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Model parameters: Length: 186 cm. Chest: 103 cm. Waist: 82 cm. Hip: 95 cm. Size: M %50 Cotton % 50 Acrylic
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Black Velvet Series Brushes
by Silver Brush
A unique blend of natural squirrel tail hair and risslon black synthetic filament creates ideal working tools for the watercolorist. Black Velvet brushes feature polished black ferrules, carefully fitted to gloss black handles, each with a distinctive silver neck band.
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These are my favorite brushes for painting fine details. I use them with inks, watercolors, acrylics and ceramic glazes.
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Office category page Microsoft Download Center
Popular Office downloads
2007 Microsoft Office Add-in: Microsoft Save as PDF or XPS
This download allows you to export and save to the PDF and XPS formats in eight 2007 Microsoft Office programs. It also allows you to send as e-mail attachment in the PDF and XPS formats in a subset of these programs.
SharePoint Designer 2013
SharePoint Designer 2013 is the tool of choice for the rapid development of SharePoint applications. Please make sure your installation of SharePoint Designer is up to date by using Microsoft Update, or installing Service Pack 1 [see Details for more info].
The 2007 Microsoft Office Suite Service Pack 3 (SP3)
Service Pack 3 provides the latest updates to the 2007 Microsoft Office Suite. This update also applies to Microsoft Office Project, Microsoft Office SharePoint Designer, Microsoft Office Visio, and Visual Web Developer.
Microsoft Access Database Engine 2016 Redistributable
This download will install a set of components that can be used to facilitate transfer of data between Microsoft Office System files and non-Microsoft Office applications.
Service Pack 2 for Microsoft Office 2010 (KB2687455) 32-Bit Edition
Service Pack 2 (SP2) for Microsoft Office 2010 32-Bit Edition contains new updates which improve security, performance, and stability. Additionally, the SP is a roll-up of all previously released updates.
Microsoft Works 6–9 File Converter
Open, edit, and save documents in the Works Word Processor file format supported by Works versions 6, 7, 8 and 9. This download requires Windows Installer version 3.1 or higher. Please refer to System Requirements below for more details.
Microsoft Online Services Sign-In Assistant for IT Professionals RTW
The Microsoft Online Services Sign-In Assistant provides end user sign-in capabilities to Microsoft Online Services, such as Office 365.
Microsoft Office Proofing Tools 2013 - English
Microsoft Office Proofing Tools enable editing in additional languages.
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21 August 2012
With a diameter of about 6800 kilometres, Mars is only half as large as Earth. Its internal structure is not well known. With the gephyisical InSight lander planned for 2016/17, NASA expects to gain new insights into the structure and thermal evolution of the planet. Mars has, much like all rocky planets, a shell structure. The relatively small, hot iron core is surrounded by a presumably largely solidified shell of iron-rich, siliceous rocks. There is evidence that Mars, in its early history had magnetic field (probably a weak one).
DLR's HP3 experiment uses an electromechanical impact mechanism capable of driving an instrument container into the Martian surface to a depth of up to five metres. Behind the cylindrical drill is a flat cable with thermal sensors. These sensors measure the temperature profile and the heat conductivity of the soil, from which the heat flow can be determined. Until now, a fully-automatic mole of this kind has never been used on any planetary body in our Solar System.
The 'mole' experiment 'HP3' (Heat Flow and Physical Properties Package) is intended to determine the heat flow in the Martian interior and to determine the planet's physical composition. For this purpose, a special electromechanical impact mechanism drives an instrument container down to a depth of up to five metres below the surface of Mars (left). In these first five metres below the surface, the geoelectrical properties of the ground are to be measured as part of the search for subsurface ice deposits.
Logo of the NASA InSight mission, scheduled to reach Mars in 2016. On the lander itself is the DLR Experiment HP3 (Heat Flow and Physical Properties Package. It will penetrate the Martian surface to a depth of five metres to measure the heat flow and thus provide new insights into the thermal evolution of Mars and hidden water sources under the surface.
After the successful landing of the Mars Science Laboratory Curiosity rover, NASA has selected one more lander mission to Mars. The InSight mission will reach Mars in September 2016, after a six-month journey; it has been designed to take a 'look' into the deep interior of the Red Planet; it will do this with geophysical experiments including DLR's HP3, which will penetrate several metres into the Martian subsurface to measure the soil's thermo-physical and electrical properties.
"The selection of the mission InSight by NASA demonstrates the importance of exploring our planetary neighbour. I am very pleased that DLR can contribute with their own experiment on this lander to unveiling the mysteries of the Red Planet," said Johann-Dietrich Wörner, Chairman of the DLR Executive Board.
InSight stands for 'Interior Exploration using Seismic Investigations, Geodesy and Heat Transport'. The mission name clearly explains that geophysical experiments are conducted on and underneath the Martian surface; for example, measuring the velocity of seismic waves or the heat flow. One of the aims of the mission is to understand the structure and state of the core and crust, as well as the thermal evolution of Mars. The HP3 experiment for the InSight mission was developed at the German Aerospace Center (Deutsches Zentrum für Luft-und Raumfahrt; DLR). HP3 is short for 'Heat Flow and Physical Properties Package'.
"So far, the exploration of Mars has been carried out by observations from orbit and directly on the surface," explains Tilman Spohn, scientific lead of HP3 and Director of the DLR Institute of Planetary Research in Berlin-Adlershof. "But the study of the planet's interior is only the beginning. HP3 could drive Mars research significantly forward." After the Radiation Assessment Detector (RAD) , which was jointly developed by the University of Kiel and DLR for the current Curiosity mission, and the High Resolution Stereo Camera (HRSC) on board ESA's Mars Express spacecraft, HP3 is the third DLR experiment to investigate our planetary neighbour.
Into the Martian surface with an electro-mechanical mole
For some time now, planetary research has dealt with the question of why Mars is so different compared to Earth; for example, the lack of plate tectonics or continental drift. This process is fundamental to the carbon cycle on Earth, and could determine why, on Earth, conditions for life are much more favourable than on Mars. "In its earlier history, water flowed on Mars, so it is likely that the conditions were favourable for life at some point; for example, those influenced by the effect of volcanic activity on the temperatures of the atmosphere," explains Professor Spohn. "Mars continues to be the likeliest place beyond Earth in the Solar System where life could have originated."
DLR's HP3 experiment uses an electromechanical impact mechanism capable of driving an instrument container into the Martian surface to a depth of up to five metres. "Until now, a fully-automatic mole of this kind has never been used on any planetary body in our Solar System," states Tim van Zoest, a physicist at the DLR Institute of Space Systems in Bremen, where the impact mechanism was developed. "Comparable experiments to analyse material below the planet's surface have only been conducted manually on the Moon during the US Apollo missions 15 and 17 in the early seventies. But the tools used then were similar to conventional drills."
The sensors on HP3 were developed at the DLR Institute of Planetary Research in collaboration with the Space Research Institute of the Austrian Academy of Science in Graz. In particular, the mole will monitor the heat flow inside the Martian surface. The precise and direct measurement of heat flow under the surface will enable the determination of the heat produced deep inside Mars. This will give insights into the composition of the Red Planet and its ongoing cooling process, which is related to its present volcanic activity. HP3 will also study the geological stratification of the first five metres below the Martian surface – especially the presence of ice – through the measurement of the geoelectrical properties of the ground.
InSight is the twelfth mission in NASA's Discovery programme, which is characterised by cost-efficient projects with a relatively small budget of about 500 million US dollars. The trademark of the Discovery missions is their strong focus on specific scientific questions. The mission is headed by Bruce Banerdt of the Jet Propulsion Laboratory (JPL), one of the United States' most prestigious Mars researchers. In addition to DLR, the French Space Agency CNES is also involved.
Last modified:21/08/2012 19:55:23


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GNU Teseq - Mercurial Repositories
Browsing the Mercurial Repository
You can Browse the Mercurial repository of this project with your web browser. This gives you a good picture of the current status of the source files. You may also view the complete histories of any file in the repository as well as differences among two versions.
Getting a Copy of the Mercurial Repository
Anonymous checkout:
hg clone http://hg.savannah.gnu.org/hgweb/teseq/
More information


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Broad Street - Coppenhall - Crewe - Cheshire - CW1 4GS
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Artists impression
Typical Taylor Wimpey home
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The Downham is a 4 bedroom home designed with modern living in mind.
The generously sized kitchen/dining/family area features French doors opening onto the rear garden and is a truly welcoming place to start the day, while being ideal for entertaining. The light and airy living room is perfect for relaxation and quality family time, with a bay window and double doors opening onto the dining area.
The first floor is home to the four bedrooms, three of which are doubles, while bedroom four could be a perfect home office. Three of the bedrooms are served by the family bathroom and the master enjoys the additional luxury of an en suite.
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Where given room dimensions are maximums, ± 50mm, and include any fitted wardrobes or similar features.
Crewe is a very well connected railway community, the theory being that the town was named after the pivotal 1837 railway station, rather than the other way around!
The station's 12 platforms can take you pretty much anywhere you want to go in Britain: Edinburgh, Glasgow, Manchester, Liverpool, Birmingham, Cardiff and of course London, which is only 1 hour and 35 minutes away.
But there's more to Crewe than trains. There's also good shopping, including the Grand Junction Retail Park, the huge green oval of Queen's Park with its boating lake and attractions like The Crewe Heritage Centre and the Edwardian, grade II-listed Lyceum Theatre.
The town has half a dozen secondary schools, plus Reaseheath College, which specialises in agriculture and horticulture.
Development layout shows how the development will look once it is complete.
Back to development
The Government backed Help to Buy: Equity Loan scheme is available here. The scheme is open to both first time buyers and home movers alike, and means you'll need just 5% deposit to buy a new home.
With Help to Buy, the Government will lend you up to 20% of the value of your new build home via an equity loan. You will need to secure up to a 75% mortgage and put down a 5% deposit. You'll own 100% of your home from day one.
Find out more about how the Help to Buy scheme works.
Help to Buy: Equity Loan – Terms and conditions apply. Applicants should seek independent financial advice, and get information and guidance on applying for a Help to Buy: Equity Loan at www.helptobuy.gov.uk.
Easymover is available here, which means you could reserve a new Taylor Wimpey home at this development - even if you haven't sold your existing property.
And that's not all. With easymover, we'll make your house move as stress free as possible. We'll liaise with your estate agent on your behalf, we'll pay their fees and we'll manage the whole house selling process - making your life so much easier! Take a look at our easymover page for more information.
Terms and conditions apply to the Easymover scheme.
This development is managed by the North West Taylor Wimpey regional office


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Total Downloads
File Size38.98 MB
Release Date07/02/2013
Date AddedNovember 11, 2015
OSWindows XP 32 bit
File NameR147091
File Format.exe
Compatible ModelDell 1700 Mono Laser
Driver Dell 1700n Windows XP 32 bit
– Driver name: Dell 1700n Driver
– File Name : R147091
– Release Date : 07/02/2013
– Version :A01,A01
– File size : 38.98 Mb
– Compatible Model : Dell 1700 Mono Laser
– File format : .exe
– Operating System: Windows XP 32 bit
The installation guide Dell 1700n printer driver
Video installation guide Driver Dell 1700n on Windows XP 32 bit
Setup Driver Dell 1700n on Windows XP 32 bit (Pictures)
– After download Dell 1700n printer driver, you need to install driver Dell 1700n on your computer then you can perform printing on Dell 1700n printer.
– Ways of install Dell 1700n printer driver is very easily but not everyone can do it. In this article, I will be guide you to install Dell 1700n printer driver on the computer has been installed Windows operating system.
1.Prepare for installation driver Dell 1700n for Windows OS
– A computer has been installed any operating system and works well
– Dell 1700n printer works well
– USB cable, Ethernet cable or anything that can connect two devices.
– Power switch on both devices and waiting for "Ready status"
2.Installation Dell 1700n printer driver
– Step 1: Unzip driver Dell 1700n file
– Almost downloaded files were in compressed file format, therefore to install driver Dell 1700n you need to unzip it.
– To unzip Dell 1700n printer driver file, you can use many different software. But, in this article, I use to the common software, it is Winrar.
– Right-click mouse to Dell 1700n printer driver file and click to "Extract to Dell 1700n"
Step 2: Click Control PanelHardware and SoundDevices and Printers or Start Devices and Printers to show add devices and printers windows.
Step 3: Click Add a printer.
Step 4: Click Add a local printer to begin add driver Dell 1700n printer on your computer. Select port you printer in use and then click Next.
Step 5: Click Have disk …
Step 6: Click to Browse button and choose the Dell 1700n printer driver file (file extension is .INF) and then click OK
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Step 8: Type your printer name that you want to display then click Next.
Step 9: Select option, share or not share your printer with other computer in LAN network then click Next.
Step 10: Finish to complete installation Dell 1700n printer driver.


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In today's cash- and liquidity-focused business environment, transparency, standardization, and efficiency are paramount. Many organizations are putting heavy emphasis on straight-through processing (STP) of payments and receivables to help boost efficiencies across the supply chain. But how a company defines the scope of the STP process can have a major effect on whether the project reaches its ultimate potential for cost savings and streamlined workflows. The scope definition can impact which department owns the process, and process ownership is an important variable in determining the extent and effectiveness of STP development.
Thinking that STP applies to only transactions, many companies place ownership of the process squarely within the treasury department and limit its scope to payments or receipts. Treasury departments often narrow the scope even further, measuring, for example, the STP of a wire transfer payment—asking whether it went from the company's office straight through to the ultimate beneficiary. However, I believe that companies need to take a broader, more encompassing approach to STP than merely payment or receipt processing.
A better understanding—and, ultimately, a more successful implementation—of STP should be based on the following definition: STP is the end-to-end processing of financial transactions that are fully automated and integrated, without manual intervention, across diverse applications, diverse systems, and even across the diverse organizations participating in the transaction.
Narrower definitions reduce the potentially larger functional impact of "true," or fully realized, straight-through transaction processing. At its most effective, STP is a holistic process that aims to increase efficiencies throughout a company's entire continuum of activities. Its scope should embrace the actual movement of goods and services, as well as the related transactions, through all the relevant levels and segments of the organization. STP should facilitate or enhance automation along a continuum that extends from the front-office, client-facing functions of marketing, sales, and customer service to the middle-office functions of control, risk, and allocation—and on through to the back office, where final settlement and reconcilement take place.
This all-encompassing approach to STP can help companies avoid major pitfalls that a narrower STP system may confront. Consider, for example, the customer backlash that is likely to ensue if payments for a particular product continue to be processed even after the item becomes unavailable. Or what if one party to a transaction asks its counterparty to add an annotation like 'Attention: XYZ Department' to the invoice, yet that annotation does not get carried with the transaction? Customer service complaints are sure to arise. Good customers may be left feeling they are not getting good service. Invoices will have to be reinvented, and payments almost certainly will be late. Worse, the invoices may not get paid at all.
Focusing only on the payment process hinders efforts to pinpoint problems that may occur at any point in the transaction trail, from order through delivery. It reduces the company's ability to avoid problems and its ability to discover where improvements can be made (to departments, process flows, etc.) to prevent future mishaps. For example, many companies have multiple sources of payment instructions (e.g., retail, internal, electronic), which may involve manual processes and proprietary systems. With the onset of several new banking regulations, corporations will be expected to have up-to-the-minute insights into their intraday payment and liquidity positions, including changes in liquidity resulting from fax- and bank-software-package-based transactions.
All of these examples point to the same conclusion: If your organization's thinking around STP focuses solely on the payment portion of the treasury continuum, it may be time to broaden your ideas about how your company can achieve true STP, and about the cost savings it can bring.
The STP Value Proposition
True STP can deliver condensed transaction workflows, minimized settlement times, and reduced operating costs.1 Developing an effective process can be well worth the effort if it delivers these kinds of benefits. Instituting a framework with built-in standards and measures for all of the areas, departments, and processes that comprise an integrated transaction workflow—from the beginning to the end of an executed transaction—can go a long way toward boosting the value of an STP process.
When problems arise in an STP-based system, they are easier to resolve if the system can follow the trail of goods and services as they touch each of the company's front-, middle-, and back-office areas. An integrated system is better able to pinpoint where breakdowns may have occurred along the continuum and provides a better basis for devising enhancements as needed.
Efforts to build a truly straight-through process include three crucial factors:
Review of information gathering—and sharing—at all points on the continuum. To be truly effective, an STP system has to include resources and monitoring activities around the movement of goods and services as they travel from department to department along the STP continuum. Companies need to have accurate order, delivery, and payment information on their latest purchases. Likewise, by making updates on the status of client orders readily available, companies can keep their customers better-informed, which helps boost servicing efforts. A process that closely tracks all aspects of stock/service availability, transaction implementation steps, and delivery and payment workflows—extending to all global regions that may handle all or portions of each of these steps—can provide a powerful assist for monitoring, detecting, and dealing with potentially expensive processing delays. All of which can ultimately impact customer service.
By regularly reviewing its STP processes, an organization can make sure that information is flowing appropriately. STP reviews may help reveal, for example, that a company's front-, middle-, or back-office operations in emerging or frontier markets do not have the same built-in information gathering standards as divisions in other regions of the world. The end result of such an STP review might be the institution of rules to hold all local offices—even those that are remote or represent a small proportion of the organization's overall transaction processing activities—responsible for gathering and maintaining STP data as part of their day-to-day process (via spreadsheets, process-monitoring software, etc.). This can help fill gaps where lack of information might otherwise cause expensive product or service delays, or expose the organization to unintended risks.
Companies with dozens, or even hundreds, of bank accounts provide another example. The management of these accounts frequently involves manual processes and multiple systems, and the process of gathering information involves spreadsheets, faxes, and banks' proprietary systems. Not only is this inefficient and time consuming, but it also poses risks. Corporate banking clients may consider upgrading their systems to include bank account management services; those that do often report increased visibility and transparency, reduced risks, and the possibility of consolidating accounts, thereby reducing overall costs. Using STP to manage bank accounts can provide standardization and streamlining, along with an exponential increase in operating efficiencies, enhanced transparency, and better management of intraday liquidity.
Troubleshooting to discover where errors occur. A single front-office mistake related to an order—incorrectly captured invoice or purchase order numbers, or billing or delivery addresses—can easily create cascading problems that impact multiple departments.
When an order is not delivered on time, the real issue may lie not in inventory mismanagement but in the poor gathering and sharing of information between points along the STP continuum. The original error—buried within a multilayered delivery web—can be easy (and costly) to miss if proper tools are not in place. If, for example, the front office incorrectly uses a company's billing address as the delivery address, the end result may be two dissatisfied clients. Making sure that data capture is accurate at every step along the process goes a long way toward ensuring that the data output is meaningful. It can also help create client satisfaction and promote repeat business.
1. Securities and Exchange Board of India: "Frequently Asked Questions on Straight Through Processing." Retrieved February 16, 2012.
Having the right metrics and standards in place at all the right points of the process can help alleviate order inaccuracies, transaction errors, supply oversights, and payment issues—and, ultimately, can help a company avoid the domino effect of processing "snafus." Companies should put in place technology solutions for managing the metrics. Examples include streamlined data analytics for each department; electronic dashboards that reflect the current status of every point in the system and provide access to the information by all touch points; and industry templates and benchmark reviews for standard processes such as wires, SWIFT transactions, etc.
Backtracking to identify where errors occurred in the system can be much simpler when a company uses standards that clearly delineate smooth workflows across functions. Data integrity and forecasting accuracy both benefit, as does overall business awareness, which is imperative in global organizations with cross-border communication needs.
Commitment to resource availability and deployment. Finally, developing a successful, true STP process that encompasses all aspects of the appropriate workflows requires a commitment from all levels of the organization. Testing and implementing workflow checks and balances requires buy-in from senior-level management. Dedicated project management teams will be needed to spearhead the project, along with skilled IT teams to help ensure that security and technology considerations stay top-of-mind throughout the initiative. Data transparency, data sharing, project controls, and troubleshooting typically require input from functions such as compliance, risk, and legal that reside in most companies outside of either finance or IT. Process participants from these outside functions will likely need to review project outcomes and provide input to maintain integrity along the way.
All in all, to ensure that an STP system runs at optimal levels, an organization needs to make sure its process has several essential characteristics. First, the scope of a "true" STP process—one that is fully realized and comprises all the tools necessary for success—should encompass every department that touches a transaction, not just the treasury team. Second, the STP ecosystem must include checks and balances that help identify where any problem originates, and must facilitate implementation of the processes required to fix problems at their source in a fast and methodical way. Third, to be fully optimized, an STP process should be championed, understood, and implemented at all levels of an organization.
Once these characteristics of a true STP system are in place, and testing has proven that they are in working order, a company is ready to reap the rewards of STP. Streamlined and integrated complex workflows will result in smoothly running transactions. Improved customer satisfaction is sure to follow—an outcome that in the end will solidly support efforts to boost the bottom line.
Lynne Marlor is the deputy head of sales for investment managers at BNYMellon. She joined BNYMellon in 2003 supporting the financial services client base. Prior to joining BNYMellon, Marlor was employed by BankOne (now JPMorgan Chase) within treasury. She has a BSBA and MBA and is a national speaker on treasury-related topics.