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My family has stayed here a number of times, most recently in January. To put everything in perspective, for the most part, we only stay at this property when there is a significant price difference between this and the other Marriott properties in Flagstaff, at times, $30 or more and when we know we will not need a lot of space. When the rates are comparable, I stay elsewhere.
When viewed that way, should I have the same expectations for this property? Probably not.
Starting with arrival at the hotel, instead of entering the hotel from the front, main entrance, is easier to enter from the back. The driveway off of Milton is steep, narrow and of course, not straight. It is worse when there is ice, but too many drivers drive down the middle when the drive is dry so we never use the front entrance. We prefer to turn onto S. Meadows, then make the next right (which has a dead end sign) it is behind the CoCo's. The street name is S. Beaulah (may not be spelled exactly right). Follow it around and you end up at the front door.
The hotel appears to be very old, but the staff seems to do a good job keeping everything clean. It could definitely use an overhaul, but in my opinion, it requires more than a facelift. The carpets throughout are old, but again, always clean. Our room was on the 3rd floor and when we walked in our room,the armoire shook. There were 3 of us, one young boy, not being boisterous and the other 2, just average size adults. The hallway seemed to have some waves. New carpets will not fix either of those.
Everything about the hotel is small. The luggage carts are kept outside, except when hoarded by occupants. I think this is due to there being no spare square footage inside. I have yet to decide if it is easier to deal with luggage with or without the cart since the entry to the elevator is the size of a postage stamp. And they crammed vending machines on the stamp! We have actually had to back the cart back into the hall because someone was trying to come off the elevator with luggage as we were waiting to get on. I know that does not sound like a big deal, but there is one elevator and by the time you finish musical chairs, the elevator is gone.
Keeping with the small theme, the rooms are tiny. Again, ours have been clean and I have never found any surprises, but don't count on having room to move around. I was not aware that a sink, toilet and bathtub could occupy such a small amount of space, and there is almost no room for toiletries. If you include the top of the toilet tank, you might have a total of one square foot.
The breakfast is the same breakfast you will find in any Fairfield, but, the breakfast room is tiny. We have found it is easier to send the husband down with something to put in the truck (because you will not get a cart) then he eats his breakfast downstairs. When he is done he gets breakfast for the rest of us and we eat in the room.
All in all, will I stay again, yes. As I mentioned before, we stay here when the price is good and we don't need to "spread out", for example, I could not imagine trying to stay here while skiing, unless of course there is a significant price difference, then I would have to figure it out!
Almost forgot to mention the fresh fruit at the front desk, sometimes individually wrapped apples! I don't know where they come from, but each one I have ever picked up has been great.
I have never encountered a member of the staff who was less than pleasant. Everyone has always been friendly and attentive.
Although my review seems to be full of negative comments, I did rate the property higher than many might agree with because, as previously mentioned, the price is much lower and as tiny as the rooms may be, everything is always clean.
- Official Description (provided by the hotel):
- Nestled in the cool mountain pines of beautiful Northern Arizona, the Baymont Inn & Suites in Flagstaff offers warm, personalized service along with cozy rooms. Experience all the wonderful sites and breath taking monuments that surround the city of Flagstaff. The Grand Canyon, Sedona's Red Rocks, Walnut Canyon and Sunset Crater are all within a short drive from the hotel. Flagstaff's popular local attractions include the Lowell Observatory, Arizona Snowbowl, Route 66, Riordan Mansion and the Arboretum. The hotel is conveniently situated within walking distance of numerous restaurants. Our friendly and knowledgeable staff take pride in providing you with all the resources you need to plan the perfect adventure. Let us be your hub for a wonderful Northern Arizona Experience! ... more less
- Reservation Options:
- TripAdvisor is proud to partner with Booking.com, Orbitz, Expedia, Travelocity, Priceline, Hotels.com, Hotwire, TripOnline SA, Cheap Tickets, Cancelon and getaroom.com so you can book your Baymont Inn & Suites Flagstaff reservations with confidence. We help millions of travelers each month to find the perfect hotel for both vacation and business trips, always with the best discounts and special offers.
- Also Known As:
- Fairfield Inn Flagstaff Hotel Flagstaff
- Fairfield Flagstaff
- Flagstaff Fairfield Inn


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Integrative signaling in angiogenesis
- Citations
- 82 Downloads
Angiogenesis is a complex process requiring integration of multiple signals in order to achieve successful development of the new vasculature. While individual activities of numerous growth factors are well understood, the integration of their signaling at the cellular and tissue level is just beginning to be appreciated. This review focuses on these two process using vascular endothelial growth factor (VEGF) and fibroblast growth factor 2 (FGF2) as examples. (Mol Cell Biochem 264: 99–102, 2004)
growth factors FGF VEGF arteriogenesis
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© Kluwer Academic Publishers 2004

subset: commoncrawl


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Started just a few short years ago, Tough Mudder has become the recognized leader in Obstacle Course athletics and has quickly garnered attention as the one to watch. Our milestones are plentiful, here's just a few.....
Spring 2009
Will Dean comes up with idea for Tough Mudder while studying at Harvard Business School. He enters the concept into Harvard's Annual Business Plan Competition, but professors say that no one would ever pay to do such an event that's not timed or competitive. The plan does not win.
Fall 2009
Despite some critics and his professors who thought Tough Mudder would never work, Will Dean and Guy Livingstone found Tough Mudder and begin to plan for its first event.
Tough Mudder hosts its first event at Bear Creek Ski Resort in Pennsylvania with just three TMHQ employees on May 2, 2010. Will and Guy expected about 500 people to show up, but over 4,500 people attend the first event. In 2010 Tough Mudder heads to New Jersey and California in its inaugural season, crowning over 20,000 Mudders with orange headbands and debuting Electroshock Therapy for the first time.
Mudder Nation grows to over 140,000 and hosts 14 events in 2011. TMHQ closes its 2011 season with the first annual World's Toughest Mudder event. Arctic Enema debuts for the first time, then known as Chernobyl Jacuzzi.
After two years of rapid growth in the US, Tough Mudder goes global, hosting seven events internationally in Australia and the UK. TMHQ expands to over 100 team members and opens a London office.
TMHQ hosts 53 events globally, including 18 international event and its first event in Germany. Mudder Nation surpasses the one million mark early in 2013, as TMHQ begins scouting new venues in New Zealand and Ireland. TMHQ kicks off the Mudder Volunteer Program and builds a mini Tough Mudder course for The TODAY Show team during a live broadcast. TMHQ launches Mudderella.
Tough Mudder launches Mudder Legion for the first time, and Legionnaires earn enough headbands to stack as high as 43 Great Pyramids. Mudders around the world have raised over $2 million for charities worldwide. TMHQ takes World's Toughest Mudder to Las Vegas for the first time.
Five years after the first event, over two million people have participated in Tough Mudder events globally, making it the fastest-growing mass participation event in the world. TMHQ launches Urban Mudder and Fruit Shoot Mini Mudder, as well as Tough Mudder Redefined, demonstrating the team's commitment to developing growth opportunities and continuing to delight our customers.
TMHQ grows to nearly 150 employees working across three offices worldwide. The company will host over 60 events in three countries and expands to Mexico in 2016. Tough Mudder Half launches for the first time with nine events in the US and UK in 2016. Tough Mudder participants have raised over $10 million for charities worldwide.


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My studio and garret being a brick built shed (basically) it bloody perishing at the moment. Last years cold snap cost me so much in electricity bills i've only just finished paying. in an effort to reduce heating costs i'm camping out in one room, i brought the old wooden trestle in from outside complete with pegs frozen to the surface!!!!
it's getting cosy in here now and i've managed to remove a few layers so i can move my arms. i've got all the essentials around me, the main problem will be when to stop working!!!
i'm writing a project for a nameless American magazine who just told me that they can't fit it in....grrrrr i've spent quite a lot of time on this, 'sigh' oh well, i'll try and sell it to someone else. this is the end product, it's called 'into the woods' sewing kit.
i've been mostly listening to Kate, this seems appropriate at the mo.


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I have a couple of old HP Procurve 2524 switches running firmware F.05.17, that are working fine. I want to setup the syslog configuration and from other post I read that I need to upgrade the firmware. I went to HP Web site and found the latest version to be F.05.72 but there were various updates before 05.72 I can not find the other ones. Will there be a problem if I go from from 05.17 straight to 05.72 or I have to upgrade going one by one with the previous versions?
2 Replies
Aug 9, 2011 at 10:36 UTC
There doesnt look to be any warnings in the release notes for doing an upgrade straight from F.05.17 to F.05.72
Aug 10, 2011 at 7:12 UTC
I will try this then with another unit that is out of production and will let you know
This discussion has been inactive for over a year.
You may get a better answer to your question by starting a new discussion.


text: Appearing before students out of thin air, this strange tiny animal hands out brand new erasers; because he has a big acorn underneath his arm, he has become known as "Acorn Master" among the student body. The erasers contain a drop of magical power, allowing it to erase not only pencil lines, but even problems printed out in ink, so be careful. The craftsman who makes these erasers, there are rumors abound that they might be some sort of obstructor or violator from another country, but the details concerning them remain unclear.


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Today is a good news / bad news kind of day.
Today is, by my reckoning (since we didn't write it down), Toeses' 22nd birthday.
Today is also the day that we decided that we're going to have to give him back to the Universe sometime very soon, as in maybe tonight or tomorrow.
When I got up this morning, Poor Baby was lying on the bathroom floor next to the water dish (which is, as most cat parents can attest, a universally bad sign). As I was getting ready for my shower, he struggled to his feet (which was painful to watch), managed to hobble into the corner between the tub and the wall and proceeded to pee. I didn't stop him; the box is all the way downstairs, and I'd rather he peed on the linoleum than the carpet (or hurt himself trying to get back down the stairs). As I was cleaning it up, he struggled back to the water dish and took an excruciatingly long time to lie back down.
I carried him downstairs to his favorite spot under the windows in the family room, and that's where he was when I returned home from work this afternoon. He can barely stand on his own and just gives the impression of being done.
We're going to be leaving for DC on Monday, and I can't bear the thought of Sweet Pea, who's agreed check on Toeses while we're gone, having to deal with his passing. He's to the point now where he shouldn't be alone for more than a couple of hours, and it's not fair to ask Sweet Pea to give hospice care. We'll make him comfortable tonight (he's got sleeping pills that I can give him) and make arrangements with the vet tomorrow.
I hate this part.


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It only takes a minute to get started. Fill out our simple sign up form and login to the site.
This step is elective but will greatly boost your chances of getting interest from other over 50s members on the site. Write a little about yourself, your hobbies and atach your nicest photo of yourself.
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Found someone who ticks all the boxes? Send a letter to them or just a wink and see what develops from there. With a little luck you'll be on your way to uncover your suitable match.
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This property is no longer available.Search for Available Property.
1.51 acres in Oneida County, Wisconsin
Exceptional lake lot on Lake Thompson with amazing views! The lot is nicely wooded, is perfect for a walkout basement, a quiet area and located on a dead end road. Lake Thompson is a full recreational lake for boating, fishing, swimming, etc. Situated just a short distance from the hospital, shopping and the YMCA making this the perfect lot to build your home.
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Judges in Alajuela convicted a woman and a man in the death of two children in a decision released Wednesday.
The woman who has the last names of Cisneros Guerrero got 35 years for murder in the deaths of the two children and six months in prison for the separate crime of fraud in that she claimed to be pregnant to obtain money from the Caja Costarricense de Seguro Social, said the Poder Judicial.
Her companion, identified by the last names of Ugalde Rojas got four years for negligent homicide and 20 years for murder.
The charges involved the drowning death of a 3 year old in 2008 and the death of a 3 month old due to severe malnutrition, said the Poder Judicial.
The judges also ordered a woman with the last names of Navarro Carvajal not to work in a public job for three years. She was a social worker for the Patronato Nacional de Infancia who was supposed to oversee the health of the youngest child.


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Alex Wild, research director at the TaxPayers' Alliance, said: 'This dispute has gone on for far too long and it's patients who have been paying the price.
'Neither the government nor the BMA have covered themselves with glory, but the leak of thousands of messages from BMA leaders confirmed what many suspected all along - for them the dispute was all about pay, and they intended to draw it out for as long as possible. The government has made significant concessions and, after two years of negotiations, must continue with implementation of the contract for the sake of patients and hard-pressed taxpayers.
'This whole episode should prompt a rethink about how negotiations are handled in the future.'


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Arni, T., Tang, J., Sanderson, M. et al. (1 more author) (2008) Creating a test collection to evaluate diversity in image retrieval. In: Beyond Binary Relevance: Preferences, Diversity and Set-Level Judgments. SIGIR 2008 Workshop, July 24th, 2008, Singapore. ACM .
This paper describes the adaptation of an existing test collection for image retrieval to enable diversity in the results set to be measured. Previous research has shown that a more diverse set of results often satisfies the needs of more users better than standard document rankings. To enable diversity to be quantified, it is necessary to classify images relevant to a given theme to one or more sub-topics or clusters. We describe the challenges in building (as far as we are aware) the first test collection for evaluating diversity in image retrieval. This includes selecting appropriate topics, creating sub-topics, and quantifying the overall effectiveness of a retrieval system. A total of 39 topics were augmented for cluster-based relevance and we also provide an initial analysis of assessor agreement for grouping relevant images into sub-topics or clusters.
|Diversity, image test collection, evaluation, image retrieval, building test collection
|The University of Sheffield
|Academic Units:
|The University of Sheffield > Faculty of Social Sciences (Sheffield) > Information School (Sheffield)
|Depositing User:
|Repository Officer
|Date Deposited:
|19 Nov 2008 15:36
|Last Modified:
|07 Jun 2014 03:01
|Published Version:


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PRECAUTIONS: Before using somatropin, tell your doctor or pharmacist if you are allergic to it; or if you have any other allergies. This product may contain inactive ingredients (such as benzyl alcohol found in some brands), which can cause allergic reactions or other problems. Talk to your pharmacist for more details.This medication should not be used if you have certain medical conditions. Before using this medicine, consult your doctor or pharmacist if you have: eye problems (e.g., diabetic retinopathy), major surgery or trauma, severe breathing problems (acute respiratory failure), undergoing therapy for tumors (cancer), Prader-Willi syndrome (see Side Effects section above), normal growth has stopped (closed epiphyses).Before using this medication, tell your doctor or pharmacist your medical history, especially of: adrenal gland problems, diabetes or family history of diabetes, obesity, kidney disease, tumors (cancer), thyroid problems, back problems (scoliosis), a certain genetic condition (Turner syndrome).If you have diabetes, this drug may increase your blood sugar levels. Check your blood sugar levels regularly as directed by your doctor. Tell your doctor right away if you have symptoms of high blood sugar such as increased thirst or urination. Your doctor may need to adjust your diabetes medication.When this medication is given to newborns, mix with sterile water for injection that does not contain a preservative. A preservative (benzyl alcohol) which may be found in the liquid used to mix this product can infrequently cause serious problems (sometimes death), if given by injection to an infant during the first months of life. The risk is greater with lower birth weight infants and is greater with increased amounts of benzyl alcohol. Symptoms include sudden gasping, low blood pressure, or a very slow heartbeat. Report these symptoms to the doctor immediately should they occur.Older adults may be more sensitive to the side effects of this drug, especially effects on blood sugar, or swelling ankles/feet.This medication should be used only when clearly needed during pregnancy. Discuss the risks and benefits with your doctor.It is not known if this drug passes into breast milk. Consult your doctor before breast-feeding.
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Himalaya Anti-Dandruff Hair Cream gently and effectively removes dandruff while keeping hair nourished and moisturized. It soothes an itchy and flaky scalp which in turn helps strengthen the hair shaft. It also controls hair fall. Tea Tree Oil contains terpenoids naturally occurring organic chemicals which have been found to have antiseptic and antifungal properties. The essential oil of the Tea Tree plant is an excellent anti-dandruff agent. A high content of terpinen-4-ol the major antimicrobial compound in tea tree oil eliminates dead cells and dandruff. Rosemary helps promote hair growth by strengthening hair follicles that extracts of this herb are used to prevent scalp infections.
• Herbal way to beautiful and healthy hair
• Soothes dry and itchy scalp
• Leaves your hair shiny and smooth
• Controls hair fall
• Contains natural ingredients
• Eliminates dead cells and dandruff
• Helps promote hair growth
Massage gently into the scalp in a circular motion. Use regularly before and after shampooing to maintain dandruff free, soft and healthy hair.
For external use only. Keep out of reach of children.
Brand: Himalaya. Quantity: 175GM.
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Can You Win the Big Data Arms Race?
- Juniper George
- 2 years ago
- Views:
1 Can You Win the Big Data Arms Race?
2 About the Author Following a career in academic research, Nick has worked in the commercial IT & Technology sector since His work has been wide ranging, including developing Tessella s award winning Asset Management and Performance Optimisation software. Moving through technical roles in analysis and project management into a senior leadership position, Nick is now Head Of Analytics. The years spent crunching numbers to model and visualise the subtleties of chemical bond formation, complement those spent more recently solving practical problems in industry, to give Nick a great feel for what you can do with data. In this role, Nick combines his knowledge with the weight of experience of his Tessella colleagues, to craft a comprehensive analytics resource, focussed on enabling radically better decision making under challenging conditions. Keep up to speed with the latest thinking on analytics; follow Nick on his blog and on Nick Clarke Tessella Head of Analytics 2
3 Can You Win the Big Data Arms Race? We are in the middle of an arms race 1 the big data arms race and it s gathering pace. In some respects, it s starting to feel like a runaway train. The aim is deceptively simple: collect loads of data, analyse it, and generate insight that gains you a competitive edge. If future success is truly in the hands of the data haves, then no-one can afford to be out-competed by better placed rivals, and risk becoming a data have-not. This is the classic scenario for an escalating arms race, with participants locked-in as much by fear as opportunity. With technology increasingly providing cost effective data collection and storage, the explosion in the use of intelligent, connected devices means that data volumes are growing exponentially 2. This trend can be seen in all industry sectors, with the escalation driven by the common promise of being able to understand key behaviours better than your competition. The data may relate to the shopping habits of retail customers, the propensity of a reservoir to relinquish its oil, or of a fleet of trains to stay healthy. The aim is the same; use big data to better understand your asset and the market. However, although the theoretical potential is well documented 3,4, clear examples of concrete benefit remain thin on the ground. Worse, the cost of managing the data is rising unchecked all the time. If this data is not consistently turned into actual business benefit, the arms race will produce casualties. Benefit only comes from making better decisions and improved operations, driven by greater insight unlocked from the data. All too often, the mechanics of managing the data volumes overwhelm any efforts to extract insight and align it to a business need. This situation is not sustainable, and we can only move forward by becoming smarter, rather than just bigger. The root cause of the failure is well understood: an inherent lack of analytics expertise, a lack which is projected to last for many years to come. Looking through to 2018, the MGI report Big Data: The next frontier for innovation, competition, and productivity predicts a shortfall of up to 190,000 deep analytical and 1.5 million analytics delivery experts in the United States alone, with other economies facing a similar crisis 5. If future success is truly in the hands of the data haves, then no-one can afford to be outcompeted by better placed rivals, and risk becoming a data have-not. 3
4 Smarter Analytics, not Bigger Data At Tessella, our experience has taught us that to get ahead in the analytics arms race, it s not enough to get bigger you have to get smarter too. Yes, the growing choice of off-the-peg integration products makes data collection ever more accessible, but it s not much help if the data sits largely unused. In recent years Oracle, IBM, Microsoft and SAP between them have spent more than $15 billion on buying software firms specialising in data management 6. To be a world class intelligence-led organization, the data has to get from the database into your decision-making process 7. Lack of access to guidance from analytics experts has meant that the majority of such projects tend to be run bottom-up, dominated by the concerns of data collection. They fall into the trap of storing the lot, and only address decision making when it s far too late. Analytics becomes reduced to a game of trawling the data for intriguing patterns or correlations. As a result they fail to deliver sustainable value. The arms race solution of seeking to buy competitive advantage through the best kit and collecting every scrap of data, just makes this situation worse. Not only a classic zerosum tactic, it doesn t address the core issue of finding the analytics talent to identify and release the insight locked inside the data. We believe the key to success is to focus resolutely on providing clearer insight to support the key decisions, achieving this through making the analytics smarter, rather than the data bigger. We summarise this as: Decisions First, Data Last Decisions Insight Analytics Infrastructure Automation Data informed by delivered through supported by streamlined via to manage and process Successful analytics projects show that the only real differentiator comes through having both the right data and the right people to turn it into actionable insight. With a combination of industry domain knowledge, analytics capability and IT skills, Tessella will ensure the data remains as a useful servant to your business needs, and never becomes an overwhelming burden, the master dictating your efforts. It s easy to say, make your analytics smarter, but what does that really mean? Well the way we look at it is to take a scientific approach to the data, and use it to build an analytics laboratory. This is an environment where analysts can actively run experiments with the data to test and improve their knowledge 8. 4
5 The Analytics Laboratory The Scientific Approach to Commercial Data The top experimental laboratories are clean, well-organised, well-equipped environments where experts can work flexibly, and effectively, to uncover new truths. Adopting a scientific approach ensures this new knowledge is backed by real-world evidence. Why not apply the same conditions to your business data? Without the kind of smart planning advocated by Tessella, a data warehouse becomes a cluttered, unmanageable storage cupboard, or worse still, a museum with data preserved as a curiosity. This might all sound very science based and clinical. But is it relevant to the highly pragmatic commercial sector? Well, fewer industries keep a closer eye on the bottom line than the retail and consumer goods sector and they are fast learning the analytics lesson. Just take a look at Tesco, and their game changing Clubcard Loyalty Scheme 9. With their specialist marketing analytics partners dunnhumby, they have shown what can be achieved by taking a rigorously scientific approach to consumer data analytics, using the insight gained into shopper behaviour to drive significant intelligent-led business improvements. Ignoring huge volumes of detailed transactional records, the scope of the data made available to the Clubcard business analysts was restricted to a higher level, derived and aggregated behavioural picture. The level of detail, at any point in time, was aimed to be consistent with Tesco s ability to realise in practice any smarter decisions resulting from the new insight, an essential cost control discipline. The brief for the analysts was to test for, measure and interpret changes in consumer behaviour in order to: quantify the impact of trials in specific test locations differentiate the relative response within specific shopper demographics To gain new business insights you need to use the right tools, at the right time, to perform tests on structured, relevant data. A data analytics laboratory lets you: explore and challenge existing prejudices about your business, your assets, your customers and their clients validate new ideas against real historical data monitor proactively the response to your current change programmes Only as the shopper behavioural models were validated and became more sophisticated, was the scope of the data provided to the analysts allowed to grow. All the time, the discipline of restricting the database to the minimum data needed to address current business need, remained. This scientific approach, focussed on collecting real-world evidence and insight to support key business decisions is an excellent example of what we mean by an analytics laboratory. This level of focus and integration of the analytics into the wider decision making process is a big step forward from the more typical situation that unfortunately still holds back many analytics programmes. It is common to find that data collection and storage is the responsibility of the corporate IT unit, whilst the analytics is siloed within specialist, highly mathematically trained, statistical analysis teams. Traditionally, it has often been difficult to align delivery from these functions with the operational needs of the business. This organisational flaw is a crucial factor behind the current lack of sustainability within the world of big data, and has to change. As a recent Winterberry report quotes it s a rare breed of person who can understand what s going on technology-wise and tie it to the marketing world. 10 Thankfully the way forward is neither radical nor so very difficult to achieve. understand price and product sensitivity collect solid evidence that business benefit would be realised nationally improve planning for new and existing stores 5
6 Creating an Intelligence-led Organisation Forget about investing in technology for a minute. The simple truth is that in order to be effective analytically, you have to be able to make the best use of your best people. All too often specialists are locked inside isolated teams, and their game-changing knowledge is hidden with them. To deliver the increasingly significant benefits from big data, required to justify its price tag, it will be necessary to create multidisciplinary teams that span a complex organisation. The key to creating an intelligence-led organization is finding the right way to put together all of the individual pieces that complete the analytics puzzle. Just getting more data won t help. Adding more people who only understand their little piece won t help either. You need to bring together people who understand:- the changes needed by the business the key decisions which have to be improved where information resides currently in the business and how it needs to be cleaned what information is missing and what the associated uncertainty is costing you how the existing fragments of knowledge from different silos has to be blended together to generate far-reaching insight that can be put to common use across the business which analytics tools and data structures can deliver the insight at a sustainable cost how to get all of the disparate business units to work together to a common goal Although organisations will often already have within them, the talent and knowledge needed to generate the coherent vision needed by the high-level decision makers, most have no way of joining them all up to make it a reality. At the heart of it is a misalignment of communication and outlook. Without this alignment, it is impossible to build your data analytics laboratory. Business Area Owners Business Area Operations Corporate IT Analytics Laboratory The analytics laboratory at the heart of the intelligenceled organization Strategy Board Specialist Analysts Planners 6
7 At the heart of the intelligence-led organisation is a flexible team that can talk the language of each specialist unit, ask the right questions, collect the right data, complete the joins, and pass the insight on. These are the rare people with the breadth of business, domain, analytics and people skills to pull all the multi-disciplinary pieces together 11. This facilitating analytics layer will:- translate the different technical jargons into a common language contribute proactively their own ideas, experience and analytics solutions not be distracted by the day to day crises associated with running each business unit remain free of the historical personal baggage that can hinder intergroup communication minimize the drain on each experts busy schedules, leaving them free to focus on their day job The effect is to forge a common understanding and a coherent, sustainable communication route that gives you sharper, clearer analysis from which to base your most important business decisions 12. The Intelligenceled Organization in Action Tessella has worked with a number of major clients, adopting the data analytics laboratory principle to build an intelligence-led structure: The global pharmaceutical company that needs to reduce the manual effort required to find new drugs. Working on their global predictive science programme, Tessella is helping them establish a central intelligence resource through which new experimental data, and the expert knowledge derived from it, is channelled more effectively between specialist units. The extra insight is harnessed to enable more accurate predictions of the key properties of candidate compounds, such as efficacy and toxicity, to be made at an earlier stage. This reduces the time spent working manually on low-probability options, delivering significant cost savings and improving the quality of the candidate drug pipeline. The oil & gas supermajor that needs to boost global access to expert technical knowledge, residing in a limited pool of specialists that is being hit further by the rapid retirement of an ageing workforce. The intelligence hub, in this case, supports the creation of an analytics laboratory built to house an ever expanding expert software toolkit, which supports the next generation by preventing the loss of vital knowledge. This insulating layer within the client allows expert knowledge to be both captured and crystallised into a toolset, whilst minimising the disruption to existing workloads. The future can be safeguarded without sacrificing the needs of the present. The major UK utility company that needs greater clarity of the intelligence that underpins its investment planning. With a regulatory requirement to commit to 5 year, multi-billion asset investment strategies, the board need access to hard evidence which enables them to judge clearly how any potential investment programme will meet their key business objectives. They need to be able to: compare between alternative commercial and technical goals visualize the predicted outcomes, and their sensitivity to changing circumstances understand the profile of risk across the asset and operating base, and the degree of risk being retained by the company understand the uncertainties inherent within the plans It requires input from a huge diversity of specialist departments, from operators who record visual inspections through to planners who model anything from asset degradation to customer price sensitivity. Each part of the total intelligence picture, contributed by the many expert areas, was translated into a common risk-based language for the first time. The consistent view across the organisation gives the investment board and the regulator confidence in the robustness of the approved strategy. Bringing people and their ideas together with a new way to communicate, additional levels of insight have been not been hard to find. Clients are often surprised at the amount of low hanging fruit available, once the structure is in place. 7
8 The Analytics Laboratory Gaining Behavioural Insight More often than not, the aim of the analytics laboratory is to understand better how something affecting your business behaves, so you can not only react appropriately to current events but also predict the impact of future change. This change may be driven proactively by you, or it may be external. In the retail sector example we cited, the key is to understand what drives shopping behaviour and its variation across different population segments. Although in other, less clearcut, cases the underlying motivation can seem quite different, behavioural profiling often lies at the heart of the additional insight being sought by the business. Although technology-driven improvements to a transport network may appear, at first glance, to occupy a completely different world, the similarities are actually very strong. At a time when the industry standard was to dump every last scrap of data generated by on-train management software into a central warehouse, Tessella instead built a streamlined behavioural analytics solution covering both the vehicles and their drivers. Knowing from experience that mining vast amounts of static, historical data for behavioural anomalies was not the way forward, we adopted an intelligence-led, Decisions First, Data Last approach with the train operator. This started with the clarification of the two critical insights they needed to gain: what missing knowledge was stopping improvements to the performance and reliability of the vehicles, the drivers, and to the reduction of maintenance costs how this new insight needs to be fed into existing business processes, in order to make a difference With this cleared up, we were able to design the most cost effective way to feed relevant data into an analytics laboratory, for use by their engineers and driving technique analysts. Manageable, living data sets of derived behavioural measurements are generated in near realtime from the massive raw data feeds. The specialists have a dedicated environment in which to turn, via analytics, their expert knowledge into insight. The behavioural analysis, of both man and machine, is revealing those factors that impact driver performance and vehicle reliability. The big data challenge was met by partitioning and transforming vast raw data volumes according to the operational and planning needs of the business. Smart design and the strict discipline to justify any stored data, resulted in a lean analytics solution that exploited smart personalization of the derived knowledge to generate more insight into the behaviour of driver and vehicle populations. Accurate personalisation is the key to delivering behavioural insight, just as dunnhumby found when profiling Tesco s shopper population. Manageable, living data sets of derived behavioural measurements are generated in near real-time from the massive raw data feeds. 8
9 The Analytics Laboratory - Maturity Model Although its sheer scale and diversity undoubtedly presents new challenges, there s a lot more behind an effective analytics solution than just dealing with big data. Despite industry analysts, and the popular and technical press, focussing predominantly upon the issues arising from the explosion of data volumes, there are plenty of other aspects to consider. The development of analytical sophistication follows a clear maturity model, progressing in steps from standard reporting using fixed data mining, through to advanced insight used to optimize business processes. It is important that an organisation understands how far its programme to become more intelligence-led has progressed: Reporting Analytics Analytical Optimization Optimization: Achieving the best available Predictive modelling: The probability & impact of future events Forecasting: What the consequences will be Statistical analysis: Why this is happening Scheduled and ad-hoc reporting: What has happened, when, where and how many Increasing competitive advantage Analytics Laboratory Maturity Model Wherever you are on the journey to becoming an intelligence-led organisation, at the outer edges or deep into the bulls-eye, it is very important to be clear about the level of data needed to meet your current needs. As we saw with the Tesco retail behavioural models, this should be driven by your ability to react to the insight, derived from the data. Little business value is gained from investing in an extensive analytics laboratory if other organisational factors limit your ability to implement change. The relentless rise in the cost of big data driven analytics programmes is exacerbated through failing to appreciate this simple fact, and being sucked headlong into the arms race. You might naturally expect to accept an increase in the amount of data you have to process in order to deliver more sophisticated analytical insight; the move to the centre triggering an inexorable slide into big data. It is important to realise that this is by no means necessarily the case. One size truly does not fit all when it comes to data analytics. Valuable insight is locked inside datasets of all shapes and sizes. Whereas when dealing with big data, smart partitioning and structuring of that data is essential, working with sparse data often requires you to be even more creative. A mature intelligence-led organisation will have developed a flexible analytics laboratory, able to extract insight from a wide variety of data sources. 9
10 It Does not Have to be Big to be Better In the pharmaceutical industry, new drug discovery is very much a big data problem, dominated by automated activity and toxicity screening of vast numbers of potential compounds. In contrast, final stage clinical trials that prove whether a drug is safe and effective, is the exact opposite. A painstaking process of recruiting, treating and applying complex statistical analysis to clinical results from a small sample of carefully controlled human subjects, the challenge is to infer the maximum drug response information from the smallest possible number of subjects. The inherent difficulties of running clinical trials raise difficult scientific, cost and ethical questions that have been wrestled with for decades. Adaptive Bayesian statistical techniques are an excellent example of how much more you can achieve if you look to be smarter with your analytics, as well as bigger in your data. If you have limited data sets, these techniques are able to deliver deeper inference and greater insight, compared to conventional statistics. If you are fortunate enough to have comprehensive data sets, the additional statistical efficiency of the Bayesian techniques allow you to establish clear patterns and robust behavioural inference much earlier into the data processing. Given the scaling implications of managing data access within a big data installation, anything that delivers the required insight faster and more efficiently is very welcome. Tessella has pioneered advances in the commercial application of adaptive Bayesian statistical techniques to clinical trials, which allow in progress optimization of the trial and delivers early insight from every new data point. The improved analytics deliver more efficient mapping of dose levels to patient type, within strict trial randomization, allowing ineffective treatments to be stopped earlier and highly effective ones brought forward. Early trial termination has saved Wyeth >$15m 13 and saved countless subjects from enduring the damaging side-effects of trial treatment programmes that will not help prove a drug s efficacy. Variants of the adaptive Bayesian analytics are used in analytics solutions ranging from state-of-the-art radar tracking through to pain management, via characterisation of the behaviour of nerve fibres in response to electrical stimulus. The aim of smart analytics should be to give you more, for less, more quickly. Conclusion: The analytics skills you need are out there The world of big data is a high stakes game to play. The amount of investment being sunk into technology, and the levels of expectation generated by the media as to what this data will deliver, are such that failure to deliver has serious consequences. Most of the evidence to date appears to say that, more often than not, big data is failing to meet those expectations. As the Economist says, Big data has the same problems as small data, but bigger. Data-heads frequently allow the beauty of their mathematical models to obscure the unreliability of the numbers they feed into them. 14 In the middle of an arms race, this is not a comfortable position to be in. A fight to secure access to scarce resources is also a feature to be expected within an arms race. As we have seen, the scarce resource in this case is the analytics talent that can turn the essentially dumb data into the insight needed to support better business decisions. It is a mistake, however, to think that the solution is simply to hire or train a greater number of statisticians and number crunchers. That is only part of the picture. Success will not be achieved by laying hands on enough people who understand just their bit of the analytics puzzle. All the pieces have to be joined together to create a truly intelligence-led organisation, one that works using a common language to pursue common goals that are not continually hi-jacked by day to day operational crises. The full range of skills, proven in delivering such challenging results, is out there. Companies like Tessella, with a powerful combination of industry domain knowledge, scientific know-how, analytics capability and commercial IT skills, are ideally placed to bridge those gaps. The breadth of experience, gained working for over 30 years across many industry sectors, creates a knowledge base of what works best in each situation. It also means that each new challenge rarely needs to be tackled from scratch. Above all, however, is the need to always target business need over technology, decisions over data, and interaction between people over machines. Only then can you transform a big data organisation into one that is intelligence-led. If you are struggling to find the analytics expertise that you need, and prefer the idea of analysts putting your data to work in a laboratory, to having it sat in a warehouse, then contact Tessella. You can find more content and examples at consumer-industries/big-data-analytics/ 10
11 References 1. see T. H. Davenport and J. G. Harris Competing On Analytics. The data analytics arms race is the key concept behind this illuminating book from the Harvard Business School. Published in 2007, the ideas are still current and relevant 2. see MGI Report Big Data: The next frontier for innovation, competition, and productivity, June 2011, page 3 3. Ibid, Section 4, page Cebr report Data Equity: Unlocking the value of big data, April Ibid, page 10, page see The Economist, Feb 2010 special report: Managing information, Data data everywhere. 7. see McKinsey Quarterly Oct 2011 Competing Through Data for three different senior exec views on addressing the threats and opportunities presented by big data 8. see McKinsey Quarterly Oct 2011 Are you ready for the era of big data? Section 2 deals with the value gained by taking decisions based on controlled experiments made on your data 9. See C. Humby, T. Hunt, T, Phillips Scoring Points - for a detailed account of the dunnhumby approach 10. Winterberry Group From Information to Audiences: The emerging marketing data use cases, January Ibid 1, page 144, Davenport and Harris evocatively refer to these rare people as PhDs with personality 12. see Quarterly Nov 2011 Inside P&G s digital revolution for a fascinating insight into how P&G are addressing the challenge of becoming the world s most digital data-led, technologically enabled company. 13. see and follow Savings at Wyeth tab 14. The Economist: Schumpeter: Building with big data, May
12 Tessella - Copyright August 2013 Tessella all rights reserved. Tessella, the trefoil knot device, and Preservica are trademarks of Tessella.
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Chasing Mavericks (Blu-ray)
Chasing Mavericks (Blu-ray)
Brand: Blu-ray
Product Code: 653730
Availability: In stock
The story of a young man's quest to surf Northern California's most dangerous wave, and the local legend who takes him under his wing. What begins as a mentorship turns into a unique lifelong bond, as the two unlikely friends discover that there is nothing more powerful than pushing your limits and chasing a nearly impossible dream.
*This product is recertified and packaging may be substandard.?ÿ


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lutvrackl replied to lutvrackl's topic in System Architect / HiQnet Troubleshootingthat worked out, thanks. but generally, how should one know that "Filter 29" is filter # 1 on channel 2? and why does it read "Filter 29 Enable" in the System Explorer window and not "Channel 2 Filter 1 Enable"? this isn't very intuitive that way... is there a special sense to that?
lutvrackl posted a topic in System Architect / HiQnet TroubleshootingI've set a 100Hz Low Shelf on both Channels of a CTS 3000 in the Input Processing EQ Section System Architect doesn't allow me switch these on and off from my Control Panel, as I can only choose "Filter 1 Enable [5000]" in the System Explorer Window and not "Channel 1 Filter 1 Enable" and "Channel 2 Filter 1 Enable". if i switch the button only the Filter on Channel 1 is switched from on to off and vice versa. Filter 2 doesn't switch on and off how can I solve this problem?
lutvrackl posted a topic in System Architect / HiQnet General DiscussionHi, I have a problem with controlling the iq network with my pda (mda II with Pocket PC 2003): When I connect the PDA to the PC by Bluetooth and I start PocketIQ the field with Network Interface keeps empty. when i clicl ok no more errors appear but the remoting does not work. Do you know how I can make it work? MfG Andy (Germany)


text: 23 photos Auction - Aug 12, 2017 at 11:00 AM 68.06 acres 4 Beds | 1 Bath | 1695 sqft 752 County Road J, Friendship, WI 53934 - Adams County Adams County Multi-Parcel Live Auction +/-68 acres of woods and pasture going to auction! Property includes a farm house, barn, and several other outbuildings. Property is well maintained with groomed trails, planted mature pines, several other build sites, power in all outbuildings, and plenty of woods to hunt. Live Auction August 12th 11:00am: Terms: 10% buyer's fee added to high bid to determine total contract price, $2,500 non-refundable down payment per parcel, Buyer(s) to sign a no contingency offer to purchase, closing to be on or before September 12th, 2017. Property sold as is. Property will be offered in the following parcels, Parcel #1 Home/Buildings & 7+/- acres, Parcel #2 32+/- acres Parcel #3 29+/- acres. High bid subject to seller confirmation within 48hrs of a Bob Clyde United Country - Hamele Auction & Realty


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Alpinetrek expert Ron
"This product is no longer available."
This is either an older model or we can or will no longer reorder this product from the manufacturer.
Don't give up – we have some other alternatives for you to choose from:
Gloryfy - G4 PRO Brown F2 - Sunglasses
Attributes & features
- Suitable for:
- Type:
- Sunglasses
- Lens:
- Gloryfy-NXT lenses; UV protection: 100%; blueblocker
- Frame:
- bendable frame with click mechanism; partially frameless
- Dimensions:
- One size
- Extras:
- Memory effect; module system
- Item No.:
- 205-0067


text:
See & Sew by Butterick 5761; ©1970s; Misses' Cardigan & Camisole -- Semi-fitted cardigan has short sleeves gathered at caps and patch pockets. Close-fitting camisole has attached straps, back button and loop closing, and self tie belt. Purchased double edged lace trim.
Links to reviews/blog posts Edit
Sources/Vendors Edit
Gallery Edit
[insert your photos of this pattern made up]
Wishlist Edit
[insert your username, and make sure your preferences allow for people to contact you via e-mail. Do not list your email address here!]


text:
Citation Edit
Government Accountability Office, Human Capital: The Proper Use of Consultants, Experts, and Contractors (Nov. 15, 1978) (not available online).
Overview Edit
An Office of Management and Budget (OMB) Bulletin provided guidelines concerning the use of consultants as well as a definition of consultant services to be used uniformly by all Federal agencies. These guidelines discuss how agencies are to make certain changes in reporting their use of consultants to the Civil Service Commission (CSC) and to a new contract data system. Within the next few months, new information will be available to show the extent to which the Government uses various types of consultant services and their cost. Every agency in the executive branch has begun to uniquely identify to CSC each of three categories of employees they hire to provide consultant services. However, this new way of tracking consultant employees applies only to individuals hired after October 1, 1978.


text:
Stand-Up Tuesdays is a weekly comedy spotlight written by the wonderfully talented Angie Frissore. Covering both known and unknown comics, Stand-up Tuesdays is your new source for all things funny. This week, Angie puts a spotlight on Mike Brody. If you or your comedy troupe would like to be featured on Stand-Up Tuesdays, please email firstname.lastname@example.com. […]
mike brody
STAND-UP TUESDAYS: Mike Brody
May 1st, 2012 Angie Frissore


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Adaptive skiing is the term used when people with disabilities use specialized equipment to ski.
Adaptive skiing is one of the fastest growing sports in the world and the range of available adaptive ski gear is keeping pace. Adaptive certifications are issued by national ski / snowboard associations and disability snow sports groups.
Recreational adaptive skiing is offered at many resort ski schools, through adaptive programs and charities and with private ski clubs. Veteran specific and competitive programs are also available.


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EGR Valve Position Sensor
The Exhaust Gas Recirculation (EGR) system is used to reduce the amount of nitrogen oxide (NOx) emission levels caused by combustion temperatures exceeding 1,500°F (816°C). It does this by introducing small amounts of exhaust gas back into the combustion chamber. The exhaust gas absorbs a portion of the thermal energy produced by the combustion process and thus decreases combustion temperature. The EGR system will only operate under specific temperature, Barometric Pressure (BARO) and engine load conditions in order to prevent drivability concerns and to increase engine performance.
The PCM calculates the amount of EGR needed based on the following inputs:
The control module tests the EGR system during deceleration. The control module does this by momentarily commanding the EGR valve to open while monitoring the signal circuit of the Manifold Absolute Pressure (MAP) sensor. When the EGR valve is opened, the control module will expect to see a predetermined increase in MAP. If the expected increase in MAP is not detected, the control module records the amount of MAP difference that was detected and adjusts a calibrated fail counter towards a calibrated fail threshold level. The number of EGR flow test counts required to exceed the fail threshold may vary according to the amount of detected EGR flow error.
The EGR Valve Position (EVP) sensor is monitored by the control module. The 5-volt reference circuit, the low reference circuit, and the EVP signal circuit are used by the control module to determine the EGR valve position. The control module compares the EVP sensor parameter with the desired EGR position parameter when the valve is commanded open or closed.
The control module controls the EGR valve with a solid state device called a driver. The driver supplies the EGR solenoid with 12 volts that is Pulse Width Modulated (PWM) through the EGR solenoid high control circuit. A ground path is provided by the control module through the EGR solenoid low control circuit. The driver has the ability to detect an electrical malfunction on the EGR solenoid control circuits.
When the ignition switch is turned ON, the control module records the EGR learned minimum position. The control module compares the EGR learned minimum position parameter to the EVP parameter.
The control module will only allow one EGR flow test during an ignition cycle. To aid in verifying a repair, the control module will allow 9-16 EGR flow test counts during the first ignition cycle following a code clear event or a battery disconnect.Removal & Installation
3.8L Engine
The Exhaust Gas Recirculation (EGR) valve and the EGR Valve Position (EVP) sensor are integrated into the EGR valve assembly. The EVP is removed with the EGR valve.
- Disconnect the Exhaust Gas Recirculation (EGR) valve electrical connector.
- Remove the EGR valve nuts (1).
- Remove the EGR valve (2).
- Remove the gasket (3) from the EGR valve adapter.
Clean the EGR valve gasket mating surfaces.
To install:
- Install a new EGR valve gasket (3).
- Install the EGR valve (2).
- Install the EGR valve nuts (1). Tighten the nuts to 18 ft. lbs. (25 Nm).
- Connect the EGR valve electrical connector.
- With the ignition ON and the engine OFF, command the EGR from 0-90 percent. The Exhaust Gas Recirculation (EGR) position sensor parameter should remain within 3 percent of the desired EGR position parameter through the entire range.
- With the ignition OFF, disconnect the EGR valve harness connector.
- Turn the ignition ON, connect a test lamp between B and A. The test lamp should illuminate.
Connect a test lamp between the EGR high control circuit (E) and a ground. Command the EGR valve from 0-90 percent and exit the EGR solenoid output control. The test lamp should turn ON when commanded between 10-90 percent and turn OFF when commanded to 0 percent.
- If the test lamp is ON when commanded to 0 percent, test the EGR high control circuit for a short to voltage.
- If the circuit tests normal, replace the ECM.
- If the test lamp is always OFF while commanding the EGR valve from 0-90 percent, test the EGR high control circuit for an open, high resistance, or a short to ground.
- If the circuit tests normal, replace the ECM.
If all circuits test normal, replace the EGR valve.


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Richard Cohen won't name names
Blog ››› ››› ERIC BOEHLERT
That's why it's called a club. As in the Beltway media club.
Cohen's column in the WaPo today takes the press to task for being too easy on Sarah Palin's debate performance. He stresses that if, for instance, Sen. Hillary Clinton had done the things Palin did during her forum with Joe Biden (i.e. winking at the camera), the press would have unleashed non-stop ridicule.
We don't argue with that point. But here's the telling part of Cohen's column:
I could quote the hosannas of some of my colleagues, but I spare them the infamy that will surely follow them to their graves.
Cohen thinks the press failed at its job in covering Palin but he won't name any names because that might be mean. No wonder the standards for Beltway journalism seem to be evaporating. Journalists have no fear of ever being held accountable by their peers.
Instructions for signing up and claiming your comment history are located here.
Updated rules for commenting are here.


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The food we eat affects the function of our brain in a variety of subtle ways. The most important connection of food and behavior comes from the processes of normal nutritional metabolism. What you eat directly and indirectly affects nerve chemicals, which in turn influence moods, energy levels, stress levels and sleep habits.
The neurotransmitter serotonin performs a variety of functions in the brain. High levels of serotonin increase tolerance to pain, decrease cravings for food, improve mood and enhance sleep. Low levels of the neurotransmitter result in increased sensitivity to pain, food cravings, depression, insomnia, aggressive behavior and poor body temperature regulation. Serotonin is manufactured in the brain from the amino acid tryptophan, along with folic acid and vitamins B6 and B12.
Food for Serotonin
Even though tryptophan is found in protein-rich foods, eating a protein-rich meal actually lowers tryptophan and serotonin levels in the brain, while eating foods rich in carbohydrates increases those levels. Sugar and refined starch triggers the quick release of insulin, which lowers blood levels of most large amino acids except tryptophan, thus allowing tryptophan to remain in the blood and enter the brain. Whole-grain starch triggers a slow and sustained release of insulin, which results in a gradual increase in serotonin levels without the rise and fall in blood-sugar levels experienced with sugar and refined starch. In addition to carbohydrates, consuming foods rich in folic acid and B vitamins will provide the body with the building blocks necessary for serotonin production.
Dopamine and Norepinephrine
Dopamine and norepinephrine (sometimes called noradrenaline) are neurotransmitters that are manufactures from tyrosine, an amino acid, as well as folic acid, magnesium and vitamin B12. A drop in the levels of these neurotransmitters produces feelings of depression and irritability. Consuming more tyrosine raises levels of these neurotransmitters and improves mood, increases alertness, alleviates stress and boosts mental functioning.
Food for Dopamine and Norepinephrine
Like tryptophan, tyrosine is abundant in protein-rich foods, but unlike tryptophan, tyrosine levels rise when you consume protein-rich meals. High levels of competing amino acids and low insulin lowers tryptophan but favors tyrosine. As a result, these two neurotransmitters are constantly at odds with each other in the human brain. For one to be high, the other must be low.
Choline, a fat-like substance, is unlike amino acids in that it has no competition for entry into the brain. The more choline is consumed, the more of it enters the brain and is used to produce the neurotransmitter acetylcholine, which is important in memory and general mental functioning. A decrease in acetylcholine levels is common with aging and may result in memory loss and reduced cognitive ability.
Food for Acetylcholine
You can boost brain levels of acetylcholine by consuming foods rich in choline, such as eggs and wheat germ, or by supplementing with nicotinamide, a form of niacin that enhances the concentration of choline in the brain.
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text:
Arteriors Keoni Sculpture
$ 240.00
White marble discs with blackened iron inlays have been mounted on iron stands. Designed to fit in standard shelving, but we suggest combining the three. Marble coloration may vary.
- White Marble discs
- Distressed Black Iron inlays and base
- Marble, Iron
- Overall Dimensions: 8" w x 3.5" d x 12" h
- Overall Foot Print Dimensions: 7" x 3" Rectangular


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Masami Kawazato
Program Director
Carver, Dakota, Ramsey, Scott, Suburban Hennepin & Washington County applicants
Originally from Tokyo, Japan, Masami Kawazato joins the MRAC staff with 15+ years experience in arts administration. She is a classically trained clarinet player and has worked at The Schubert Club, Walker Art Center and the Minneapolis Institute of Arts and has served as a board member, volunteer and freelance consultant with several Twin Cities arts groups.
Masami holds a bachelor's degree from Macalester College and serves as a volunteer through their department of multicultural life. She is also involved with the Neighborhood Roots farmers markets and sits on the artist panel for Made Here, a project of the Hennepin Theatre Trust.


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THIS RESTAURANT IS CLOSED Restaurant Thir13en Send to Phone
OpenLunch Mon.-Fri., Dinner Mon.-Sat., Brunch Sat.-Sun.
- Dress code: Casual dressy
- Full bar
- Outdoor dining
- Romantic setting
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Text data on THIS RESTAURANT IS CLOSED Restaurant Thir13en to your phone, or a friend's cell phone.
Find out which restaurants and chefs top the list of GAYOT's 2016 Annual Restaurant Awards.


text:
Kung Fu is the original self-defense that was created from the age of history since the first creator from the art of "Taoism" called as Yin Yang is the circles of energies..
The legend who called his self-defense "Bruce Lee" was the first person who introduced his self-defense from his country called "Chinese Kung Fu"(In the early age in seattle, only knows Karate besides Kung Fu). In the years past until the present, this is how the evolution of the "Kung Fu" verb changes:
Chinese Kung Fu(Early Age) => Kung Fu(Dictionary Existence)
"It was said that Kung Fu is known as Arts, that was said from China Citizens"
Chinese Arts(a.k.a Kung Fu) => Martial Arts(Present Words)
ERICARD, the author of the page.
- In the art of Taoism, Yin Yang is used to be Black and White. It was said that Yin(Black) is for Offense and Yang(White) is for Defense.
- Although Bruce Lee is the legend, but his appearance and skill still exist in the game called "TEKKEN" using the 3D character, Marshall Law and his weapon skills based from the Legend of Inosanto (Inosanto resembles his art to Bruce Lee, after the funeral) Nunchuck skill exist in the game called "Souledge" and "Soulcalibur".
- Souledge is the first fighting game that contain 3D elements of Nunchuck style.