, the "just in time" system adopted from Toyota, the GE Tollgate System, capital finance, product growth strategies, and policies on continuing education and advancement for employees. Sugiyama also talks about the problems of technology and knowledge transfer between managers, marketing, R&D, and engineers, and he discusses the two-hats, of technician and engineer, worn by most Japanese engineers. The interview concludes on the advantages and disadvantages of joint ventures, and an eight-page supplement of answers to written questions, given to Sugiyama before the oral interview, is included.
About the Interview
Takashi Sugiyama: An Interview conducted by William Aspray, IEEE History Center, February 18, 1993.
Interview # 148 For the IEEE History Center, The Institute of Electrical and Electronics Engineers, Inc.
Copyright Statement
This manuscript is being made available for research purposes only. All literary rights in the manuscript, including the right to publish, are reserved to the IEEE History Center. No part of the manuscript may be quoted for publication without the written permission of the Director of IEEE History Center.
Request for permission to quote for publication should be addressed to the IEEE History Center Oral History Program, 39 Union Street, New Brunswick, NJ 08901-8538 USA. It should include identification of the specific passages to be quoted, anticipated use of the passages, and identification of the user.
It is recommended that this oral history be cited as follows:
Takashi Sugiyama, Electrical Engineer, an oral history conducted in 1993 by William Aspray, IEEE History Center, New Brunswick, NJ, USA.
Interview: Takashi Sugiyama
Interviewer: William Aspray
Place: Tokyo, Japan
Date: February 18, 1993
[Note: Eiju Matsumoto, Curator of the Yokogawa Museum Office, is present at the interview and helps with translation and interpretation. Also note: Sugiyama presented a written reply to the set of questions. This follows the text of the interview.]
Career Trajectory at Yokogawa Electric Works
Why don't we begin with some basic information about your life and career? Can you tell me something about when you were born and what your family was like?
I was born in Osaka in 1924. I grew up in an engineering environment. My father was a chief engineer at Mitsubishi Electric Company in Kobe. I joined the University of Tokyo, and in 1947 I graduated from the electrical engineering department of Tokyo Imperial University.
What was the course of study in electrical engineering at that time? Did it emphasis power or electronics?
At that time, these departments were quite separate. We learned power electric and wireless communications system, so-called weak electrics.
Upon graduation you joined Yokogawa Electric?
How did you choose to work for them rather than someone else?
First, I wanted to stay in Tokyo. I used many instruments at the department of the university. I liked Yokogawa instruments, oscillographs and some kinds of indicating meters. I wanted to design and manufacture in Yokogawa Electric Works, so I chose Yokogawa Electric Works. That was the number one reason. The second reason was my predecessor's influence. Sometimes I met with Mr. Numazaki. He had already joined Yokogawa Electric Work. He strongly recommended that I join Yokogawa Electric. Then I decided to come.
What was your first job with Yokogawa Electric?
At the time, there was no training course. My section manager gave us a special subject, the designing of an electric low-pass filter circuit.
Can you tell me about the various positions you had in the company as the years went by?
First I joined the research and development group in 1947, and I designed some kind of filtering system, and then I designed many kinds of electrical instruments, measuring instruments. For example, a vacuum tube voltmeter and peak voltmeters, also using vacuum tubes. The voltmeter was very popular and important at the time.
These were replacing some older kinds of meters?
Had those older ones used vacuum tubes?
Yes. The first ones only used one tube in the voltmeter. We designed then with two or three tubes. They had a more accurate, wider frequency range. We designed them because vacuum tube prices went down very rapidly.
Things must have been very difficult in Japan right after the war.
How did it affect your workplace?
Conditions were not so good. Vacuum tubes were very precious. The working place was very bad and we didn't have air conditioning. Only a stove. But I was young, and it was exciting to devise instruments.
Yes. So you designed a series of these instruments. Then what did you do in the company? Did you move into a management position of a small design team?
Yes. Twelve years after graduation I was appointed as section manager. I had ten engineers.
What projects was your team working on?
Mainly measuring instruments using vacuum tubes. Then we moved to other projects. Around 1955, the digital voltmeter appeared. We started studying this kind of new digital technique. I am very interested in AD (analog-digital) converter systems. I already had many patents.
Very many.
I found a very precise A-D converter system. I wrote a thesis on it. I sent this thesis to the University of Tokyo, and I received a doctorate degree in 1970.
I see. Is that a common way to get a doctorate degree from the university?
Yes. In Japan, there are two kinds of doctor degrees. One is by taking graduate courses, but there are other ways. In my case I graduated from the ordinary course of study and while working in public I got my doctorate degree by thesis.
By the thesis.
His thesis, Pulse Width Modulation Aid Convertery is very famous.
Yes. Very important technology.
I sent this thesis to IEEE. Many letters came to me asking about this thesis. Fortunately, I got a very good team member, Mr. Yamaguchi. He is a very clever guy. He helped me very much.
I see that you were then appointed to General Manager for Research and Development in 1971.
Yes, that's right.
Had the company had a major activity in research and development before this time? Or was it growing?
Yokogawa was originally a very technology-oriented company. Many famous engineers were there. Especially Dr. Miyaji Tomota. Dr. Tomota was one of my predecessors, and a former president with an engineering background. He held over 400 patents. He's very famous. He's also an IEEE Life Fellow. He is eighty-five years old now. We did not have a research group, only a development section in every division. In 1971 Yokogawa started a research and development center.
You were the first director?
Yes, that's right.
How many people were working in that group?
Forty-seven people.
How did the work in the new group differ from the way that it had been before? Was there more basic research now?
I selected some engineers from every division: Twenty people from the control instruments division, and twenty seven people from the measuring instruments division. The total was forty-seven. Their capability was more basic than other engineers.
I see that only one year later you received a prize. Can you tell me about that?
The Prime Minister Award for invention of pulse modulation technique in 1972.
Ah, from your dissertation.
I see. This is a very prestigious award.
I think so.
Yes. I see that your career was rising very fast because you were appointed only one year later to the Vice President's position. What were your responsibilities as Vice President?
I was in charge of research and development and in charge of the total engineering group.
How large would this be? How many people?
It was around 600 engineers.
Oh, quite large. I understand that you must have had very good management skills as well as being an accomplished technical person. Did you ever take any training as a manager or did you learn on the job?
I don't know, but it's maybe a natural talent.
I see.
Excuse me. I would like to clarify one issue. In those days, Yokogawa didn't have a matrix system. There were many divisions. These divisions had the engineering group, a manufacturing group and the sales group. It's a functional corporate group with marketing, and R&D. This started with forty-seven members, and I controlled this engineering group.
I see, all across that whole engineering group.
Indirectly controlled.
Yes. I see. What were the great challenges at that time for you as a manager of R & D in engineering? What were the biggest problems you had to face and solve?
This matrix system is good, but actually it was very difficult, because the division's control was very strong and engineers did not understand what I thought. Number two was technology transfer from corporate R & D to engineering.
It was difficult?
What kinds of methods, mechanisms did you use to transfer the technology?
Sometimes R&D engineers and division engineers got together and had a dinner in order to communicate with each other. In addition, we had presentation meetings to show the results of R&D to division engineers twice a year.
Dr. Sugiyama had some difficulty and he also mentioned that the manager in the R & D division were also faced with the same difficulty.
Yes, with many companies including NEC and Sony--we had a summer meeting with persons of the same position to discuss how to do technology transfer which was sponsored by Japan's Techno-Economics Society in 1970. But we could not find a good answer.
I see that in 1975 you received the Purple Ribbon Medal from the Japanese Government. Was that for all of your earlier work on inventions, or was it for your management work as well?
I don't know what is the reason I received this medal. But I believe this medal was usually awarded to excellent inventors. As you mentioned, I had already applied for more than 100 patents at that time.
One hundred by that time.
The total is 110, and around 1975 it was 80.
Please tell me what happened in your career after that.
I had stayed as the manager of R & D for three years and then I moved up to function leader in 1978.
I see--for all of the corporate functions.
So you had administration and marketing and R & D, and whatever else?
It was 1978.
Your title then was Executive Vice President?
Yes. I wanted to expand Yokogawa business to be not only in control but also in other new fields. I tried to expand into office automation, OA.
What kinds of products in office automation?
Yes. It's a very difficult task to build one, isn't it?
It's a very big job, but I believed we could solve that. Many companies, including Sony and Canon joined in this office automation field. They were very strong and we stopped selling this kind of automation.
They were much larger companies and had more resources to put into this, I take it.
Yes. But the basic idea was from Yokogawa.
I see. Did you try some other areas also?
Venturing into Medical Technology with General Electric Company
Yes. One was the medical business, but I had very severe experience in the medical field. For example, we developed some new type of cardiograph in 1965, but we had only hardware introduced into the medical field. Doctors did not accept our hardware. "What's this Yokogawa company," they would ask. We found that we needed some marketing first and then we could introduce hardware. This is very important. Around 1976 Yokogowa Electric Corporation and the General Electric Company signed a contract to sell medical instruments.
You received a contract in 1976 to do some work on medical systems.
What was the nature of this contract? What were you asked to do?
Sales contract.
It was sales. So they were supplying the technology and you were the introduction to the Japanese market.
Right. Around 1975, GE wanted to have a strong sales network in Japan. Almost thirty-five companies proposed to sell new CT system in Japan.
In 1975 they opened this operation. They wanted to sell the product inside of Japan, and thirty four companies applied to be their agent. Yokogawa was the last one to apply.
When General Electric executives visited Yokogawa they were impressed with Yokogawa Electric very much because Yokogowa had a very strong engineering power and had servicing capability.
I see. So because of the strength of the engineering group you could provide the technical service that was needed.
Yes. And from 1976, Yokogawa started to sell GE's X-ray CT in Japan.
What was the range of products?
Only the CT. Yokogawa Electric Works caught up the network over all hospitals. Many doctors suddenly knew what Yokogawa does. And then new joint venture began in 1982.
Why was it decided that the relationship should change and there should now be a joint venture rather than simply a contract?
Good question. At the starting point, GE's CT system was selling very well, but Japanese companies such as Toshiba and Hitachi began to make not so expensive, small X-ray CTs, which they introduced in Japan. And our markets share of the industry was beginning to drop rapidly. Yokogawa made up our mind to build some new CT for the Japanese market. At that time Mr. Sugita was in charge of this business. GE found that Yokogawa was now making a new CT system. GE said, "It's not good." If so, we should have some new joint venture that will sell both GE's one and Yokogawa's one.
Did GE find it was a very good system?
Yes. Syozo Yokogawa, President of Yokogawa decided to have a joint venture.
What was the ownership in the venture? Who owned what portion?
GE had 51% and Yokogawa 49%.
You were appointed to be the president when it was founded?
What were your main challenges getting this new business going?
Frankly, I did not like this kind of arrangement.
I see.
But Shozo Yokogawa said, "you may have a good experience as a president of a joint venture. You may learn many things from GE." After a week I said, "Okay, I will do it as the president." The engineers, total number of employees was 333. Yokogawa Medical Systems started in 1982.
Were the engineers brought over from Yokogawa Electric?
Yes. Sixty engineers joined the new company.
I see. What did you get from General Electric? What did they provide? Did they provide any technology, or did they provide any financial help?
Maybe technology came from GE, especially since GE has a very nice software system. Premium systems were from GE. Conventional type ones and medium ones were from Yokogawa.
So that the top of the line was provided by GE and the rest of the products and product line was produced by Yokogawa?
Did they share lots of parts and that sort of thing? Was there that kind of cooperation?
Components were separate. Then our products were exported to the United States using GE's network. It was a kind of OEM.
So they slapped their name onto your product, and used their marketing abilities and connections to sell it? But that was a good test of how it stood competition in those places. Right?
Yes. It was the same system that we used with MRI. The premium line was the GE line. We had a very strong team compared with Toshiba or Hitachi or Siemens.
Just to make sure that what you wrote on the board gets onto the tape, so for MRI the same thing happened. The top of the line product was produced by GE and the others were produced by YMS. That made for a very strong cooperative venture product line, better than Siemens and some of the other competitors.
Who were the other competitors besides Siemens?
Philips and Picker, an American company. Philips is in Europe. But Siemens is very strong. GE is number one and number two is Siemens. Philips and Picker have smaller shares.
I see. Did the product line grow over time? I know now that you have a large number of products on the market. What was your strategy for growing the business?
The growing speed was faster than I expected. My plan was always delayed because the Japanese market was almost saturated with CT but is now expanding especially in the Asian division, especially since China and India want to have this kind of CT.
Lots of people want it. As soon as they can afford the advanced medical equipment, there's a great need for it.
Yes. We hope to expand our factory, especially low end CT and MRI System.
But you also introduced new product lines, ultrasound for example, and were there some other new product lines as well?
We have ultrasound equipment, but the total sales volume is small because one unit price is not so high. Maybe one tenth of CT's price.
I can see how the products fall into the same kind of market. They're used for similar kinds of things by the users. Are the technologies that they're based on similar enough so that you could easily transfer your knowledge from building one kind of system to building another kind of them, from going to CT to MRI to ultrasound for example?
Basically, the MRI and CT and ultrasound are different technologies. But concerning MRI and CT, the console desks are using almost the same technology.
So you did have some economies of scale in the engineering in a way?
Yes, that's right.
Employing Toyota's "Just In Time" Model in Yokogawa Electric Works
How did you manage the rapid growth? What kinds of techniques did you use to enable yourself to grow so fast? You had to increase your number of employees and you changed buildings frequently. How could you make this rational and profitable as you grew so fast? What techniques did you use?
When the number of engineers is growing and they have been so busy, the employee's mind is very excited and there is no problem. On the other hand, when in a recession, the engineer is not so busy, is not excited, is discouraged, and is doing other things. Maybe the engineer cannot concentrate on how to make the target date.
As we were walking through the factory, you mentioned that you used a "just in time" system that was introduced by Toyota.
Oh, yes.
Was this something that was widely known or did you actually have to get assistance from Toyota or somebody else to set up your system for you? Did you go outside and get experience or was it just that it was a known system?
I want to explain. Around, I think, fifteen years ago, at Yokogawa Electric Works, Syozo Yokogawa came to know a person, Mr. Kinoshita. He established a new concept of a manufacturing system and some instructor joined this group. Its name was the NPS group, the New Product and System group. Many of the instructors came from Toyota. He brought some new production techniques into this group. His group taught us through lectures. We have learned from this teacher in Yokogawa Electric Work. YMS is using almost the same technique, this is basically Toyota's Kanbom System, the "just in time" philosophy.
Were you able to implement it smoothly? Were there major problems in introducing it into your business?
It was very difficult. Yokogawa Electric Corporation is an old company, especially the manufacturing employees are very against this new technology.
But it should have been easier to implement in a new company even if you had engineers that came over.
That is right. At this time Mr. Katagiri, who is a very strong leader, imposed his idea based on NPS with his efforts. After ten years, Yokogawa inventories go down. Maybe one third or one fourth of them.
Oh, a very great savings of money that way. So you've been very satisfied with the use of this system within YMS.
Total Quality Control System
Yes. Now I was satisfied with the system. However, recently I introduced a new system, a TQC system--Total Quality Control System. My friend, Mr. Uchimaru, who was a president of a NEC subsidiary, was retired, and he wanted to coach our company. An NPS system is only for manufacturing, but a TQC is a total quality control system.
I think you mentioned quality control is based upon the new technology for management. They propose activity in the company from the sales side to production to engineering and so on. So they said the system is not only limited to TQC, but also includes all the other activities---we have some directive measures and control measures. This time the company decided, i.e. the employer decided, for employing total quality control.
I see. When did you begin to implement this?
Two years ago YMS started policy management based on TQC. At first the president shows policy management (Hoshin Kanri), then, it is broken down to the manager's level.
What other important technology management lessons can we learn from YMS? What sorts of challenges did you have? What sorts of successes did you have? What were some of the big management issues that had to be faced in YMS and how were they resolved?
I didn't have a big management problem. I don't remember.
I see that in 1988 you were appointed as chairman.
Yes, that's right.
Three Pole System
What was the significance of that change? How did your duties change? How did it come about?
GE wanted YMS to grow more internationally. If so, the president should be from the GE side. GE decided this. GE already established a three-pole system. One pole is from Milwaukee in the United States. GE CGR is in Europe and in Russia. Yokogawa Medical System is the center of Asia. That is a three-pole system.
I see. So you divide the world into three parts and each of these divisions is responsible for that whole area.
Mr. John Trani was appointed as a division manager of Milwaukee. This is the number one reason the three-pole system is established. The chairman should be American or European. The second reason is stock share changed. Originally 51% is GE, but Jack Welch, the chairman of GE, required Syozo Yokogawa to change the share to 75% GE and 25% Yokogawa Electric Works. That means the interest of GE is getting strong.
Yes. What were your specific duties when you became chairman? How was labor divided? What responsibilities did you have?
In Japan, the chairman's duties, in general, are always lighter than the president. Mainly, I went outside and I met some hospital presidents or some major professors, and I went to the United States and other countries. The new president, Chuck Pieper, concentrated on company needs inside the company.
I see. So, the president was involved more with the everyday operations of the business?
Yes. Daily operations.
Did the chairman's duties involve long-term planning for new business areas?
Yes, and the chairman is director of the board meeting. The manager meeting is the president's responsibility. I don't attend the manager meetings.
Does the president sit on the board though?
You held that position for three years?
Yes. Three years.
Then you were appointed as senior technical advisor. Is that right?
I was assigned as an advisor for YMS and an executive technological advisor for Yokogawa Electric Works. I have two hats now.
I see. Since 1991 what have your main responsibilities been? What are you looked to do as advisor?
I come to YMS two days a week and mainly a manager comes up to me for everything. For example, we are now starting some company merger. I was consulted about the strategy. Then the President goes to this company to discuss it. This is one kind of task.
You spend your other three days over at Yokogawa Electric?
What are your duties over there? Same sort of things?
Something different. In Yokogawa Electric Works, I mainly concentrate on technological items, like Mr. Matsumoto.
Management and Decision Making Process in Yakagawa Electric Work
Let's discuss the questions of capital. In YMS you have this rapidly growing business. Where did you raise all the money to hire these new employees and build these new plants and expand so quickly?
He's not sure that this is accurate but he imagine all the earned money was gained from the profits.
So you're able to build from your revenue?
Also borrow money from bank.
Toget a line of credit from a bank, did you have to put some bank officers on your board of directors?
You see, it has to do with the profitability of YMS because, as you know, a bank does not want to loan to a company that does not produce profits.
But sometimes, especially with small companies, it's frequently common that bank officers worry about the management of the company because it's growing so rapidly. So they'll want to make sure that their investment is protected and they want a say on the board of directors. That happened, for example, recently in the ASCII Corporation. So one of the commercial banks in Japan now has, I think, two seats on the board of directors. But that was not the case here.
I have a question about Technical background. Either in YEC or YMS, when you come to a major decision, are they typically business decisions, are they technical decisions, or are they some combination of business and technical decisions? If they involve technology, what is the process used? Do you get advice from your senior R & D people about the decision? Just how does it take place?
When I was the president of YMS, the main decisions were made by the R & D manager. We only talk to him. Other business decisions were made by myself.
I guess it's more business decisions than a technical decision to enter a new field, for example to start your ultrasound business.
On big decision-making, we need some discussion with GE. For example, we have many kinds of MRI systems. There is a very strong one, 1.5 Tesla one is made by GE. YMS should ask what kind of strength the MRI system should they have? It's a very important strategy. We had to meet many times with the GE engineers and management. We flew to Seattle or Hawaii. It's very important. It takes around one year to make that decision. Once decided is not so difficult to the Yokogawa Medical Systems.
My next question concerns the kind of qualifications needed to become part of senior management. Suppose that a young engineer comes to work for the company and seems to be quite promising. Do you take special steps to move him or her around in the company to get the right background so that he or she is well prepared for a senior position? Do you purposely move them around?
At this point, GE has a very good system. We are now learning from this system at GE. GE's career-moving system. According to this system, for the first five years, the engineer stays at, for example, ultrasound technology. If he is a very excellent engineer, he could move to the MRI system, and after ten years he'll be a manager of this section.
Inthe United States, there's so-called "fast-tracking." That's where you move people through the system much more rapidly if they show great promise. It seems like it would be much more difficult to do within a Japanese company given the concern over the group of people that come in at a certain time and so on. Is that true that its more difficult to do "fast-tracking" in a Japanese company?
Yes. In Japan, it's very difficult because this kind of rapid jumping is not good for teamwork. But recently we are now introducing the American way. The American system is much better now.
I see. Are there ever examples of forty-five-year-old vice presidents? Could somebody move up the ladder that quickly?
Around ten years ago, it was very difficult in Japan for this to happen, but recently it has begun changing. For example, our managing director is forty-eight years old. But this causes no problem.
Let me turn to question six [in your written answers] about quality, maintainability, and reliability in products. I can see that in a medical system reliability is quite valuable, quite important.
What kinds of methods did you use to insure the quality and reliability of your products? Did you use special techniques, whether they are management techniques or technical techniques, did you put in extra relations with the customer, or just what kind of things did you do?
One thing is recently introduced, some customer satisfaction movement. It's very important. We meet many customers, not only the doctor--also some nurses and some technicians. They ask what is our product quality. Sometimes they complain that "this is not good." If so, some engineer visits this hospital and discusses with this technician to understand what happened in this hospital and improves some service. Its very important to contact hospitals directly and to hear their complaints.
What about assembly? How do you assure quality of assembly?
I'll explain the basic idea. It is basically the idea of "just in time." The "just in time" basic idea is to make some required component only when it is required. In the old-time manufacturing industry, the employee usually makes ten or twenty quantities at a time. But under the "just-in-time" system, he makes only one part when required. From the standpoint with the production engineering, this is the old-time manufacturing start. First ten or twenty units are sent from the outside for cutting. Then they are sent to the storage man. Then process two people receive the three materials at that time to make an assembly. You can see this is old type of manufacture.
That's right.
But the new type of manufacturing based on "just in time" is a process where people receive one quantity from the store. And then, after the cutting has been made, they are sent to the center and processed.
So it doesn't go to storage, and so on.
Thus the elapsed time is shortened from here to here and from here to here. This is from the standpoint of the production engineering. How about the standpoint from the quality? This is a lot of production over the conventional way.For instance, one receives the three materials. Then process-one people make some assembly or some cutting and then send to storage between process one and process two. But when the process-two people find some difficulty or some malfunction, they have to know, "what was the reason?" But already the time has passed from process one to process two.
Because of the time lag the process-one people sometimes forget. They need to find what's the real reason. But, this is the case of one by one production. From the process-one people, the process-two people receive the cut material. When they find some difficulty or some faults they can make some necessary feedback at the time they find it. So they can take some necessary preventive action. One by one production makes the best quality. This is the same idea on which this process was carried out. So every assembly will be checked at the time by next process people.
I also noticed this morning when we were touring there was a place for customers to come in to check over their own products before they went out the door. Is that so that things can be fixed while they are there rather than be sent to the site and have to be sent back and such? That seems to be another step toward quality.
You mention in your answer to question number eleven, the Tollgate System. Could you explain what that is to me?
The Tollgate system is the developing process. There are many kinds of check points. The Tollgate system is like paying money as you are going through the road. At each section we have some meeting and explain the development process and all managers say, "okay, go to the next step."
So this is part of the research planning process.
That's right. It's the GE Tollgate system.
I assume that that's a way of preventing a research group from going off in one direction for a long period of time, without staying on track for the company's needs.
We need some sort of a checklist.
Are there some sorts of group decisions made in terms of reviewing R & D programs and projects, or is it a particular manager that makes decisions? Who makes the reviews in the R & D system?
It's a top manager of R & D who decides "go" or "no go." That's a meeting where some marketing people join the meeting. Because marketing people's opinions are very important.
Right. So that you're doing research that's directed towards products that are needed. Out on the floor there was a discussion with one of the people who showed us around, and she said there weren't distinctions made in his area between technicians and engineers. What's the rationale for that?
Mr. Ibuka, former president of Sony, said the Japanese engineer has two hats. Sometimes he's a technician and sometimes he's an engineer. He said the Japanese engineer has two mindsets.
Does that have a particular advantage in the engineering design process?
I think, sometimes the engineer is only sitting at a desk, and doesn't want to day any practical job. But the technician does some soldering, wiring. The Japanese engineer needs both sides.
So you learn something from the soldering that you can use in your design work and vice versa.
That's right.
With regard to question number fourteen, on alliances with government, business, or academia, could you tell me more about how the relation with Keio University works. What is the relationship between the two of you, more specifically?
I know many medical doctors at Keio University. Also, Shozo Yokogawa graduated from Keio University. And many of Yokogawa's directors graduate from Keio University. Yokogowa Electric Works has a close relation with Keio University. For YMS we need some testing site for new products. Keio University is very important for us and we want to keep this close relation. Keio University is now using our imaging system. Not those of Toshiba or Hitachi.
Why would Keio University want to have you come there? What advantage do they get from the relationship?
Keio gains some new technology from GE and information from GE. GE learns some medical information from American medical doctors, which is a very important information route.
They also get to use the equipment at no charge in their research and in their diagnostics.
Yes. Somewhat at a low price.
So they like this as well. I suppose it also means that they get the newest technology?
Do you actually have some of your engineers or research teams spend time at Keio University on site for periods of time?
Yes. Always one or two engineers or servicemen stay in Keio hospital.
On the next question, on qualifications for professional employees, you say that it's difficult to recruit highly qualified people. Is that because there's a shortage of electrical engineers today, or some other reason? [some inaudible tape]
No. We don't have suitable jobs in Yokogawa Medical System for graduates from a doctor's course.
I see. Do you need to have medical people working for your company or is it sufficient to have only engineers? Do you need both?
Only engineers. No medical doctors here.
Do you have trouble hiring good engineers?
Recently it has not been difficult because the company's name is getting famous in Japan.
I was very impressed as I walked through the building to see how much space and how much time is devoted to continuing education. Why is it that you should devote so many resources to that? What makes it so important to spend a lot of money on continuing education?
Our target is that 5% of total working hour is spent on continuing education.
That's more than lots of other companies spend. Some companies do very little training of their engineers. You think it has great value to your employees?
Inplanning a new product, what is the expected life cycle time--development time?
It depends on product research. For example, CT is very short--only two or three years research time. In case of MRIs, it's maybe five years.
So you have to introduce new products in those lines that frequently. Typically, within the company, are you working on more than one generation of products? Are you not only working on the next product but the product after that at the same time in some sort of way?
Only the next generation's product.
For the future of YMS, do you think that it's more likely that the company is going to grow by expanding into international markets with the same product lines, or produce new versions of the same product lines, or instead introduce whole new additional product lines? Which is your strategy for growth?
We already established three poles: The CT, the MRI, and the ultrasound. An other one, the X-ray system, is still small. For brand-new fields, we are now exploring a PET system (Positron Emission Tomography). It shows some kind of brain activity. But it is a very expensive system. We are expecting that new technology. Another one is to detect brain MEG, (Magnetic Encephalo Gram) a kind of wave from the brain. It detects a magnetic field that we call the MEG. It is now in the research stage. We are conducting some tests at ETL (Electro Technical Laboratory).
Could you summarize for me what you think are the great advantages, but also the great disadvantages of being in a joint venture?
Good question. First of all, the advantage is that we receive new technology from GE. And our mindset is more international, maybe better than Yokogawa Electric Works. It is natural for us to have an international mind. Concerning export, is very natural to use GE system. As concerns the OEM export to United States, sales, and service departments can use the GE system. This is a great advantage for my company. Disadvantage. The market share change gives less influence to Yokogawa 75% of profit goes to GE. Only 25% goes to Yokogawa.
I see. So you really have to make a lot of money for Yokogawa Electric to make out well. Are there disadvantages over management styles or over those kinds of issues?
Another point is it takes so much time to decide some kind of issue. For example, we want to expand a factory some other place. We need permission from GE side and the Yokogawa side. And it takes a lot of time. Sometimes policy is different.
Are there very strong differences in the corporate cultures of the two companies that make it difficult for you to work between them?
At the first stage, I felt it strongly, this kind of corporate culture. Now I didn't feel so.Takashi Sugiyama - Written Answers (Prior to Interview)
1. What are the key elements to making your business run successfully?
(a) YMS (GE and YEC Group) has quickly introduced new products such as X-ray, CT, MRI (Magnetic Resonance Imager), and ultrasound equipment--applying current technology and matching it to the Japanese market. There has also been a trend of new instrument introductions into hospitals.
(b) GE and YEC got together to develop new instruments. GE recognized the autonomy of YMS in some areas. YMS emphasizes high reliability and quick development, while GE exhibits the current high technology oriented intention.
(c) Mr. Sugita, who was a former medical equipment business division manager at YEC developed the new market and name of the medical equipment business in Japan. GE's participation in YMS made the expansion of YMS business in the medical in Japan easy and quick.
2. In what ways are a technical background important in managing your company?
(a) Development engineers are able to work without anxiety, because top management whose background is engineering can understand the engineer's standpoint well.
(b) Customers easily accept technological explanations of the top manager when troubles occur with customers.
(c) YMS is a technology-oriented company, and if the top manager does not have a technology background, it is not easy for him to decide whether a development project should go or not.
(d) When the market size is rapidly expanding, as was the case with diagnostic imaging equipment in the 1980s, a new product which includes new technology is very important to expand company's share.
3. Are there specific experiences in your background that you find valuable in preparing you for senior management?
(a) Improvement of efficiency of product development in Engineering, two examples:
(1) In the developing process of ultrasound equipment, eight years ago, the sales manager requested a mechanical sector probe, but I decided not to employ a mechanical one but instead to employ an electronically controlled probe; now the mechanical sector probe has disappeared.
(2) On the way of developing MRI system, there were several kinds of magnetic field strength (0.2T, 0.3T, 0.35T, 1.0T, 1.5T). I agreed and understood well this decision, now GE (YMS)'s market share in the world is No.1. This strategic success and valuable decision was possible because of my technological background.
(b) In 1982 I was a senior managing director of Yokogawa Electric Corp. in charge of Engineering, and I moved to YMS as President. At the same time, 333 YMS employees moved to YMS, including 60 engineers. Surprisingly, those engineers joined this new company without anxiety. Their capabilities were better than average level. This shows the importance of the background of top management.
4. What qualifications are needed in your company to become a senior manager and why?
(a) Senior management who are in charge of Engineering, Servicing, Manufacturing, or Marketing have to have engineering background because YMS is developing some equipment applying brand new technology.
(b) In general, an engineer tends to concentrate on his own specialty and not to broaden his view. This type of engineer is not suitable to become a senior manager in the company. A senior manager needs to have a strong curiosity and to be aggressive for many kind of things.
5. How important to your company's livelihood are quality, maintainability, and reliability of products, and what means are used to achieve them?
(a) Since a medical diagnostic instrument directly examines patients, a breakdown of the machine has a sometimes fatal effect, so maintenance should be done quickly and reliably during the off-time of machine (midnight or early morning). Moreover, service-stations should be located within the distance of one-hour drive to every hospital, and be open all the time. (24 hours operating system.)
(b) The most important part of quality is image. The resolution of image determines whether the small heterogeneous matter exists or not, so a YMS product is designed with image-quality as the most important item.
7. How much do your employees need to know about the operations and needs of their customers in order to produce successful products?
Recently YMS developed a new mind-setting movement, that is, that our customers are not only medical doctors, but also nurses, technicians, and patients; and all employees, especially engineers and manufacturers, should know the opinion of all of these end customers. YMS collects questionnaires from customers several times a year and reflects the improvement in the next group of new products.
8. What differentiates your company's operation from your competitors in Japan and other countries?
Because YMS is a joint-venture with GE, YMS gets more information from the USA than its competitors, including European companies. A recent trend is that the center of medical business and academic study is moving from Europe to the USA. So YMS has advantages over its competitors in this sense.
9. What role does service play in your company's vitality? Is the company's strategy to provide services, provide products, or solve problems (no matter what mix or service and products is required)? What are the most important elements in achieving them?
I already mentioned the importance of service in section 6. In a broad sense, service includes improvement of old machines up to the level of recent machine, free of charge. That is the concept of "Continuum" of GE and means the relation with customer is not temporary, but continues for a long time.
10. Are these ways of achieving economic scale in research and production?
The GE medical system division has established a three-pole organization, consisting of the Americas (North and South), Europe (including Eastern Europe and all Russia), and Asia (India, East Asia, China, and Japan).YMS is supporting not only Japan but also the other two poles with YMS products. At the same time YMS imports the products from the other two poles. Thus YMS enjoys its scale market of products and can reduce manufacturing cost. YMS exports constitute 40% of total sales, and imports around 15%.
11. What commitment does the company make to research and development? How are they organized in your company? What are the key management issues associated with R&D?
(a) Total expense of R&D in a year is around 10% of product sales. Expense of R&D includes Patent Royalty paid to GE and other companies.
(b) The choice of research themes and their schedule control are important issues. The former one is decided under the system of worldwide product planning, in the total marketing meeting attended by representatives of all three poles. Schedule control is done by applying the Tollgate system. At each gate, design review is performed.The key management issue in R&D is not to start new themes, but to stop the running theme. The execution of stopping is difficult in general, however. Decision-making and understanding are responsibilities inevitable to senior managers.Total staff for R&D is 200, equal to 12% of total employees. Among them research members are around 20%.
12. What role do other manufactures and other industries (e.g. suppliers, assemblers, or service and system companies) play in the operation of your company? How does this affect your business practices?
Since YMS does not have a machine shop, it is totally dependent on outside manufacturers for mechanical components and processing. Many other electric and electronic components are also purchased from outside vendors in the world, according to the global sourcing plan of GE. The key components such as probes in ultrasound equipment and the X-ray detecting array are manufactured in our company. The total number of vendors associated with YMS is around 400.
13. What role does the government play in the operation of your company?
Prior to the new product introduction, a manufacturing company needs to get the license in accordance with PAL (Pharmaceutical Affairs Law of Japan) under MHW (Ministry of Health and Welfare). Other relations with government are the same as an ordinary Japanese company. There are no special strong control or limitation.
14. Are there other kind of alliances with government, business, or academia that affect the way your company operates?
(a) There are no special alliances with government, business, or academia. YMS keeps good relations with Keio University. Many of YMS's new products have been tested clinically at Keio University. Test results are published at the medical academic society with the name of Keio University.
(b) YMS has a special alliance with GE Medical System Group as a member of the three-pole system. This group exchanges information on competitors' status, technological news, or economical conditions of each geographic area.
15. What kind of qualifications (especially educational) do you seek in your professional employees, and is it difficult to locate and recruit highly qualified people for professional positions?
YMS usually hires people who graduate from the Master course as especially educated one. It is difficult to recruit highly qualified people. Occasionally, YMS hires a highly qualified specialist as a consultant. This might be someone who has already retired but who has many precious experiences in their special field.
16. What kind of continuing education do you provide for our employees and is it necessary and effective?
There are about 60 correspondence lecture courses at YMS, and every employee can select any kind of lectures. These courses are provided by professional institutes. Every year around 200 employees take these courses. The orientation course and T.L.P. (Technology Leadership Program) have just started.The feature of the educational system in the Japanese company is to educate the whole workforce (including the ordinary workers). On the other hand, the education system in the USA aims at the level of manager or leader.
17. How does raising of capital affect the company's operation?
When a company wants to start new business or to build a new facility, top management would not take an action such as raising capital in general. Top management of many Japanese companies would prefer to operate in the range of its existing capital or rent some funds from its main bank.
18. How free is the company to undertake long-term planning and avoid issues of short-term return in investment?
Our company (YMS) has two kinds of plans. One is a 3-year forecast (MRF) and the other is every year's one-year plan. After one year passes, the next three-year plan will be built. The longer plan is usually announced by the top manager at the beginning of a new fiscal year, but the content is not so concrete, but only indicates our long-term target or vision.In the case of more basic research, it takes longer to become key technology for YMS. YMS sometimes asks the help of GE CR/D or YEC R/D, depending on the content of the research.
19. What is the company's strategy for growth? e.g. to make new products, to enter new market niches on a regular basis, to make incremental improvements in products, to increase penetration in market niches in which the company already operates, or other strategies?
In the past ten years, innovative new products have been introduced in the medical diagnostic field. They are ultrasound equipment, X-ray, CT and MRI. The GE Group (including YMS) could follow this technology change and has introduced new products on a timely basis. After the new product was introduced, model changes or incremental improvements should follow in order to expand market share. As a total, 80% of development man-hours are usually spent for incremental improvement of products, 10% are spent for new products, other 10% are for special product development requested by salesmen and medical doctors.
20. How do you deal with the rapid changes that occur in your industry?
YMS has a relatively strong marketing staff. Marketing specialists carefully watch the market tendencies, where it is going and when applicable technology is available. Some specialists attend academic meetings to catch the new information from doctors. (A good example is kidney-stone smashing equipment). We have to pick up some of the new product candidates, and then engineers start development, supported by marketing.
21. What general management lessons can I learn from your company?
You can learn from our company three items:
(a) Education system in YMS. The YMS education system is for all employees. YMS wants to educate the whole workforce, including ordinary workers. On the other hand, GE (or other American companies) want to educate management-level employees who will be leaders in some divisions of their companies.
(b) International mind. All YMS employees try to have an international mind. In every stage of development, engineering, manufacturing, marketing, and even sales, the staff always thinks about other countries and they try to match the foreign countries' conditions.
(c) Technology-oriented company. YMS would like to win against competitors not with sales power or advertisements, but with the product's technological features.
- 1 About Takashi Sugiyama
- 2 About the Interview
- 3 Copyright Statement
- 4 Interview
- 4.1 Career Trajectory at Yokogawa Electric Works
- 4.2 Venturing into Medical Technology with General Electric Company
- 4.3 Employing Toyota's "Just In Time" Model in Yokogawa Electric Works
- 4.4 Total Quality Control System
- 4.5 Three Pole System
- 4.6 Management and Decision Making Process in Yakagawa Electric Work


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Restrictions: Driver must be 21 years or older with a valid B.C. Class 5 driver's license. Car model and colour subject to availability.
Experience the best of high culture and cuisine with a private shopping and dining experience at The Leisure Center, Vancouver's newest luxury retail space and artistic experience.
The Lazy Gourmet will treat you and 10 guests to mouth-watering cocktails and hors d'oeuvres as you peruse the space and pick out your next stunning fashion statement. The Leisure Center is a 22,000-sq. ft. concept space inside a 1930's heritage building on Homer Street and features designs from brands like Vetements, Comme des Garçons, Balenciaga, MA+, Guidi, Rick Owens, Loewe, Yohji Yamamoto and Yang Li. Leisure Center also carries cosmetics, lifestyle products, and books, and includes a photo studio, café, and bar.
Don't fret about the price tag – The Leisure Center is pampering your group with a $2,000 gift card so you can shop the evening away at your leisure.
Restrictions: Expires Mar. 8, 2019. Must take place on a mutually agreed upon date.
Take on the best of Vancouver with an exclusive evening featuring Hawksworth Restaurant, Marquis Wine Cellars, Vancouver Art Gallery, and the Rosewood Hotel Georgia. You and up to 9 guests will savour a chef's tasting menu at Hawksworth, voted time and time again as Vancouver's best restaurant, with $1,000 worth of world-class wine pairings from Marquis.
You'll also visit the Vancouver Art Gallery, where you will immerse yourself in historic masterworks and ground breaking contemporary exhibitions. You and your guests will relish this memorable five-star experience for years to come. The hosting couple will then spend a night in a deluxe room at the luxurious and historic Rosewood Hotel Georgia, complete with a bottle of Veuve Clicquot, valet parking, and breakfast in bed for two. Full details to be revealed at Night of Wonders.
Restrictions: Expires Nov. 30, 2018. Not valid on Fridays or Saturdays. Reservations required. Vancouver Art Gallery passes not valid during special events.
Hit the highway in a majestic Maserati and escape to beautiful Okanagan Falls' Liquidity Winery in style. You and a guest will leave Vancouver in a sleek Maserati, courtesy of Ferrari Maserati of Vancouver, and drive the scenic route into wine country. After working up an appetite on the journey, you'll arrive at Liquidity Winery where you'll be treated to a chef's dinner in Liquidity Bistro with wine pairings.
Spend the evening settling in to your luxury accommodations – Liquidity's private VIP Suite, featuring spacious living quarters, a king bed, pool, patio, and some of the best views the Okanagan has to offer.
Enjoy the rest of your weekend zipping through the countryside and sampling world-class wines.
This priceless package includes a two night stay in the private VIP Suite at the award-winning vineyard, and unparalleled comfort, luxury, and taste.
Restrictions: Booking dates subject to availability, expires April 30, 2019. Car model and colour subject to availability. Must be over the age of majority with a valid BC Class 5 license. 1,200km mileage max.
Experience the beauty and thrill of a true Yukon winter with this package for two to Whitehorse on Air North, Yukon's Airline. You'll experience the northern tradition of dogsledding on a half-day tour with Sky High Wilderness Ranch and get the blood pumping while spending a half-day snowmobiling with Up North Adventures. You'll also be treated to a stop at the Yukon Wildlife Preserve where you'll spot local wildlife up-close, like caribou, Rocky Mountain elk, mountain goats, arctic foxes, and more.
As darkness arrives, you and your guest will be treated to the most beautiful light show on earth – the stunning Aurora Borealis. Warm up with a steamy soak in the Takhini Hot Springs, or take in some Yukon history at the MacBride Museum.
This amazing package includes roundtrip flights for two on Air North, Yukon's Airline, between Vancouver and Whitehorse, three night's accommodation in downtown Whitehorse, and all above mentioned activities for two. You won't want to miss out on this northern adventure of a lifetime.
Restrictions: Valid for travel Feb. 26, 2018 to Dec. 14, 2018. Blackout dates apply. Some inclusions only available in winter months. All reservations are based on availability at time of booking.
Up North Adventures, Northern Vision Development, Sky High Wilderness Ranch
Take in the breathtaking beauty of the west coast on an evening cruise for 20 people aboard a world class 65' Princess Yacht, featuring delectable cocktails and hors d'oeuvres from The Lazy Gourmet.
Imagine the sun setting over Burrard Inlet as you cruise toward Indian Arm, where you'll marvel at the wild West Coast on a three-hour cruise past beautiful ocean-front estates and the rugged coastline. This three-level luxury vessel features a full walk-around deck, an extravagant cherry wood interior, four staterooms, a discrete galley kitchen, a dinette area and a spacious salon with a settee and cocktail table.
This package will make an unforgettable summer night to mark a special occasion, or just a casual evening among friends. It's yours to enjoy.
Restrictions: Expires Sep. 30, 2018. Available Mondays through Thursdays. Must take place on a mutually agreed upon date. Not available during the Celebration of Lights.
An unforgettable experience awaits for the lucky group to secure this rare opportunity. Refine your cooking skills in a luxurious Whistler chalet with a half-day class taught by Canadian culinary expert Chef Eric Pateman. You and seven guests will spend the day at the Cedar Tree Chalet where Chef Pateman, Executive Chef of Edible Canada, will work with you to craft a multi-course menu of your choice, including fresh and delicious ingredients. Lounge on the chalet's expansive outdoor deck and take in the mountain views as you enjoy your masterpiece, while hearing Chef Pateman's stories of cooking and travelling around the world.
This is a once-in-a-lifetime opportunity to learn from the true master of Canadian cuisine inside one of Whistler's most prestigious homes.
Restrictions: This experience is limited to a half day (choose from either 9am to 2pm or 3pm to 8pm) and is available Mondays through Thursdays. All ingredients will be provided by Edible Canada. Not included: Beverages and any required rentals for equipment not in the home. Expires Nov. 15, 2018.
Thirteen-year-old Faris is thriving in grade 8 at Churchill Secondary School, leading his class as Student Representative for over 400 people. His positive attitude and infectious spirit gets him through each day, despite facing barriers that few could even imagine.
Faris was diagnosed at birth with Osteogenesis Imperfecta Type 2 – commonly known as brittle bone disease. Type 2 is the most severe form of brittle bones and can be life-threatening, causing bone deformities and frequent bone breaks and fractures. He was first given a very small chance of survival, and was born with a broken collar bone, broken ribs, and broken femur bone. He faced intense treatment, including morphine infusions to reduce the pain. He miraculously survived.
For Faris' family, his illness was a challenge in the beginning, but is now just another part of their daily lives. He has been blessed with an incredible support system that has given him a powerful attitude toward conquering his dreams, even with limited mobility. Faris was the first child with his condition to have telescopic metal rods inserted into his legs to support his weight. He also hopes to become an entertainer one day.
But for now, Faris' big wish is to meet Doctor Who.Children's Wish is excited and proud to make this dream come true.
Faris' most heartfelt wish will be granted by:
Sage has already been through a lot at only seven years old. Diagnosed with Stage 3 Wilms kidney cancer at age four, she has fought the disease twice. Her life has been marked by periods of bedrest, threatening infections, massive surgeries and months of difficult radiation and Chemotherapy.
But through it all, Sage's sweet personality has shone through. She loves unicorns and animals (especially tigers), loves to dance, and has an awesome sense of humour. Her mom says she is quiet and shy but if you get on her silly side, she will open right up.
Sage's battle was shared with her mom, who says they both likely have post-traumatic stress from the life-changing journey, which made up the hardest days of their lives, physically, mentally, and emotionally. Now off treatment, Sage is healing and receiving scans every three months.
Sage received her wish in December 2017 when she and her mom set sail for an enchanting Disney Caribbean cruise. Because she loves princesses, she couldn't imagine anything cooler than being on a big boat filled with her favourite characters.
Sage's most heartfelt wish was granted by Teekay Shipping's Heroes Challenge team:
When Anthony received his diagnosis, he was only one of five children in the world with QARS, an extremely rare genetic disorder that began in utero. At 20 to 35 weeks gestation, Anthony suffered an in-utero stroke, causing Global Development Delay. He now faces a litany of illnesses, including Cortical Visual Impairment, epilepsy, cerebral palsy, and severe scoliosis. He needs to be tube-fed, is nonverbal, and has been using a wheelchair since the age of two.
But the 12-year-old has lived much longer than doctors imagined. He's the longest surviving child with QARS, and he makes the most of it. He's a fun-loving and happy boy in grade six. He loves music and horseback riding, swimming, playing baseball, and going to exciting sports games.
There is no cure for Anthony's disease, so his family works to tackle each health issue as they arise. It has been a tough battle for Anthony's parents and younger brother. "The effect of having a child with high needs is extremely hard on the entire family," Anthony's mom Ani says.
Anthony's health is deteriorating with a weakening immune system, but the family is extremely excited for Anthony's wish – a family trip to Los Angeles where Anthony will meet his extended family for the first time – and of course, visit Disneyland.
"Thank you Children's Wish for granting this dream family vacation. This is an irreplaceable gift that we will cherish as a family," Ani says.
Anthony's most heartfelt wish will be granted by:
Mallory has a heart condition known as Long QT, giving her the risk of having an irregular heartbeat, which could cause fainting, drowning, or sudden cardiac arrest. But the 15-year-old hasn't let her illness get in the way of her passion: sports.
She plays basketball, volleyball, and soccer, but carries around the risk that at any moment she could faint, or worse. While she tries to keep well hydrated when she plays sports and is on a beta blocker to regulate her heart, her family still worries when she gets on the field or court.
Both her younger sister and mother share the condition, meaning there are some scary days in the household. But it was a good day when Mallory found out she would be granted a wish. She's changed her mind several times while dreaming about what she could do or where she could go, but she's now thinking of travelling somewhere with nice beaches and shopping.
Her wish will be an experience the whole family can enjoy, stress-free.
Mallory's most heartfelt wish will be granted by:
Seven-year-old Yusuf's parents call him a "survivor," and after a stage 3 cancer diagnosis and Chemotherapy, he deserves the title.
Yusuf had swollen lymph nodes for two years before finally being diagnosed with Nodular Lymphocyte Predominant Hodgkin's Lymphoma just last year. He started treatment immediately and had his last round of Chemo in July.
The disease hasn't taken away from his spirit – he's loving school, learning French, reading, and studying planet Earth. He also plays basketball and builds with Lego for fun.
For now, Yusuf is recovering mentally and physically from his cancer. Because he is still young and has five years to take his wish, he hasn't yet decided on what he wants to do, but he spends copious amounts of time dreaming about where he might go, or what he might do. When it's time, Yusuf, his two brothers, and his parents, will share the magic of his wish together.
Yusuf's most heartfelt wish will be granted by:
Arielle is a smiling and happy 7-year-old with an adorable toothy grin. You wouldn't know by spending a moment with her that she's already been through so much.
Born with sickle cell anemia, Arielle was five years old when doctors discovered that her left pulmonary artery was positioned on the right side of her heart. The complication required surgery in March 2016. During her recovery, she experienced a stroke, but has recovered fully.
Arielle continues to battle sickle cell anemia and is required to take a daily medication – but her parents know the only cure for the disease is a bone marrow transplant. While her illness has caused a lot of stress for the family, they do their best to carry on a normal and happy life.
Arielle is enjoying school and spending time with her friends. She especially loves singing, dancing, and going to the swimming pool. Her spirit is warm, and even though she's experienced more pain and discomfort than her age warrants, her mom says she's never once complained about her illness.
She is still imagining all the possibilities of what her one heartfelt wish could be, and is considering a range of options like a trip to Disneyland, going on a Disney Cruise, or getting "a car that kids can drive." Her mom says she also dreams of a house with stairs and a baby sister – something our Wish Coordinators haven't quite figured out how to make happen yet!
Arielle's most heartfelt wish will be granted by:
Fly to Night of Wonders in a London Air Services helicopter.
Learn more.


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Apple Analyst: Forget $700 Stock
BCG Financial senior financial analyst Colin Gillis discusses Apple's plans to start iPhone production this quarter, the sagging stock price, and Tim Cook's management style.
This transcript has been automatically generated and may not be 100% accurate.
... the the ... it may be at all-time highs but ... Apple is still struggling to overcome its top spot this as the Wall Street ... was there is talk of perhaps yet another generation I Phones and production lines this summer ... Kao with an outlook for the tech giant has Colin Gillis is director of research and senior financial analyst BCG financial ... thinking is that the woman use up thank the much for bringing on my pleasure Simon ... so aam ... we got news of a ... potential new I phone but let's let the couple but some also in the news about big apology from Simcoe ... to China ... he was a cool move on now ... I think it needed to be done ... on a date ... to the China market place is one of the areas for strong growth in Apple wants to speak in that there's a lot of that class coming up from the media I will say they don't usually have much choice so it's dawned on they issue that you know in in Chinese on the onthe Bad dot CN website ... and ... the responses adults deposit into that ... building just to see how many gray market phones they get in that they'll be swapping out for a new products aam but that ... that that sidebar ... but as a sudden I was ... going to meet you think am ... Apple still scanning get it's mojo back and it was the that was the the the most beloved stall for such a while now clearly not the last summit last few months new one fundamental who bought the house so I was the first apology gets a timer for Apple Maps Irwin blocks north of two or thirty points so you know hopefully I'm that's not going to happen again with the second apology here in China ... in terms of the new I phone my gets widely expected to get a new app on every single year ... yet the issue is does it come into just come into law does come August the reports out the production is starting ... will be starting in two to ... now ... it will most likely be the same form factor is the con I phone five nine million I phone five best thing about what that don't support to the four S ... that's ... bad because the screen size is going to be you know small to the marketplace the markets moving towards those no closer to five inch screens with Samsung is done with the Galaxy S four but it's good because will help margins but unfortunately I think what you're seeing is ... that the price points in the entire space for smartphones and tablets are coming down because the growth is coming out of emerging markets and the people of a little bit less disposable income ... okay so what what does that mean for the stock price and a lot of a lot of people it been piling into the stock ended weeks of justice ... poverty seemed to love this stark it does this mean ... this doesn't go off all mean the the idea of seven hundred it all out Apple is is oversize me to think yes I think so you know in in my view right and a peanut its part is still above the largest if not the largest valued company on a U S listed exchange STX remember ... the absolute size of Apple is still quite a significant from a market cap perspective ... even though the ratios on valuation look appealing ... now ... looking for them and doesn't own a catch and it suggests putting ... the cash came in a sparkling ... well that's it that's a good course I absolutely not great where the dividend increase for the have much more cash they either a template ... or be returned to shareholders and they should be poignant more mature there were talks about the I want all this company out there called bubble that started doing that type of thing it's not the mom ... McGinley some of them on the company's combined reluctance it impacts me know and and and and people have criticized him for a public they have one of ... the week as it struggled to come to court over this ... time to try and make make things happen aam it doesn't look like it's going to happen when EDD this I was talk to lead to that ... the aisle ... or you can just get a hold on to know that somewhat back taxes and have to give return to shareholders but you don't expect outsize gains from the same unfortunate technology but you can become hot ... new become not very quickly ... addicted to make them away from its own in the coming week because I'm an aunt ... remember such emotion now black for a checkup they with every hope they were the coolest kid crying of lot yet and I'm now they are called non with nothing announcement the absolutely right and and many people think that the turnaround is not one of the costly for them ... now you know ... has Apple become one with out ... me do we do when we look into week two we will ... be fun to laugh and Syria ... it's it's it seems like a stretch now you can never rule about technology The Road site is littered with companies that that you know were were first movers and on the market and then because of the ownership position ... on appeal ... new entrants were able to come in you look upon me to look at Motorola he can look at Research in motion which is now called BlackBerry ... so it seemed like stocks right now let's see if Apple can innovate ... and and what what do you think I think ... you know I have that the high-end products I don't think that the Nets are going to get the mass killing the units that some people project but because I do think that will serve ... them for next for him to still be millions and millions of dollars in revenue for the moment and the nice gross margin but that may limit their growth


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In this activity, users download and graph modeled climate data to explore variability in climate change. Most people know that climate changes are predicted over the next hundred years, but they may not be aware that these changes are likely to... (View More) vary from region to region. Using data from the University of New Hampshire's EOS-WEBSTER, a digital library of Earth Science data, users will obtain annual predictions for minimum temperature, maximum temperature, precipitation, and solar radiation for each of these 5 states: New York, Georgia, Colorado, Minnesota, and California. Data will span the years 2000 through 2100. Users will import the data into Excel and analyze it to see what, if any, regional variability exists. Finally, they will download data for their own state, compare these results with the results from the other 5 states and use their results to answer questions related to climate change. This chapter is part of the Earth Exploration Toolbook (EET). Each EET chapter provides teachers and/or students with direct practice for using scientific tools to analyze Earth science data. Students should begin on the Case Study page. (View Less)
Materials Cost: Free
Users explore data, using My World GIS, that characterize the dynamic Greenland Ice Sheet. By examining photographs, map views, and tabular data, users gain an understanding of how and why scientists are monitoring the ice sheet and what they are... (View More) finding. Users explore map layers that represent ice sheet thickness, weather station locations, and annual melt extents of the ice sheet. They learn about the working conditions that Arctic scientists must endure to collect their data, and how sensors on satellites are used to gather information from an area as large as Greenland. Finally, users learn about scientists' methods for measuring ice flowing downhill from Greenland, and examine that data to learn how fast the ice is moving. This chapter is part of the Earth Exploration Toolbook, which provides teachers and/or students with direct practice for using scientific tools to analyze Earth science data. Students should begin on the Case Study page. (View Less)
Materials Cost: Free per student


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Why the Spartans Will Win It All…Posted by rtmsf on March 31st, 2010
We asked writers from each of the four Final Four schools to provide us with a persuasive article on why their team will win it all this coming weekend. Joey Nowak of the State News tells us that Michigan State has one x-factor that no other school can claim: Tom Izzo.
In picking a national champion, you can crunch every number and compare every statistic you can find. You can weigh records, odds, matchups and the history books. Champs have been chosen from everything — jerseys, mascots, school colors, height and weight, birthdays and signs of the zodiac. But the reason Michigan State will be the team cutting down the nets at Lucas Oil Stadium on Monday night can be spelled out in four letters.
The Michigan State head coach's middle name is March. No one prepares like Izzo and his staff, no one is better on a two-day tournament turnaround and, thus, no team is ever more prepared for the NCAA Tournament than an Izzo-coached squad. Players buy into his philosophies (defense, toughness and rebounding produce the No. 1 rebounding and No. 58 field-goal defense in the nation) and his promise of "You get me through the first game, I'll get you through the second" rings true on a perennial basis.
Speaking of crunching stats, let's do these: Izzo has led the Spartans to a remarkable 16-3 record in the second game of an NCAA Tournament weekend. (For those keeping score at home, that national title game everyone is talking about? That's the second game of an NCAA Tournament weekend.) It's a well-known fact in the college basketball community that no other program has reached six Final Fours in the last 12 years, but it's also crucial to note that only Izzo, UCLA's John Wooden and Duke's Mike Krzyzewski have led any team on such a run in history.
Izzo is 35-11 in the Big Dance, good for second in winning percentage among active coaches (he passed Roy Williams with two wins this weekend) and he's nipping on Krzyzewski's heels for the number one spot. Should the Spartans win the title, Izzo will be the top dog. There's a phrase that is thrown around East Lansing that the "players play the game" and it comes down to nothing else. But with Izzo at their back, these players turn their hopes and dreams over to the man in green and he works his magic.
Some are calling this Izzo's greatest coaching performance — reaching the Final Four without MSU's leading scorer and point guard (Kalin Lucas), with their best perimeter defender (Chris Allen) hobbling with a torn ligament in his right foot and an explosive forward (Delvon Roe) playing through "ridiculous" pain with a torn meniscus in his right knee. No question it's up there. And with a Final Four field that has been as open as any in recent memory and a national title up for grabs, why not side with the man who continues to prove doubters wrong?


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Training of pronunciation skills is performed with courses. A course is associated with a specific language, consists of different units and each unit is given by a sequence of phrases in different lengths. To ease the further explanation we defined a list of specific notions:
All course material for Artikulate can be found and edited in the following repository:
For licensing information please see:
You can contribute to this repository with a KDE Developer account. But also if you do not have a KDE Developer account (yet), we are happy to get contributions. For those cases, please write to the mailing list [1].
To work with Artikulate directly at this course material repository please create a local copy of it (git clone). Then start Artikulate and go to the dialog "Settings" (top-left button) and select the root folder of your local copy in that dialog as your course material repository. After restarting Artikulate the training mode as well as the editor mode operate only on the data from the repository.
The following life cycles explain how courses and the contained phrases shall be created and updated.
There are two cycles for phrases. The simple one appears, when creating a course without a skeleton file. Then, a phrase gets created and possible is updated.
The case when working with skeleton files is quite different. Here, the phrases are created (in English) in the skeleton file and then imported, translated and recorded for the course. Yet, when updating a phrase in the skeleton, possibly the phrases in the course file may also need updates. To approach this, we have the following update cycle for phrases:


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Holland Law and Title
Contact Us
Place Title Order
Click here to place order.
Click here to download our cool new app, including closing cost calculators and much more.
Or click on one of the rate calculators listed below:
Basic Title Premium Calculator
Refinance Title Premium Calculator
Investment Calculator
19 in 1 Mortgage Calculator
Seller's Estimated Closing Costs
Buyer's Estimated Closing Costs
Reverse Mortgage Calculator
About Title Insurance
Click below for more information:
Title Insurance
What Happens in Escrow Settlement?
Who May Handle Escrow Settlements?
Instructions to the Settlement Agent
What Each Party Does in Escrow?
Closing the Sale and Division of Charges
Click here to open the Lawyers Title website.
Home Ownership Tips and Articles
Click below for more information:
Buyers Section
Why Use a Real Estate Agent
What to Expect in a Residential Transaction
Buyer's Financial Responsibility
Sellers Section
Real Estate Professionals Help Home Sellers Reach Their Goals
Why Use a Real Estate Agent
What to Expect in a Residential Transaction
Seller's Financial Responsibility


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Unlike other skip companies, the majority of our skips are walk-in for easy access.
We offer general skip hire in Urmston, Greater Manchester and the surrounding areas. Simply browse our range of skips below and choose the best size skip for your job. We have skips suitable for DIY projects, home or garden clearances and larger domestic jobs. If you're unsure which skip you require, our friendly team are always on hand to offer advice.
Skip Hire Urmston
Call us on 01204 696 446 to order your skip or complete our skip hire quote form. We accept payment over the phone and offer a next day delivery service. We can arrange permits if you need to store your skip on the road, and will collect it once your job is complete.