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Category: Human Performance
Robot Made a Human Error and a Worker was KilledJuly 8th, 2015 by Chris Vallee
The 22-year-old man died in hospital after the accident at a plant in Baunatal, 100km north of Frankfurt. He was working as part of a team of contractors installing the robot when it grabbed him, according to the German car manufacturer. Volkswagen's Heiko Hillwig said it seemed that human error was to blame.
A worker grabs the wrong thing and often gets asked, "what were you thinking?" A robot picks up the wrong thing and we start looking for root causes.
Read the article below to learn more about the fatality and ask why would we not always look for root causes once we identify the actions that occurred?
Investigating the Human Error Causes of Drug and Device Manufacturing ProblemsJuly 8th, 2015 by Mark Paradies
For the drug and medical device manufacturing industries, the US Code of Federal Regulations 211.22, Good Manufacturing Practices, states that if manufacturing errors occur, quality control should make sure that the errors "… are fully investigated."
From past FDA actions it is clear that stopping the investigation at a "human error" cause is NOT fully investigating the error.
Here are three reasons people fail when they are investigating human error issues and when they develop fixes:
- They did not use a systematic process. 5-Whys is not a systematic process.
- The system they used did not guide them to the real, fixable causes of human errors (most quality professionals are not trained in human factors),
- The system did not suggest ways to fix human errors once the causes had been identified (the FDA expects effective corrective actions).
What tool provides a systematic process with guidance to find and fix the causes of human error? The TapRooT® System!
If you would like to read more about how TapRooT® can help you find the root causes of human error, see:
To learn about how to use TapRooT® to improve your investigations of human error, We suggest attending the 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Training. See the list of public course held around the world at:
With your hard work and effort and a system that will find and fix the root causes of human error you can succeed in fixing human error issues and in meeting the FDA's expectations.
Would you know if your corrective action resulted in an accident?June 30th, 2015 by Chris Vallee
"Doctor… how do you know that the medicine you prescribed him fixed the problem," the peer asked. "The patient did not come back," said the doctor.
No matter what the industry and or if the root causes found for an issue was accurate, the medicine can be worse than the bite. Some companies have a formal Management of Change Process or a Design of Experiment Method that they use when adding new actions. On the other extreme, some use the Trial and Error Method… with a little bit of… this is good enough and they will tell us if it doesn't work.
You can use the formal methods listed above or it can be as simple for some risks to just review with the right people present before implementation of an action occurs. We teach to review for unintended consequences during the creation of and after the implementation of corrective or preventative actions in our 7 Step TapRooT® Root Cause Analysis Process. This task comes with four basic rules first:
1. Remove the risk/hazard or persons from the risk/hazard first if possible. After all, one does not need to train somebody to work safer or provide better tools for the task, if the task and hazard is removed completely. (We teach Safeguard Analysis to help with this step)
2. Have the right people involved throughout the creation of, implementation of and during the review of the corrective or preventative action. Identify any person who has impact on the action, owns the action or will be impacted by the change, to include process experts. (Hint, it is okay to use outside sources too.)
3. Never forget or lose sight of why you are implementing a corrective or preventative action. In our analysis process you must identify the action or inaction (behavior of a person, equipment or process) and each behaviors' root causes. It is these root causes that must be fixed or mitigated for, in order for the behaviors to go away or me changed. Focus is key here!
4. Plan an immediate observation to the change once it is implemented and a long term audit to ensure the change sustained.
Simple… yes? Maybe? Feel free to post your examples and thoughts.
Product Safety Recall…… one of the few times that I see Quality and Safety MergeJune 22nd, 2015 by Chris Vallee
We can all remember some type of major product recall that affected us in the past (tires, brakes, medicine….) or recalls that may be impacting us today (air bags). These recalls all have a major theme, a company made something and somebody got hurt or worse. This is a theme of "them verses those" perception.
Now stop and ask, when is the last time quality and safety was discussed as one topic in your current company's operations?
You received a defective tool or product….
- You issued a defective tool or product….
- A customer complained….
- A customer was hurt….
- ???….
Each of the occurrences above often triggers an owner for each type of problem:
- The supplier…
- The vendor…
- The contractor…
- The manufacturer….
- The end user….
Now stop and ask, who would investigate each type of problem? What tools would each group use to investigate? What are their expertise and experiences in investigation, evidence collection, root cause analysis, corrective action development or corrective action implementation?
This is where we create our own internal silo's for problem solving; each problem often has it's own department as listed in the company's organizational chart:
- Customer Service (Quality)
- Manufacturing (Quality or Engineering)
- Supplier Management (Supply or Quality)
- EHS (Safety)
- Risk (Quality)
- Compliance (?)
The investigations then take the shape of the tools and experiences of those departments training and experiences.
Does anyone besides me see a problem or an opportunity here?
Are You Comfortable With Just Getting By?June 15th, 2015 by Barb Phillips
Getting comfortable with just getting by, accepting failure, accepting broken rules … these attitudes all contribute to an unhealthy workplace culture that allows major and minor accidents. How do we get back on track?
We livestreamed Mark Paradies' empowering talk, "How to Stop Normalization of Deviation," at the 2015 Global TapRooT® Summit in Las Vegas. View the recorded session below and learn how to improve the work culture at your facility.
How Much Does Human Error Cost Your Company?March 4th, 2015 by Mark Paradies
If your company has a major accident, the board of directors will know the cost of human error.
But human error happens every day. And the small incidents and mid-size accidents can add up to billions of dollars in waste, injuries, and warranty costs.
How much of the billion dollars in waste comes from your company? Do you keep track?
How can you know how much you should invest in stopping human error if you don't know how much human error costs?
One thing that is for sure, if you are worried about human error, you should attend the 2-Day TapRooT® Understanding and Stopping Human Error Course taught by Joel Haight and Mark Paradies.
The course will help you understand why human error occurs and the best practices you can implement to make human action much more reliable.
The course is being held on June 1-2.
Just after this course is the 2015 Global TapRooT® Summit.
The Summit include a track titled, "Human Error Reduction and Behavior Change." To see all the topic covered, see this link:
And click on the appropriate track button.
Register for both the 2-Day TapRooT® Understanding and Stopping Human Error Course and the TapRooT® Summit forgive days of great learning, networking, and best practice sharing. Just CLICK HERE to get started.
Monday Accident & Lessons Learned: Errors Under Pressure – What are the Odds?February 9th, 2015 by Mark Paradies
Here's a description of an car/train accident:
How could things go from a minor error and fender bender to a multi-fatality accident?
It happens when someone makes a bad decision under pressure.
Don't think it couldn't happen to you. Even with good training and good human factors design, under high stress, people do things that seem stupid when investigating an accident (looking at what happened in the calm light of the post accident investigation).
Often, the people reacting in a stressful situation aren't well trained and may have poor displays, poor visibility, or other distractions. Their chance of choosing the right action? About 50/50. That's right, they could flip a coin and it would be just as effective as their brain in deciding what to do in a high-stress situation.
FIRST: Avoid decisions under high stress. In this case, KEEP OFF THE TRACKS!
Never stop on a railroad track even when no trains are coming.
That's true for all hazards.
Stay out from under loads. Stay away from moving heavy equipment.
You get the idea.
Don't put yourself in a position where you have to make a split-second decision.
SECOND: NEVER TRY TO BEAT A TRAIN or PULL IN FRONT OF A TRAIN.
Always back off the tracks if possible. This is true even if you hit the gate and dent your car.
FINALLY: Think about how this train accident could apply to hazards at your facility.
Are people at risk of having to make split-second decisions under stress?
If they do, or if it is possible, a serious accident could be just around the corner.
Try to remove the hazard if possible.
How could have the hazard been removed in this case?
An overpass or underpass for cars is one way.
Other ideas? Leave them below as comments.
Even in Humor, You can learn about Root Cause and People from Dr. DemingJanuary 22nd, 2015 by Chris Vallee
Caution: Watching this Video can and will make you laugh…… then you realize you might be laughing at…
… your own actions.
… your understanding of other peoples actions.
… your past corrective or preventative actions.
Whether your role or passion is in safety, operations, quality, or finance…. "quality is about people and not product." Interestingly enough, many people have not heard Dr. Deming's concepts or listened to Dr. Deming talk. Yet his thoughts may help you understand the difference between people not doing their best and the best the process and management will all to be produced.
To learn more about quality process thoughts and how TapRooT® can integrate with your frontline activities to sustain company performance excellence, join a panel of Best Practice Presenters in our TapRooT® Summit Track 2015 this June in Las Vegas. A Summit Week that reminds you that learning and people are your most vital variables to success and safety.
To learn more about our Summit Track please go to this link. https://www.taproot.com/taproot-summit
If you have trouble getting access to the video, you can also use this link http://youtu.be/mCkTy-RUNbw
Root Cause Analysis Tip: Is Human Error a Root Cause?July 17th, 2014 by Mark Paradies
A frequent question that I see in various on-line chat forums is: "Is human error a root cause?" For TapRooT® Users, the answer is obvious. NO! But the amount of discussion that I see and the people who even try suggesting corrective actions for human error with no further analysis is amazing. Therefore, I thought I'd provide those who are NOT TapRooT® Users with some information about how TapRooT® can be used to find and fix the root causes of human error.
First, we define a root cause as:
"the absence of a best practice or the failure to apply knowledge that would have prevented a problem."
But we went beyond this simple definition. We created a tool called the Root Cause Tree® to help investigators go beyond their current knowledge to discover human factors best practices/knowledge to improve human performance and stop/reduce human errors.
How does the Root Cause Tree® work?
First, if there is a human error, it gets the investigator to ask 15 questions to guide the investigator to the appropriate seven potential Basic Cause Categories to investigate further to find root causes.
The seven Basic Cause Categories are:
- Procedures,
- Training,
- Quality Control,
- Communications,
- Human Engineering,
- Work Direction, and
- Management Systems.
If a category is indicated by one of the 15 questions, the investigator uses evidence in a process of elimination and selection guided by the questions in the Root Cause Tree® Dictionary.
The investigator uses evidence to work their way down the tree until root causes are discovered under the indicated categories or until that category is eliminated. Here's the Human Engineering Basic Cause Category with one root cause (Lights NI).
The process of using the Root Cause Tree® was tested by users in several different industries including a refinery, an oil exploration division of a major oil company, the Nuclear Regulatory Commission, and an airline. In each case, the tests proved that the Tree helped investigators find root causes that they previously would have overlooked and improved the company's development of more effective corrective actions. You can see examples of the results of performance improvement by using the TapRooT® System by clicking here.
If you would like to learn to use TapRooT® and the Root Cause Tree® to find the real root causes of human error and to improve human performance, I suggest that you attend our 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Course and bring an incident that you are familiar with to the course to use as a final exercise.
Note that we stand behind our training with an ironclad guarantee. Attend the course. Go back to work and apply what you have learned. If you and your management don't agree that you are finding root causes that you previously would have overlooked and that your management doesn't find that the corrective actions you recommend are much more effective, just return your course materials and software and we will refund the entire course fee. No questions asked. It's just that simple.
How can we make such a risk-free guarantee?
Because we've proven that TapRooT® works over and over again at industries around the world. We have no fear that you will see that TapRooT® improves your analysis of human errors, helps you develop more effective corrective actions, and helps your company achieve the next level better level of performance.
Want to see more tips like these? Subscribe to our Tuesday eNewsletter. It delivers a root cause tip column, career development tips, accidents & lessons learned and more! Just send an email to Barb at firstname.lastname@example.com with "subscribe" in the subject line.
Monday Accident & Lessons Learned: Human Error Leads to Near-Miss at Railroad Crossing in UK – Can We Learn Lessons From This?June 23rd, 2014 by Mark Paradies
Here's the summary from the UK RAIB report:
At around 05:56 hrs on Thursday 6 June 2013, train 2M43, the 04:34 hrs passenger service from Swansea to Shrewsbury, was driven over Llandovery level crossing in the town of Llandovery in Carmarthenshire, Wales, while the crossing was open to road traffic. As the train approached the level crossing, a van drove over immediately in front of it. A witness working in a garage next to the level crossing saw what had happened and reported the incident to the police.
The level crossing is operated by the train's conductor using a control panel located on the station platform. The level crossing was still open to road traffic because the conductor of train 2M43 had not operated the level crossing controls. The conductor did not operate the level crossing because he may have had a lapse in concentration, and may have become distracted by other events at Llandovery station.
The train driver did not notice that the level crossing had not been operated because he may have been distracted by events before and during the train's stop at Llandovery, and the positioning of equipment provided at Llandovery station relating to the operation of trains over the level crossing was sub-optimal.
The RAIB identified that an opportunity to integrate the operation of Llandovery level crossing into the signalling arrangements (which would have prevented this incident) was missed when signalling works were planned and commissioned at Llandovery between 2007 and 2010. The RAIB also identified that there was no formalised method of work for train operations at Llandovery.
The RAIB has made six recommendations. Four are to the train operator, Arriva Trains Wales, and focus on improving the position of platform equipment, identifying locations where traincrew carry out operational tasks and issuing methods of work for those locations, improvements to its operational risk management arrangements and improving the guidance given to its duty control managers on handling serious operational irregularities such as the one that occurred at Llandovery.
Two recommendations are made to Network Rail. These relate to improvements to its processes for signalling projects, to require the wider consideration of reasonable opportunities to make improvements when defining the scope of these projects, and consideration of the practicability of providing a clear indication to train crew when Llandovery level crossing, and other crossings of a similar design, are still open to road traffic.
The full report has very interesting information about the possibility of fatigue playing a part in this near miss. See the whole report HERE.
This report is an excellent example of how much can be learned from a near-miss. People are more whilling to talk when a potential near-fatal accident happens than when a fatality happens. And all of this started because a bystander reported the near-miss (not the train crew or the driver).
How can you improve the reporting and investigation of potentially fatal near-miss accidents? Could your improvements in this area help stop fatalities?
Removing Blame from an Accident InvestigationMay 7th, 2014 by Barb Phillips
What would you do if you made a mistake at work that caused an accident, and your co-workers gathered around you to physically beat you as punishment? A PowerSource article, "Energy Companies Study the Role of Human Behavior in Safety" mentions this true-life scenario.
There's still much work to be done in removing blame from an accident investigation to find the true root cause. In the PowerSource article, TapRooT® Friend & Expert Joel Haight introduces a new human factors engineering program at the University of Pittsburgh that he hopes will attract industry professionals and assist them in solving this issue.
Click here to read the article.
Monday Accident & Lessons Learned: Decimal Points MatterMay 5th, 2014 by Mark Paradies
It's easy to make a math error. But when that error means your new, expensive submarine won't float … that's a disaster!
Read about the problem at:
I like the way the stories talk about "someone" put the decimal point in the wrong place. I bet if you are that someone, you are laying low…
Now, what can you learn? What do you do to catch simple math errors (we all make them) in critical calculations? Leave your comments here.
Could scheduling be a root cause of fatigue related errors? Navy OKs new watch schedule to reduce fatigue on submarines.April 22nd, 2014 by Mark Paradies
Finally an attempt to reduce fatigue on submarines. See the story here:
How Far Away is Death?April 8th, 2014 by Mark Paradies
Not too far on this day in 1983…
Monday Accident & Lessons Learned: Incident Report from the UK Rail Accident Investigation Branch: Tram running with doors open on London Tramlink, CroydonApril 7th, 2014 by Mark Paradies
There were eight recommendations made by the UK RAIB. here's a summary of the investigation:
On Saturday 13 April 2013 between 17:33 and 17:38 hrs, a tram travelling from West Croydon to Beckenham Junction, on the London Tramlink system, departed from Lebanon Road and Sandilands tram stops with all of its doors open on the left-hand side. Some of the doors closed automatically during the journey, but one set of doors remained open throughout the incident. The incident ended when a controller monitoring the tram on CCTV noticed that it had departed from Sandilands withits doors open, and arranged for the tram to be stopped. Although there were no casualties, there was potential for serious injury.
The tram was able to move with its doors open because a fault override switch, which disables safety systems such as the door-traction interlock, had been inadvertently operated by the driver while trying to resolve a fault with the tram. The driver didnot close and check the doors before departing from Lebanon Road and Sandilands partly because he was distracted from dealing with the fault, and partly because he did not believe that the tram could be moved with any of its doors open. The design of controls and displays in the driving cab contributed to the driver's inadvertent operation of the fault override switch. Furthermore, breakdowns in communication between the driver and the passengers, and between the driver and the controller, meant that neither the driver nor the controller were aware of the problem until after the tram left Sandilands.
The RAIB has made eight recommendations. Four of these are to Tram Operations Ltd, aimed at improving the design of tram controls and displays, as well astraining of staff on, and processes for, fault handling and communications. Two recommendations have been made to London Tramlink, one (in consultation with Tram Operations Ltd) relating to improving cab displays and labelling and one on enhancing the quality of the radio system on the network. One recommendation is made to all UK tram operators concerning the accidental operation of safety override switches. The remaining recommendation is to the Office of Rail Regulation regarding the provision of guidance on ergonomics principles for cab interface design.
For the complete report, see:
Three Mile Island Accident Anniversary: The Nuclear Industry Discovers Human FactorsMarch 28th, 2014 by Mark Paradies
Five days of panic. 140,000 residents voluntarily evacuate. Fourteen years of clean-up.
The 35th anniversary of the Three Mile Island Nuclear Disaster.
On the midnight shift on March 28, 1979, things started to go wrong at TMI. A simple instrument problem started a chain of events that led to a core meltdown.
I can still remember that morning.
I was learning to operate a nuclear plant (S1W near Idaho Falls, ID) at the time. I was in the front seat of the bus riding out to the site. The bus driver had a transistor radio on and the news reported that there had been a nuclear accident at TMI. They switched to a live report from a farmer across the river. He said he could smell the radiation in the air. Also, his cows weren't giving as much milk.
the midnight shift on March 28, 1979, things started to go wrong at TMI. A simple instrument problem started a chain of events that led to a core meltdown.
I was learning to operate a nuclear plant (S1W near Idaho Falls, ID) at the time. I can still remember that morning. I was in the front seat of the bus riding out to the site. The bus driver had a transistor radio on and the news reported that there had been a nuclear accident at TMI. They switched to a live report from a farmer across the river. He said he could smell the radiation in the air. Also, his cows weren't giving as much milk.
Years later, I attended the University of Illinois while also being a Assistant Professor (teaching midshipmen naval weapons and naval history). I was the first in a new program that was a cooperative effort between the Nuclear Engineering and Psychology Departments to research human factors and nuclear power plants. My advisor and mentor was Dr. Charles O. Hopkins, a human factors expert. In 1981-1982, he headed group of human factors professionals who wrote a report for the NRC on what they should do to more fully consider human factors in nuclear reactor regulation.
As part of my studies I developed a course on the accident at TMI and published my thesis on function allocation and automation for the next generation of nuclear power plants.
So, each year when the anniversary of the accident comes around I think back to those days and how little we have learned (or should I say applied) about using good human factors to prevent industrial accidents.
Human Performance Tools: What's Right … What's WrongMarch 19th, 2014 by Mark Paradies
Over the past decade, best practices and techniques have been developed "stop" or manage human error. They were developed mainly in the US nuclear industry and vary in content/name by the consultant/organization that offers them. Common tools include:
- Procedure Use*
- Place Keeping*
- Pre-Job Brief*
- Post-Job Brief
- Peer Checking*
- Time Out
- Rule of Three
- 3-Way Communication*
- Observation & Coaching*
- Questioning Attitude
- Attention to Detail
- Errors Traps/Precursors
Here are some links to learn more about the tools above:
Also, if you plan on attending the 2014 Global TapRooT® Summit, attend Mark Paradies' talk on human performance tools to learn more about these tools.
The asterisk (*) techniques above have always been included on the Root Cause Tree® (part of the TapRooT® System) because they are supported by established human factors research. Post-Job Briefs are also a well-established best practice that isn't included on the Root Cause Tree® because it would occur after an incident or as part of the normal performance improvement program.
Some of the techniques seem like excellent best practices (paying attention, having a questioning attitude, STAR, and Time Out), but I haven't been able to find scientific human factors research that supports their use. For example, the "Rule of Three" is supposedly supported by research in the aviation industry that three yellow lights (conditions that are worrisome but not enough to prevent a flight) are equal to one red light (a fight no-go indicator – for example weather that doesn't meet the flight minimums).
Because they seem like good ideas, you may decide to adopt them, but they may not work as intended in all cases. After all, research hasn't tested their limits.
The final technique, Error Traps/Precursors seems to violate a couple of human factors principles and therefore should only be used with caution.
The concept behind Error Traps/Precursors is that certain human conditions are indicators of impending human error. If a person can self-monitor to detect the "error likely" human condition, he/she can then apply an appro-priate human performance tool to avoid (stop) the impending error. For example, if you notice that you are rushing, you could apply STAR.
What are these human conditions? The selection varies depending on the consultant that presents the technique, but they commonly include:
- Hurry
- High Workload
- Stress
- Multi-Tasking
- Distractions
- Interruptions
- Fatigue/Illness
- Boredom
- Habits
- Complacency
- Assumptions
- Unexpected
- Non-Routine
- Changes
- New Tasks
- First Time
- New Technique
- Unclear/Unknown
A problem with this technique is that the person performing work must self-monitor to detect the human condition to self-trigger action. I've never seen research that people are particularly good at self-monitoring to detect any human condition. And even if they were, the list seems to indicate that people would be would be constantly self-triggering. By this list, people are always just about to make a mistake. (To err is human?)
Constantly monitoring points to another human factors limitation. The human brain automatically apportions a very limited resource – attention. Your brain continuously, subconsciously decides what to pay attention to and what to ignore. Your brain decides what sounds are important and which ones are noise. Your brain may decide that motion in the visual field deserves more attention than a stationary object. Or that a sharp pain is more important than a faint touch.
In times of crisis or when one is busy, your ability to pay attention is stressed. Imagine yourself driving on ice. You are so focused on the feel of the road and preventing sliding that you don't have enough attention left over to even have a casual conversation.
Even when you are not stressed, if you self-monitor your state, you stealing attention from some other task. What faint signal might you miss?
All of the Human Performance Tools have a common limitation. They are weak corrective actions. They are 5's or 6's on the TapRooT® hierarchy of controls. Rules, procedures, training, are all attempts at improving human performance. And the human may be your weakest safeguard. If your human performance improvement program is based on the weakest safeguards, what should you expect?
This doesn't mean that you should not try proven human performance tools. It means that you should try to adopt stronger safeguards and understand the limitations of human performance tools and, at a minimum, implement defense in depth to ensure adequate performance.
Court Hearing Reveals Pilots Complained of Fatigue Before Fatal CrashFebruary 20th, 2014 by Barb Phillips
On August 14, 2013, UPS Airlines Flight 1354 crashed and burst into flames short of the runway on approach to Birmingham–Shuttlesworth International Airport. Both pilots of the cargo plane were pronounced dead at the scene of the crash.
The Federal Aviation Administration issued new rules aimed at ensuring airline pilots have sufficient rest 2 years ago, and proposed to include cargo airlines in draft regulations, but exempted them when final regulations were released, citing cost.
Read the rest of the story on The Washington Post.
Learn more about tell-tale signs of fatigue-related mistakes at the 2014 Global TapRooT® Summit. Summit speaker Bill Sirois, Senior Vice President and Chief Operating Officer for Circadian Technologies, will be speaking about fatigue and human performance.
Fatigue in the workplace is difficult to measure, and it is even more difficult to identify as a causal factor of accidents and injuries. However, fatigue does contribute to human errors including errors in judgment, risk-taking behaviors, clouded decision-making, ability to handle stress and reaction time.
Join us for the Human Error Reduction and Behavior Change track, April 9 – 11, 2014 in Horseshoe Bay, Texas, to hear this talk.
LEARN MORE on the Summit website.
REGISTER NOW for the Human Error Reduction and Behavior Change track.
What Admiral Rickover Had to Say About ManagementJanuary 9th, 2014 by Mark Paradies
(Picture of Captain Rickover taken after WWII while he was learning about nuclear technology
at the Manhattan Project before he became head of the Navy nuclear power program.)
The following is the text of a speech delivered in 1982 by Admiral Hyman G. Rickover – the father of the Nuclear Navy – at Columbia University. Rickover's accomplishments as the head of the Nuclear Navy are legendary. From developing the first power producing submarine based nuclear reactor from scratch to operations in just three years to creating a program to guarantee process safety (nuclear safety) for over 60 years (zero nuclear accidents).
I am reprinting this speech here because I believe that many do not understand the management concepts needed to guarantee process safety. We teach these concepts in our "Reducing Serious Injuries and Fatalities Using TapRooT®" pre-Summit course. Since many won't be able to attend this training, I wanted to give all an opportunity to learn these valuable lessons by posting this speech.
– – –
Human experience shows that people, not organizations or management systems, get things done. For this reason, subordinates must be given authority and responsibility early in their careers. In this way they develop quickly and can help the manager do his work. The manager, of course, remains ultimately responsible and must accept the blame if subordinates make mistakes.
As subordinates develop, work should be constantly added so that no one can finish his job. This serves as a prod and a challenge. It brings out their capabilities and frees the manager to assume added responsibilities. As members of the organization become capable of assuming new and more difficult duties, they develop pride in doing the job well. This attitude soon permeates the entire organization.
One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organizational charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person then is limited only by his own ability.
Complex jobs cannot be accomplished effectively with transients. Therefore, a manager must make the work challenging and rewarding so that his people will remain with the organization for many years. This allows it to benefit fully from their knowledge, experience, and corporate memory.
The Defense Department does not recognize the need for continuity in important jobs. It rotates officer every few years both at headquarters and in the field. The same applies to their civilian superiors.
This system virtually ensures inexperience and nonaccountability. By the time an officer has begun to learn a job, it is time for him to rotate. Under this system, incumbents can blame their problems on predecessors. They are assigned to another job before the results of their work become evident. Subordinates cannot be expected to remain committed to a job and perform effectively when they are continuously adapting to a new job or to a new boss.
When doing a job—any job—one must feel that he owns it, and act as though he will remain in the job forever. He must look after his work just as conscientiously, as though it were his own business and his own money. If he feels he is only a temporary custodian, or that the job is just a stepping stone to a higher position, his actions will not take into account the long-term interests of the organization. His lack of commitment to the present job will be perceived by those who work for him, and they, likewise, will tend not to care. Too many spend their entire working lives looking for their next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.
In accepting responsibility for a job, a person must get directly involved. Every manager has a personal responsibility not only to find problems but to correct them. This responsibility comes before all other obligations, before personal ambition or comfort.
A major flaw in our system of government, and even in industry, is the latitude allowed to do less than is necessary. Too often officials are willing to accept and adapt to situations they know to be wrong. The tendency is to downplay problems instead of actively trying to correct them. Recognizing this, many subordinates give up, contain their views within themselves, and wait for others to take action. When this happens, the manager is deprived of the experience and ideas of subordinates who generally are more knowledgeable than he in their particular areas.
A manager must instill in his people an attitude of personal responsibility for seeing a job properly accomplished. Unfortunately, this seems to be declining, particularly in large organizations where responsibility is broadly distributed. To complaints of a job poorly done, one often hears the excuse, "I am not responsible." I believe that is literally correct. The man who takes such a stand in fact is not responsible; he is irresponsible. While he may not be legally liable, or the work may not have been specifically assigned to him, no one involved in a job can divest himself of responsibility for its successful completion.
Unless the individual truly responsible can be identified when something goes wrong, no one has really been responsible. With the advent of modern management theories it is becoming common for organizations to deal with problems in a collective manner, by dividing programs into subprograms, with no one left responsible for the entire effort. There is also the tendency to establish more and more levels of management, on the theory that this gives better control. These are but different forms of shared responsibility, which easily lead to no one being responsible—a problems that often inheres in large corporations as well as in the Defense Department.
When I came to Washington before World War II to head the electrical section of the Bureau of Ships, I found that one man was in charge of design, another of production, a third handled maintenance, while a fourth dealt with fiscal matters. The entire bureau operated that way. It didn't make sense to me. Design problems showed up in production, production errors showed up in maintenance, and financial matters reached into all areas. I changed the system. I made one man responsible for his entire area of equipment—for design, production, maintenance, and contracting. If anything went wrong, I knew exactly at whom to point. I run my present organization on the same principle.
A good manager must have unshakeable determination and tenacity. Deciding what needs to be done is easy, getting it done is more difficult. Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required. Too often, important problems are recognized but no one is willing to sustain the effort needed to solve them.
Nothing worthwhile can be accomplished without determination. In the early days of nuclear power, for example, getting approval to build the first nuclear submarine—the Nautilus—was almost as difficult as designing and building it. Many in the Navy opposed building a nuclear submarine.
In the same way, the Navy once viewed nuclear-powered aircraft carriers and cruisers as too expensive, despite their obvious advantages of unlimited cruising range and ability to remain at sea without vulnerable support ships. Yet today our nuclear submarine fleet is widely recognized as our nation's most effective deterrent to nuclear war. Our nuclear-powered aircraft carriers and cruisers have proven their worth by defending our interests all over the world—even in remote trouble spots such as the Indian Ocean, where the capability of oil-fired ships would be severely limited by their dependence on fuel supplies.
The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet "the devil is in the details." It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details. Most managers would rather focus on lofty policy matters. But when the details are ignored, the project fails. No infusion of policy or lofty ideals can then correct the situation.
To maintain proper control one must have simple and direct means to find out what is going on. There are many ways of doing this; all involve constant drudgery. For this reason those in charge often create "management information systems" designed to extract from the operation the details a busy executive needs to know. Often the process is carried too far. The top official then loses touch with his people and with the work that is actually going on.
Attention to detail does not require a manager to do everything himself. No one can work more than twenty-four hours each day. Therefore to multiply his efforts, he must create an environment where his subordinates can work to their maximum ability. Some management experts advocate strict limits to the number of people reporting to a common superior—generally five to seven. But if one has capable people who require but a few moments of his time during the day, there is no reason to set such arbitrary constraints. Some forty key people report frequently and directly to me. This enables me to keep up with what is going on and makes it possible for them to get fast action. The latter aspect is particularly important. Capable people will not work for long where they cannot get prompt decisions and actions from their superior.
I require frequent reports, both oral and written, from many key people in the nuclear program. These include the commanding officers of our nuclear ships, those in charge of our schools and laboratories, and representatives at manufacturers' plants and commercial shipyards. I insist they report the problems they have found directly to me—and in plain English. This provides them unlimited flexibility in subject matter—something that often is not accommodated in highly structured management systems—and a way to communicate their problems and recommendations to me without having them filtered through others. The Defense Department, with its excessive layers of management, suffers because those at the top who make decisions are generally isolated from their subordinates, who have the first-hand knowledge.
To do a job effectively, one must set priorities. Too many people let their "in" basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.
All work should be checked through an independent and impartial review. In engineering and manufacturing, industry spends large sums on quality control. But the concept of impartial reviews and oversight is important in other areas also. Even the most dedicated individual makes mistakes—and many workers are less than dedicated. I have seen much poor work and sheer nonsense generated in government and in industry because it was not checked properly.
One must create the ability in his staff to generate clear, forceful arguments for opposing viewpoints as well as for their own. Open discussions and disagreements must be encouraged, so that all sides of an issue will be fully explored. Further, important issues should be presented in writing. Nothing so sharpens the thought process as writing down one's arguments. Weaknesses overlooked in oral discussion become painfully obvious on the written page.
When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs. In my work, it is important to be able to go back a number of years to determine the facts that were considered in arriving at a decision. This makes it easier to resolve new problems by putting them into proper perspective. It also minimizes the risk of repeating past mistakes. Moreover if important communications and actions are not documented clearly, one can never be sure they were understood or even executed.
It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation. This is particularly hard if one has invested much time and energy on a project and thus has come to feel possessive about it. Although it is not easy to admit what a person once thought correct now appears to be wrong, one must discipline himself to face the facts objectively and make the necessary changes—regardless of the consequences to himself. The man in charge must personally set the example in this respect. He must be able, in effect, to "kill his own child" if necessary and must require his subordinates to do likewise. I have had to go to Congress and, because of technical problems, recommended terminating a project that had been funded largely on my say-so. It is not a pleasant task, but one must be brutally objective in his work.
No management system can substitute for hard work. A manager who does not work hard or devote extra effort cannot expect his people to do so. He must set the example. The manager may not be the smartest or the most knowledgeable person, but if he dedicates himself to the job and devotes the required effort, his people will follow his lead.
The ideas I have mentioned are not new—previous generations recognized the value of hard work, attention to detail, personal responsibility, and determination. And these, rather than the highly-touted modern management techniques, are still the most important in doing a job. Together they embody a common-sense approach to management, one that cannot be taught by professors of management in a classroom.
I am not against business education. A knowledge of accounting, finance, business law, and the like can be of value in a business environment. What I do believe is harmful is the impression often created by those who teach management that one will be able to manage any job by applying certain management techniques together with some simple academic rules of how to manage people and situations.
Why Are the Major, Steady Declines in Minor and Recordable Injuries Not Seen to the Same Extent in Major Accident (Fatality) Statistics?December 26th, 2013 by Barb Phillips
Why are the major, steady declines in minor and recordable injuries not seen to the same extent in major accident (fatality) statistics? Mark Paradies has new insight into the phenomenon and has used it to develop systematic methods to stop major accidents by using TapRooT® both reactively and proactively.
Register for Reducing Serious Injuries & Fatalities Using TapRooT®, a 2-Day Pre-Summit Course scheduled for April 7-8, 2014 in Horseshoe Bay, Texas.
The course highlights three major sources of major accidents:
* industrial hazards
* process safety and
* driving safety.
Learn new ideas to revolutionize your fatality/major accident prevention programs and start you down the road to eliminating major accidents.
Learn more about the Summit: http://www.taproot.com/taproot-summit
Register for this 2-day course and the Summit and save $200!
If you need a kindergartner to explain your control chart for you….December 20th, 2013 by Chris Vallee
Watch two children explain their morning routine using a process flow chart and a control chart.
If you do not have a knowledgeable kindergartner hanging around to help you, I would recommend attending the following this April during our TapRooT® Summit Week:
Advanced Trending Techniques
TapRooT® Quality/Six Sigma/Lean Advanced Root Cause Analysis Training http://www.taproot.com/taproot-summit/pre-summit-courses#TapRooTSixSigma
Process Quality and Corrective Action Programs
New Technique to Monitor FatigueDecember 16th, 2013 by Mark Paradies
The Associated Press reports, "Dutch bus drivers to test fatigue warning."
See the article at:
Amazing RescueDecember 11th, 2013 by Mark Paradies
Cook found alive in wreckage three days after ship sinks…
Bad Day for the PilotsNovember 21st, 2013 by Mark Paradies
Root Cause Analysis Tip: ENERGY – SAFEGUARD – TARGETOctober 10th, 2013 by Mark Paradies
What's that in the distance hanging from a tree?
If you answered a hornet's nest, you are correct!
It's the first one I've ever seen in person in the wild (with real, live hornets buzzing in and out).
What does this have to do with root cause analysis?
Practice the skills you learn in a TapRooT® class by analyzing everyday situations. In this example, let's look at Energy – Safeguard – Target.
What is the ENERGY?
I guess I would call it a biological source of Energy – HORNETS!
What is the TARGET?
Anything that disturbs the nest. It could have been me if I moved any closer.
What are the SAFEGUARDS that protected me from the hornets?
In this case, the only safeguard was my own awareness when walking through the woods.
That's a pretty weak human performance safeguard. But this time it worked!
Should I have removed the hazard? No way! That's much more risk that just leaving the area and remembering where the nest is.
How many "awareness" safeguards do you depend on at work? Is that really good enough? Should you be removing the hazards?
That's your root cause analysis tip to think about for today!
Want to learn more about TapRooT®, advanced root cause analysis, and Energy – Safeguard – Target Analysis (we call it Safeguard Analysis)? Then attend a 5-Day TapRooT® Advanced Root Cause Analysis Team Leader Course. See the upcoming worldwide public course schedule at:


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App Backup & Restore 5.0.5 Apk For Android
App Backup & Restore 5.0.5 Description:
App Backup & Restore is to backup & restore apps, transfer, share files fast & easy for android.
Save phone space by backup, restore that are not frequently used. Transfer, share files with 0-Cost between devices. Currently App Backup & Restore supports app/apk/photo/music/video transfer & share.
★ Editor's Choice – No.1 in "10 best Android backup apps…" – Android Authority
Please take the SD card out before uninstall our app, or all backups will be deleted due to system restriction.
New Request Permission: Location/GPS, to enable transfer feature.
– App Backup & Restore cannot backup, restore, transfer, share Data, it only backup, restore, transfer, share Apk/File. Data can only be backup / restore via third party login or app account. App Backup & Restore is not able to backup Game Record due to system restriction.
Save space by Auto Backup & uninstall backup apps. Multi-version apps can be coexisting by backup, restore, transfer, share. Cloud Backup will be available soon.
Restore apps from SD card. Restore and reinstall backup apps any time.
★Transfer, Share
– Transfer, share without Wifi routers. Transfer, share enable easy & fast transfer, share app/file.
– Backup, transfer, share with 0-cost by simple click!
– Transfer, share does not charge your phone during transfer.
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– Transfer, share supports App, APK, Photo, Music, Video.
★All Features
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– Transfer, Share app/file without routers
– Batch backup, restore, transfer, share
– One-click Backup, restore, transfer, share
– Backup, restore and quick uninstall
– Sort restore, backup, transfer, share files by name, date, size
– Auto backup, restore
– Show backup, restore apps storage
– Multi versions backup, restore, transfer, share
– Cloud transfer, backup to Google Drive (coming)
– Transfer, Share backup market link
– Clean backup, restore, transfer, share cache
– Auto backup, override old version while restore
– Alternative backup path, change backup, restore path
– Show last backup, restore size&time
– Transfer, share app/apk/photo/music/video
– Transfer, share to cloud
How to backup apps?
– 1) Backup – select apps – click Backup. or 2) App – select apps – click Backup
Where the backup apps saved?
– Backup apps are in internal storage or sd card, based on your choice
How to auto backup?
– Press&hold app, or Settings – Auto Backup
How to restore apps?
– 1)Archive – select apps – Restore– Yes or 2)Restore – select archives – Restore
Why can't I restore apps?
– System Settings – Applications, enable Unknown Sources, restore apps.
Does it backup, restore, transfer, share data?
– No, it only backup, restore, transfer, share apk/files.
Can I change backup path?
– Settings – Backup Path – Set.
How to use Transfer, share?
– Transfer, share app/apk/photo/music/video with others. Transfer, share between two devices.
To transfer, share app/file to others: Side menu – Send – Select app/file – Select receiver – Start Sending.
To transfer, share app/file from others: Side menu – Receive – Waiting for sender – Start Receiving.
Do I need phone carrier mobile data plan or public Wi-Fi/cable to transfer, share?
– No. App Backup & Restore builds a private network using Wi-Fi hotspot which enables transfer, share free of charge, data, nor cable.
Who can I transfer, share apps to? Must he/she has App Backup & Restore?
– Transfer, share to anyone around you who has App Backup & Restore. Transfer between 2 devices. Tap up-left corner button to share, transfer App Backup & Restore with 0 cost.
Is it safe to transfer & share?
– Transfer, share safely under private network in secure environment.
App Backup & Restore 5.0.5 Screen Shots
Click Below Any Link To Download App Backup & Restore 5.0.5 APK.

subset: commoncrawl


text:
Pain at right hip during full range of hip movements.
Pain at right hip during full range of hip movements.
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Non-arthrographic MRI images acquired of pelvis with bilateral hip joints show mildly flattened femoral head contours with slender gracile femoral necks. Also seen is mild uncovering of femoral heads relative to the acetabular cup on coronal images. Axial images reveal an anterior paralabral cyst at right acetabulum.
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This case is a young female with no history of high impact sport activity, giving history of exceedingly difficult full range of hip movements, particularly painful on right side. In our experience the femoral head and acetabular contour conforms to subtle developmentally dysplastic hip morphology. These individuals due to nonobvious symptoms and signs escape detection in early years and later develop labral injuries secondary to wear and tear at the hip during late adolescence to young adulthood. As seen above partly uncovered femoral heads (which is described as an extrusion index by some authors), is accompanied by a full thickness anterior labral tear and a paralabral cyst at the right acetabulum.
Very infrequently a tear or small paralabral cyst ,like this, may be confused with a normal prelabral sulcus or recess at the articular labral margin, which is usually quite sharply marginated and along only one-third or rarely one-half the thickness of the labrum.
In this case the findings were confirmed on arthroscopy.
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text:
FuzzyDupes 2012 8.5.2 Multilingual | 3.1 Mb
FuzzyDupes (Fuzzy Duplicate Search) will find similar records in address and other databases. Duplicate records in databases do not only cause high costs, they can also lead to many other problems. Not least when consolidating different data inventories, e.g. during fusion or adding value from acquired data, the duplicate search is an indispensable and critical business process. This is, why data quality more and more becomes a significant value for every business.
Fast fuzzy duplicate search in many data sources
Fuzzy merge of two lists
Fuzzy match with external list (Robinson list)
Supported Data Sources / DBMS:
MS-Access, MS-Access 2007* and 2010* on 32-bit and 64-bit systems
MS-Excel, MS-Excel 2007* and 2010* on 32-bit and 64-bit systems
MS SQL-Server
Text/CSV Files
Other Datasources with ODBC-Driver or OLEdb Provider, e.g. Oracle, IBM DB2, MySQL, dBase, Foxpro, Paradox, FileMaker, Cache, PostgreSQL, etc.
Search and deletion from MS-Outlook contact folders.
This makes FuzzyDupes the solution for cleansing Outlook contacts
Windows Addressbook
MS-Sharepoint Server
BulkMailer Address Database
32-bit data sources can be accessed on 64-bit systems using the FuzzyDupes 32-bit launcher
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Windows Contacts / Windows Mail
New in FuzzyDupes Version 2012
Notebly higher power and speed through parallel execution and 64-bit
Thereby practically unlimited size of data searchable
Full usage of modern Core-iX cpu's and 64-bit systems
Uses DotNet 4.0 Framework
Display of the match-factor in the results
Support of MS-Access and MS-Excel data sources even on 64-bit systems
The new 32-bit launcher offers access to 32-bit data sources on 64-bit systems
Site BBcode/HTML Code:


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Drums pads 24 social advice
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This month the Brain Injury Association of America will mark Brain Injury Awareness Month. Each year 2.4 million Americans sustain brain injuries including 475,000 children. About 75% of Traumatic Brain Injuries (TBIs) that occur each year are concussions or other forms of mild traumatic brain injury (MTBI).
Keep liquid laundry packets up and closed in the original container, out of children's reach and sight.
Learn More »


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Is Barbara Palvin Giving Bella Thorne Lingerie Tips?
January 15th, 2013
Is it weirding anyone else out that teenager Bella Thorne is looking older than Barbara Palvin in these pictures? Anyway, let's hope the 19-year-old Victoria's Secret hottie is giving Bella a few tips on how to navigate old age for when she eventually turns 18, like the importance of doing lingerie photoshoots. Bella's still got a few years to go obviously, but if they keep these tutoring sessions up and she studies hard, it could really pay off down the road.
Related Articles:
Bella Thorne Is The New Lindsay Lohan
Bella Thorne Had A Birthday
Bella Thorne Will Get You Into Trouble
Bella Thorne Will Get You In Trouble Even During Christmas
Photos: PacificCoastNews
Check Out This Sexy Leg Show!
Cutie Ava Sambora Bikini Dream
HUGE Clown Boobies!
Rihanna's Sweet Wet Booty
Cutie Ava Sambora Bikini Dream
HUGE Clown Boobies!
Rihanna's Sweet Wet Booty


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Does this attraction provide visitors with a taste of the local culture?
Is this attraction free to the public?
Is gratuity suggested at this attraction?
Would this be a good rainy day activity?
Is there food available at this attraction?
Is a car required to access this attraction?
Is this attraction accessible using public transportation?
Is this attraction closed during certain parts of the year?
Is this attraction wheelchair accessible?
Does this activity require advanced planning, ticketing or reservations?
Thanks for helping!
The Coconino Center for the Arts has one of the best rotations of local artists you will find in any medium size town in America. In addition to the art displays, Coconino Center...
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The Coconino Center for the Arts has one of the best rotations of local artists you will find in any medium size town in America. In addition to the art displays, Coconino Center for the Arts has some of the best concerts you will find. Not just local artists but well known touring single and small ensemble groups as well....
Small but nice community center for art exhibits and special events like the annual Folk Music Festival. A good venue for the citizens of Flagstaff and visitors alike.
We saw a free concert by the North Arizona Symphony here. Great concert and some interesting art work in the galleries. My only issue was that the steps in the concert hall are dangerous. No hand rails and steps are configured in a strange way. Maybe they could figure a way to remedy that.
We went to hear a performance by a woman quilter/poet from Canada. She was delightful, if you can imagine a woman singing songs, playing a guitar and showing quilts. They have various performers from time to time. Then there is a gallery where, at that time, people were displaying their quilt art. (Quilting is not just for beds, but can...
The Center presents a wide range of exhibits, from the work of nationally-known artists of all stripes to local shows of art and fine craft. In part because its the largest exhibit space in the city (3000 sf with very tall ceilings), you'll see art here that you won't see except in noted urban museums (like in San Francisco, NYC...
I've been to the Arts Center a couple of times...once for a lecture, once for an art auction, and twice for the Recycled Art Show. There are always great local exhibits that are a good overall picture of the local arts scene. The atmosphere is very chill and it doesn't feel stuffy at all. If you are visiting in April,...
Coconino Center for the arts is always hosting various art shows of the art of students of Flagstaff. Because of this, the art presented is always unique. The selections and entries are always new so you can bet that you will always be surprised at what you have to see.
Own or manage this property? Claim your listing for free to respond to reviews, update your profile and much more.


text:
gamelan ensemble of indonesia download now fgRl full file
Publisher's Description
Title: gamelan ensemble of indonesia
Languages: Multiple languages
Last week:
Last updated:
03/18/2015 03:39:09
OS support:
Windows (all)
User rating:
[4.2 out of 5] (193 votes)
TOP Downloads gamelan ensemble of indonesia:
03/18/2015 03:39:09
Gamelan is traditional ensemble music of Java and Bali in Indonesia, made up predominantly of percussive instruments. The most common instruments are …Friends of the Gamelan, Inc. Dedicated to the performance and instruction of Javanese gamelan music in Chicago since 1980Gamelan is an instrumental ensemble including metallophones, xylophones, drums gongs, bamboo flutes, and plucked strings. In Indonesia, gamelan usually …4/17/2010 · The project about the Gamelan Music of Indonesia. Made for my music class.The most popular and famous form of Indonesian music is probably gamelan, an ensemble of tuned percussion instruments that include metallophones, drums, gongs …Sumunar invites you to experience the rich sounds, stories and traditions of Indonesia! Whether you come to a performance, take a class, join a performing ensemble ...About Us: Describes our Mission, Membership and a Brief History of the Venerable Showers of Beauty Gamelan.Nerell offers sounds, samples, synthesizers, and Indonesian gamelan orchestra, which is given full voice in the aural landscape during the final section of the journey.10/27/2010 · Indonesian gamelan medley from Java, Sunda and Bali performed by Amadinda Percussion Group, Triginta Percussion, Péter Szalai and László Tömösközi …The Javanese Gamelan. The largest bronze gamelans in Indonesia are found in Central Java. Although a large gamelan is co-ordinated to an extent by the drummer, its ...
gamelan ensemble of indonesia
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New Classic Family Dinners: More Than 200 Everyday Recipes and Menus From the Award-winning Campanile Restaurant by Mark Peel with Martha Rose Shulman, includes recipes like Roasted Tomato Soup; Rabbit Cacciatore; and Monkfish Osso Buco with Risotto Milanese and Gremolata.
by Mark Peel with Martha Rose Shulman
Food enthusiasts from coast to coast have flocked to Los Angeles' Campanile restaurant on Mondays for their Monday Night Family Dinners—a themed three-course meal, served family style. Now celebrating its 20th anniversary, Campanile still reigns as one of the finest restaurants in the United States. Now New Classic Family Dinners: More than 200 Everyday Recipes and Menus from the Award-Winning Campanile Restaurant offers readers and food lovers everywhere an opportunity to savor Campanile's unique take on popular comfort food.
Renowned chef and six-time James Beard Award nominee Mark Peel takes readers into the kitchen with him on those Monday nights, offering over 200 recipes that are perfect for an impressive weeknight meal or a dinner party. This is not a chefs cookbook. All of the recipes were tested in Mark's home kitchen—without a kitchen staff to prep and clean. The dishes are straightforward and reflect Mark's philosophy on cooking, as he says, "drawing out the maximum flavor from good ingredients."
Simple weeknight dishes, such as Wild Mushroom and Farro Soup, Risotto with Caramelized Squash, Beef Bourguignon, and Breaded Veal Scaloppini with Smoked Mozzarella, Parmesan, and Tomato Sauce, are sure to bring the whole family to the table. For the more adventurous, try the Braised Duck with Green Olives, Lobster Pot Pie, or Giant Ravioli with Spinach, Ricotta and Egg Yolk.
All of the foods we reminisce about from our own family dinners are here—Chicken Noodle Soup, Macaroni & Cheese (this one with wild mushrooms), Tuna Noodle Casserole, Southern Fried Chicken, Linguini and Clams, Bacon-wrapped Meatloaf with Mashed Potatoes and Creamed Spinach—although Mark Peel's versions are unlike any you've ever had before. The mouthwatering recipes in New Classic Family Dinners are as diverse as the fresh seasonal ingredients used to create them.
Mark also provides recipes for desserts, based on his own childhood favorites. Boston Cream Pie, Devil's Food Layer Cake with White Mountain Frosting, Chocolate Pudding with Whipped Cream, Peach Melba, and homemade Pistachio Ice Cream, are just some of the classics he presents in this collection.
With stunning photography by Lucy Schaeffer, New Classic Family Dinners is much more than a souvenir from a world-class restaurant. It is a gastronomic scrapbook, a culinary journey into our collective pasts filled with modem takes on all the foods we knew and loved growing up. Mark Peel's recipes are sure to become family standards in your home.
Mark Peel is the owner and executive chef of Campanile restaurant, a Los Angeles favorite for 20 years, and winner of the 2001 James Beard Outstanding Restaurant Award. By the time Mark was in college, he had worked in a series of kitchen jobs which included a stint as a fry cook at Cindy's, a coffee shop which serviced a 24 hour freeway truck stop in the San Gabriel Valley and a job peeling vegetables for Wolfgang Puck at Ma Maison. He has worked in France at La Tour d'Argent and Le Moulin de Mougins and in the U.S. at Maxwell's Plum, Michael's, Chez Panisse and Spago. In 1989, he opened both La Brea Bakery and Campanile with business partner Nancy Silverton, where he has earned such accolades as Food & Wine magazine's Best New Chef, six James Beard Award nominations for Best Chef, and the 2005 California Restaurant Association Chef of the Year. He has co-authored several books, including Mark Peel & Nancy Silverton At Home and The Food of Campanile. He has been seen on Hell's Kitchen, Into the Fire on the Food Network, the Today show and recently as a contestant on Top Chef Masters and as a judge on Top Chef Las Vegas. Mark has five children and is married to television host and comedienne Daphne Brogdon.
Martha Rose Shulman has written over 25 cookbooks and is a regular contributor to Bon Appetit, Food and Wine, and the New York Times. Her newest venture is the Venice Cooking School. She lives in Los Angeles.
Buy New Classic Family Dinners
This page created January 2010
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Porsche is recalling the 918 Spyder to correct a problem with a wiring harness that can be damaged by a carbon fiber component.
Porsche 918 Spyder Recalls
15Porsche 918 Spyder recalled over bad wiring harness
- Jonathon Ramsey
- May 22, 2015
- 15
7Porsche to replace chassis components in 918 Spyders
- Chris Bruce
- Dec 23, 2014
- 7
Porsche is repairing 205 units of the 918 Spyder around the world for problems with unspecified "chassis components" on the hybrid supercar. The company discovered the problem during quality checks, and the affected owners have already been contacted to have the issue repaired, which could take around two days.
6Porsche 918 Spyder gets tiny recall for rear control arms
- Chris Bruce
- Sep 9, 2014
- 6
As the recent US recall of a single Koenigsegg Agera shows, even low-production supercars aren't immune from safety campaigns. Now, there's another example that even the fastest cars can have their faults. The Porsche 918 Spyder is a pretty fantastic vehicle for its ability to mix hybrid fuel economy and incredible amounts of power, but Porsche has a problem on a few units of its halo model.
- Biggest automotive sales disappointments
- Fastest-depreciating cars in the United States
- Find and compare 2017 Models
Get recall details from the NHTSA and find out what to do if your car been recalled.


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More Videos...
Monza Rally Show 2005
Feat Valentino Rossi vs Colin McRae Unknown
Pikes Peak Rally Hill Climb in a Peugeot 405 T16
This video is french so its almost art. A beautiful show of power and finess unknown
Bad WRECK - Blown Corvette & Turbo Mustang DESTROYED!
Kyle Huettel of BAD 9ER Racing & Dave Bowman had no idea what they were in for Thursday night at LIGHTS OUT VII Radial Race - Shortly after Bowman comes down from a double wheelie, Huettel's car shoots instantly right, into Bowman's Cobra (previously owned by Tim Lynch) nearly flipping it as it is hit at over 100MPH. We're happy to report both drivers are doing just fine due to their safety equipment. —————————————————— Subscribe ► http://www.youtube.com/subscription_center?add_user=1320video 1320Video Gear ► http://www.1320video.com/shop Facebook ► http://facebook.com/1320videos Instagram ► https://instagram.com/1320video 1320Video ► http://www.1320video.com Twitter ► https://twitter.com/1320video
Pulled Over Again! Lambo & Viper COP Reactions - Vol 3
Subscribe to Steve's Channel (red viper dude): https://www.youtube.com/channel/UCGrZCjYZdNpBadRWWh6yi-Q We were out filming night life reactions when we got pulled over by 2 bicycle cops in Wells Beach Maine. Someone called 911 and said we were "racing around". Nope. Wasn't us.


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Mike, Monty, I just bought Kelthane (Hi Yield brand) for treating an Alberta
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To sign-off this list, send email to firstname.lastname@example.com with the
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Emo Band From Florida Embraces '80s Corporate Rock With Open Arms
A big misconception among emo-core bands is that hardcore punk is the best musical vehicle with which to translate their earnestness. They believe the severity of their anguish and longing to be tangible as a result of tonsil-wrecking screams and bone-bruising dissonance. Instead of studying the Dischord catalog, lonely-hearts-club rockers could convey their turmoil just as effectivelyand perhaps even more convincinglyif they took notes on emo's fabulously cheesy precursors, the arena-rock bands of the 1980s.
Journey and Foreigner were not lost on St. Augustine, Florida's Moments in Grace. The group absolutely channels the momentum of mullet music on their debut full-length Moonlight Survived. Lead singer-guitarist Jeremy Griffith's got soaring pipes worthy of Steve Perry, or Kelly Keagy in Night Ranger's "Sister Christian." Amid the pop-savvy euphoria of "Stratus," he's caught by wind, gliding along in ways peers Thrice and Thursday would never dare. Though Moments in Grace's industrious drumming and hard-nosed riffs keep the poodle hair at bay, the band eschews grizzly rhythms for prettiness even when singing of loss and regret. Hoist a thousand cigarette lighters, boys, and don't stop believing.
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Lockheed P-38 Lightning - Warbird Tech Vol. 2
The WarbirdTech series is the first new, innovative look at military aircraft to arrive in the marketplace in the last fifteen years. Individual volumes in this series provide a first-ever "layman's technical" analysis and review of the world's most exciting combat aircraft. Included are photos, drawings and excerpts from previously "secret" and "restricted" technical manuals produced by the government and the aircraft manufacturers. Included are vintage photos of aircraft during prototype and manufacturing stages, exploded views, cutaways and phantom drawings form tech manuals, disassembled aircraft, rare variants and experimental models etc. Special emphasis is placed on the unique and ground-breaking design and performance aspects of each aircraft.
This series is for the enthusiast who has read all the combat stories, seen all the camouflage and markings books and now wants to learn the fascinating technical details behind the design and performance of combat aircraft.
Please visit Help Page for Questions
regarding ISBN / ISBN-10 / ISBN10, ISBN-13 / ISBN13, EAN / EAN-13, and Amazon
Home | ISBN Directory | Affiliate
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Copyright © 2003-2014 AllDiscountBooks.net All rights reserved.


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£ 599.00 Richards Price £ 499.00 or just £24 P/M with 18 interest free payments.
Price includes Over £100 of added value: (Meticulous quality control & professional setup (worth over £55), 6 & 12 month check/reset, pre-dispatch play test by Richard.) CLICK FOR COMPREHENSIVE OVERVIEW
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|Property type
|Minimum Stay
|2 - 7 nights
The interior of the accommodation can differ slightly from the pictures. However, the level of comfort is as described
Classification: Ground floor: (Hall(toilet), Livingroom(TV), Open plan kitchen(combi microwave, dishwasher), bedroom(Double bed or 2 single beds), bedroom(2x Single bed), bedroom(2x Single bed), bathroom(shower, washbasin, toilet))
heating(central), terrace, garden, garden furniture, parking, swimming pool(shared with other guests )
These costs are charged on site. They are not included in the rental price.:
Deposit; No
Final Cleaning; Mandatory: € 46
Pets; Max. 2; € 5/Pet/Night (Permission for pets must be requested through the customer contact centre)
Bed linen; Required to rent, € 6,20 p.p./Stay
Bath towels; For rent, € 4,50 p.p./Stay
Kitchen linen; For rent, € 4 per Stay
Electricity; Included
Gas/Oil; Included
Wifi; Free
Service charges; Mandatory € 2,95 /night
Cot; € 5/stay
High chair; € 5/stay
Linen; Extra bed linen change € 6,20 p.p.; Beds made on arrival € 3,25 p.p.
Centre 12.0 km., General supplies 7.5 km., Public transport 4.0 km., Public indoor swimming pool 9.5 km.


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Excavaciones en Sasam?n (Burgos) (Excavaciones arqueol?gicas en Espa?a)
Jos? Antonio Ab?solo; Rosario Garc?a
Available from more sellers
Text in English, Spanish. 196 p. Contains: Illustrations. Excavaciones Arqueologicas En Espana, 164. Audience: General/trade. 0.0. Bookseller Inventory # ABE.0005934
About this title:
Language Notes: Text: Spanish
Bibliographic Details
Title: Excavaciones en Sasam?n (Burgos) (...
Publisher: Ministerio de Educacion y Cultura. Secretaria de Estado de Cultura
Publication Date: 1993
Binding: Hardcover
Book Condition: Good
Payment Methods
Payment Methods Accepted by Seller
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Masalai Press
Oakland, CA, U.S.A.
AbeBooks Seller Since December 28, 2011
Seller Rating
We guarantee the condition of every book as it's described on the Abebooks web sites. If you're dissatisfied with your purchase (Incorrect Book/Not as Described/Damaged) or if the order hasn't arrived, you're eligible for a refund within 30 days of the estimated delivery date. If you've changed your mind about a book that you've ordered, please use the Ask bookseller a question link to contact us and we'll respond within 2 business days.
Shipping Terms:
Shipping costs are based on books weighing 2.2 LB, or 1 KG. If your book order is heavy or oversized, we may contact you to let you know extra shipping is required.
Store Description: Masalai Press has been selling books on the internet since 2000, and has been involved in book selling since 1985. Customer service and accurate descriptions are a priority. Masalai Press specializes in books about the Pacific Islands, especially Papua New Guinea. Masalai Press is the regional representative of the University of Papua New Guinea Press, and has been co-publishing with the UPNG Press since 2008.


text:
This guide provides an overview of the mobile web and mobile web development for the legal aid community.
- Sections I and II explore the growing importance of this emerging technology and discuss the existing mobile landscape.
- Section III focuses on how legal aid programs can develop an effective mobile web strategy and properly convert existing legal content to a mobile site.
- Sections IV, V and VI walk readers through the technical side of mobile web development, including the different approaches legal aid sites can take to establish a mobile presence..
- The guide concludes with a list of resources for further research.
May 19th! What risks and benefits frameworks should legal aid groups and decision makers when designing data-driven interventions? How can data regulation, policy, and standards effectively govern and provide accountability? Where should legal aid programs turn to seek guidance on emerging data ethics, laws, and policies?
- Solon Barocas, Associate at the Center for Information Technology Policy at Princeton University.
- Alethea Lange, Policy Analyst at Center for Democracy and Technology's Consumer Privacy Project.
- Wilneida Negron, Florida Justice Tech Center/Data & Society Research Institute (moderator)
Time: 1 PM Eastern, Noon Central, 11 AM Mountain 10 AM Pacific
Organizer Florida Justice Tech Center/Data & Society Research Institute
Register: This training will be held on GoToWebinar you MUST preregister at: https://attendee.gotowebinar.com/register/2577523910409594884
Latest Videos From NTAP
Who is NTAP?
NTAP helps nonprofit legal aid programs improve client services through effective and innovative use of technology. To do this, we provide technology training, maintain information, create online tools, and host community forums such as the LStech email list. Read about us, or contact us at firstname.lastname@example.com for more information.
Upcoming Trainings
Blog Posts on NTAP
The ABA Center for Innovation is looking to enable people who think they have a idea that will improve access to justice....
Request for Proposal for Webinar Presentations 2017 Organizational Overview The Legal Services National Technology Project (NTAP) is...
Justice Hub needs your help! JusticeHub, a Social Network and Hub for Justice Issues and Projects, in Development Please join and...
Here in San Antonio a day before the 2017 Technology Initiative Grants (TIG) Conference TIG 33 people, 25 of them on site, have...


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Watch renowned researchers Drs. Ian Lipkin and Mady Hornig take the Chilli ME Challenge, LIVE from New York by webcast this coming Wednesday, 1st July at 1 p.m. EST.
Discuss the article on the Forums.
lithium experiences
Discussion in 'General Treatment' started by leaves, Jul 6, 2011.
Page 2 of 7
Page 2 of 7


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a low-resolution, discolored and often heavily filtered video artistry style of the postpostmodern age. Coined after the 21st century video artist John Brugmann; who popularized the concept into the western coast.
The music video's overdone effects were too brugmann to be professional.
Her brugmann film would get her many award in the pretentious art show.
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Hearts rule in February, with a day set aside to declare your love. It's also National Potato Lover's Month. With healthy to indulgent choices, delicious variety and constant value, we have seven ways to love potatoes.
Asheville Deli
Suite 100
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Freshness is near! Pack up your appetite and stop by the Asheville deli today at 5 Westgate Pkwy, Suite 100, Asheville, North Carolina 28806.
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If you'd rather have your meal delivered, or you have a big event planned, contact us at 828-252-7006 (or 828-252-7018). You can also create a group order online, so you can ensure each person receives exactly what they want.


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Are you looking for dj in Norfolk? Hotfrog showcases more than 30 popular businesses related to dj in Norfolk! Find a specific region or suburb using the left navigation.
- 07/02/2012
Norwich, Norfolk
The Dj BooM name was started by two friends from their love of music.We provide high quality live music performances catering for any occasion! CD, Digital and Classic Vinyl Mixing. Birthdays, Anniversaries, Weddings, Fa…
Wedding DJMobile DJParty DjDisco
Wedding disco norwich & Norfolk provider with an outstanding reputation for providing wedding DJ, mobile disco and party DJ's
Sheringham, Norfolk
our party is guaranteed to be a hit if you put DJ Alan Reeves in charge of the music. For many years now, I have been encouraging people to have fun, dance and bring down the house. I always find the right sound for wedd…
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Horning, Norfolk
The definitive history of Pop Pirate Radio written by Leading DJ Keith Skues
Cromer, Norfolk
The Constantia Cottage Restaurant is nestled on the beautiful North Norfolk coast of the UK and is a family run business celebrating over 32 happy years of service, offering a unique blend of Greek and International dish…
wedding entertainmentwedding music21st birthdayGreek Music
Downham Market, Norfolk
Fobeys Disco based in Downham Market Norfolk. Professional, established road show with experienced DJ, bringing a full range of music from the 40's to the present day, also able to read a crowd, whilst being aware of the…
Discocorporate entertainment
Wymondham, Norfolk
Let Inline Entertainment provide you with everything for your party including Mobile Disco and DJ Hire, Lighting Hire, Toastmaster Hire and Catering Hire in Norwich and Norfolk
DiscodiscosPA Sound Systems
TFMP Sound Systems supplies quality sound systems for hire as well as DJ hire from the Fat Monkey Project. Based in Norfolk, Our disc jockeys use sound and lighting equipment to produce great sound and effects for all oc…
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We sell funny and funky tshirts for men and women. Our tshirts have designs to suit everyone. We have DJ / music tshirts, Crude / Sex tshirts, Slogan tshirts, random tshirts and customer requested tshirts.
Swaffham, Norfolk
With over 30 years experience, we are confident that your guests will have a good time. Planning your perfect party can be stressful and time consuming. We understand your need to get it right, and find the best professi…
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Harleston, Norfolk
Steel Revolution is a Professional Disco company based in Harleston, Norfolk. We cater for any occasions; large or small
Formed in 2000, Steel Revolution has over 15 years of experience in the Mobile Discos trade, and…
PA Sound Lighting AV hire company in Ipswich, Suffolk and Bury St edmunds, offering disco and lighting equipment Suffolk for hire to private parties, rent projector and screen, Mood LED uplighting, flame machine rental i…
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Gemini Promotions is a well established Entertainment Agency providing Entertainers all over the UK to Clubs, Hotels, Holiday Centres, Weddings, Corporate Events and Cabaret Nights. With an extensive portfolio of Profess…
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Thetford, Norfolk
Our authors are well known as authorities in their field and we have produced many top books on MIDI, Cubase VST, Emagic Logic and music technology We have a worldwide distribution network so if you live outsid…
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An introduction to Norfolk's premier events venue and eating place, Constantia Cottage Restaurant, East Runton, Cromer, UK. Greek and International Cooking at its best and much more
Merton, Norfolk
dance musicHome Recordinglive sound
Kc2000 Is an established professional mobile disco & karaoke service serving king's lynn and 50 Mile radius. Having spent most of the last 6 years keeping spirits high for the military. I have now downsed to a more…
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Burnham Market, Norfolk
Our range of hand made wooden storage cubes, units, racks and boxes are professionally designed and supplied fully assembled in a wide range of beautifully sprayed modern colours Our high quality, handmade modu…
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Norwich, NORFOLK
Steves pa hire has been providing sound systems for 20 years,for events from 50 to 10000 people all around the country. With extensive knowledge of setting -up and operation of many configurations of p.a. systems for any…
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Bradwell-on-Sea, Norfolk
SWA Entertainments offer the complete one stop Wedding solution, we also cater for the corporate market with event organising, promotions, displays etc
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Whether to just get out of the house, catching up with friends or celebrating, ICE Night Club Thetford
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Tilney All Saints, Norfolk
Being in the entertainment businss for over 35 years and today still going strong, we certainly have the knowledge and experience to ease your mind
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Caister-on-Sea, Norfolk
The Dave Starbuck Roadshow, providing professional disco entertainment at any event 01493 722982
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We believe in making a difference. We are an exciting, professional entertainment agency, with over 21 years in the business, offering value for money, quality and inspiration to make your event an unrivalled experience…
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Great Yarmouth, Norfolk
The Website of Rosies Night Club the best Night Club in Great Yarmouth, for a great Party and disco
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North Walsham, Norfolk
Night Clubs, Public houses and bars
Dereham, Norfolk
Great Yarmouth, NORFOLK
Can't find dj company near near Norfolk? Let us know by adding the missing business here.
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People consume 200 extra calories a day when eating at a restaurant compared to dining at home, a new study has found.
For adults, eating at both fast-food and full-service restaurants is associated with significant increases in the intake of calories, sugar, saturated fat and sodium, researchers found.
The study found that on days when adults ate at a restaurant, they consumed about 200 additional total daily calories whether they ate at fast-food restaurants or at full-service restaurants.
Previous studies looking at restaurant food consumption have found that adults who reported eating fast food consumed more calories, fat, and sodium, as well as fewer fruits, vegetables and vitamins compared to those who did not report eating fast food.
Also read: People who eat breakfast burn more calories: study
Studies have also linked meals consumed at both fast-food and full-service restaurants with higher caloric intake.
For the current study, Binh T Nguyen of the American Cancer Society and Lisa M Powell of University of Illinois at Chicago used recent data from more than 12,000 respondents between the ages of 20 and 64.
Participants were asked about visits to fast-food and full-service restaurants on two successive days.
The study found on days when eating at a fast-food restaurant, there was a net increase of total energy intake (194.49 kcal), saturated fat (3.48 g), sugar (3.95 g) and sodium (296.38 mg).
Eating at a full-service restaurant was also associated with an energy intake (205.21 kcal), and with higher intake of saturated fat (2.52 g) and sodium (451.06 mg).
The study found individual characteristics moderated the impact of restaurant food consumption.
"Our study confirms that adults' fast-food and full-service restaurant consumption was associated with higher daily total energy intake and poorer dietary indicators," said Nguyen.
The study appears in the journal Public Health Nutrition.