An Electricity Supply Permit for both temporary and permanent service is required prior to completing an application. This can be obtained from the office of TCI Government Planning Department. It is important to note that in the event that a line extension of more than seven poles is required additional fees will apply.
Complete an Application & Agreement for Supply of Electricity. If renting a FortisTCI Owner's Consent Form must be completed. Owner or landlord should be sure to provide the correct 911 issued address as well as the correct meter number.
The applicant must provide two acceptable forms of Government issued identification such as passport, driver's license, National Health Insurance Card, National Insurance Board Card.
Complete an Application & Agreement for Supply of Electricity form.
If renting a Fortis TCI Owner's Consent Form must be completed. Owner or landlord should be sure to provide the correct 911 issued address as well as the correct meter number.
The applicant must provide two acceptable forms of Government issued identification such as passport, driver's license, National Health Insurance Card, National Insurance Board Card, National Status Card.
FortisTCI requests that a security deposit be paid before any electricity can be provided. Deposits are held to cover outstanding balances upon the closure of an account.
Service may be connected within 24 hours for an existing service.
Billing deposits made on all residential accounts are refundable upon termination of service. The installation service fee is non-refundable.
An internal credit check will be performed on all applicants before any account can be processed.
Submission of payments by cheque returned for Non-Sufficient Funds (NSF) will result in a penalty of $50.00. The account may also be subject to "CASH ONLY" status.
Disconnect/Reconnect – There is a charge of $50.00 for reconnections. This must be paid along with the account balance prior to service being reinstated. Customer may be reconnected within 24 hours of payment.


you should keep the non-bottlenecks working at less than 100%, so that they don't generate wasteful work-in-progress or are unable to cope with fluctuations.
How do the non-bottlenecks know how fast they should work, without having a global coordination? By using the "Drum-Buffer-Rope" technique.
The bottleneck determines the speed at which the system works. This bottleneck can produce 8 items per unit of time. Therefore the bottleneck acts as a drum, beating the rhythm that the whole system should follow, like a drummer on a galley slave or the drummer of a marching band. The system has a rhythm of 8, so all participants in the system should follow the rhythm. This is one way to Level out the load. In Lean Thinking, this is called the "Takt Time".
So, now we have everybody working at 8 items per unit of time.
But what if supplier 1 or 2 can't produce exactly 8 items? The bottleneck will be starved and we lose precious throughput. That can't be allowed to happen. Therefore, put a buffer of raw material in front of the bottleneck, so that it never has to wait.
If the consumers don't have spare capacity, they won't be able to handle fluctuations in output from the bottleneck and may thus delay processing bottleneck output.
Only Consumer 1 has a lot of spare capacity (+4). They might spend some of that capacity on other work, as long as they keep enough spare capacity to deal with the bottleneck's output.
What does all that have to do with writing software?
Well, an IT project is a system that transforms ideas into running/useful software, where different resources perform some transformation steps. Each resource has a certain capacity and the steps are dependent on each other. And there's certainly variation. Look quite a bit like the systems above.
Faster. Faster, faster, faster! as David Byrne sings manically in "Air".
In previous entries we saw how an XP team is doomed to be on a mad treadmill that spins ever faster: the team commits to delivering as much work as the previous release (the team's velocity). They try to improve their velocity to deliver a little more than promised. If they succeed, their velocity has gone up and they commit to delivering that much in the next release. And they try to improve their velocity again… And on and on.
Does it ever stop? If they fail to deliver all the promised stories by the end of the release, their velocity is lowered: only finished and accepted stories are counted. Next iteration they commit to a little less work, which should give them some time to analyze what happened and try some improvements. If they planned by business value only the lowest value stories are not delivered; the value of the release will still be near the expected value.
In my experience, working faster or working more hours does not increase the number of stories that get accepted. On the contrary, it is the surest way to reduce your velocity.
And how do you know you investment worked? Your velocity goes up. That's one more reason to have short releases: you get quick feedback on whether your investment. If it doesn't work, stop and try something else.
Typical for agile methods is that they use micro-investments: make a small investment, see what the effect is, decide on your next investment. Unit testing, pairing, refactoring, acceptance testing… require some daily effort, some discipline. Regular retrospectives evaluate the results of the investements and decide where to invest next. Thus, if you make a "wrong" investment, you haven't lost much effort and you at least gain some knowledge.
Another advantage of micro-investements is that they can be taken at a much lower level than major investments: many of the decisions above can be taken by individuals or the team itself, without having to go through formal investment procedures.
Of course, the danger with micro-investments and local improvements is that local optimizations worsen global performance unless you use a "whole system" approach like Systems Thinking, the Theory of Constraints or Lean Thinking.
"Classical" approaches tend to go for larger investments, in more upfront (analysis, design, architecture) work, frameworks, product lines… in an effort to look at the whole system and to avoid rework. In my experience, as long as you don't get it completely wrong at the start, you will get where you need to be, in a timely and cost-effective way by building in and using regular feedback.
There is one area where it's not wise to invest too little: in determining the real needs of the users/customers. What is the real problem? What is the best way of solving the problem? Software typically is only a small part of the solution, if it's part of the solution at all. What else do you need? Is there value to created? Does the expected value exceed the expected cost? What is the required investement? Is the return justified? These questions should be asked before the project starts, and throughout the project. That's what the "Find high value/low cost stories" in the systems diagram is all about.
The wish to improve Velocity must be motivated by a drive internal to the team. It can't be mandated from the outside. If you try to push velocity up, you might achieve that at the expense of your real goal: creating more value.
If we reward people based on how high their velocity is, we're in fact rewarding people who work hard. Or who game the the system. Assuming we trust the developers to be honest with their estimates (and there are plenty of forces helping them stay honest), what's wrong with rewarding people who work hard?
Well, working hard is not The Goal of our team. Our goal is to create value for the people who pay for our hard work. If we want to optimize our system, we should be very clear about our goal and keep it firmly in mind.
Therefore, we should be rewarded on the amount of value we release. As long as it isn't released and used, the software's value is zero.
"Hey, that's not fair! We're being rewarded based on value estimates made by the customer? What if the customers don't know the value? What if they're wrong? What if they game the system to lower the value? What if…?" Well… you do trust your customer to do a good job, to be honest, to be competent and to make an honest mistake from time to time, don't you? If not, stop reading this blog and do something about it!
Like story point estimates, business value estimates should be consistent. Developers are allowed and encouraged to ask for the reasoning behind the value estimate. This nicely balances with the way the customer asks for the reasoning behind the story points estimates of the developers. But it's ultimately the customer's reponsibility to get the value right.
Customers and developers work together to maximize story value, like they do to minimize story cost. Before and during the planning game they should look critically at all the stories. Can we do this in a simpler way? Is there a way to get more value out of this story or to get the value sooner?
In this diagram we see that increasing velocity no longer makes you look good. Instead, producing more business value makes you look good. One of the ways to produce more business value is to genuinely increase the team's velocity. Inflating story costs will not bring more value.
As in the previous diagram, if the team can deliver on time, their velocity will be a bit higher than planned. This means they will take on a little more work, commensurate with their increased velocity. But this reduces the odds that they will deliver on time next time, unless they find creative ways to increase their velocity.
We'll see more about velocity in the next entry.
The previous entry described how to estimate using points and velocity. Can't this system be mis-used by developers?
Are you going to give all your stories 5 points? You aren't allowed to assign more points: if 5 is not enough you have to break down the story into smaller stories. Don't you think the customer is going to ask questions if each story costs 5 points?
A customer is allowed (and expected) to question the estimates: if stories A and B seem to have the same difficulty to the customer, but the developers assign a higher cost to B, the developers had better have a good explanation. If the explanation is based on the difficulty of the feature itself, the customer can only accept it. If the explanation is based on the technicalities of implementing the stories, this might be a "smell" that the design of the code is in need of refactoring. If the developers can't explain the difference, they should re-estimate. Stories should be estimated consistently. A customer can verify this consistency.
Story estimates are made by the team. The whole team would have to agree to "gaming the system". Or at least, all of the most prominent and vocal members of the team. That's quite difficult to keep up in the open, communication-rich environment of an agile team.
This system diagram shows how we can game the system to get a higher velocity, by working faster and more sloppily or by inflating our cost estimates. Sloppy work is kept in check by the acceptance tests the customer performs. Remember: only accepted stories count when calculating velocity.
We'll see in the next entry how to break this loop.
Story points are an invented, team-local, measure of the innate complexity of a feature or story. How do we estimate using invented measures?
Sort the stories from easy to difficult. Create an absolute ordering by comparing each new story with those already on the table.
Divide the other stories into 5 groups, where the stories in each group have about the same difficulty. Give the stories in each group 1, 2, 3, 4 or 5 points.
Compare the new story with one or more existing stories, which have already been estimated (and preferably implemented) and seem to have the same difficulty. Give the new story the same number of points.
The only important thing is that the stories are estimated consistently.
Velocity is another invented, team local measure of how much work the team can do. Velocity is the number of story points' worth of stories the team can implement in one release. How do we know our team's velocity?
We don't know, so we'll guess.
Halfway the release we know a bit more: we'll probably implement twice as many as we've already completed.
We use the sum of the story points of all stories that were implemented and accepted by the customer in the previous release(s).
How many stories can you implement this release? Velocity points worth.
Story Points tells me the innate complexity of a feature. I don't expect this value to change over time. If we want to get more done, we can work with the customer to look at the stories critically and see if there's no way of simplifying the story (and thereby reducing its cost estimate), without significantly affecting the story's value. Story points are quite imprecise and reflect that my estimates are also quite imprecise; they give none of that false sense of precision that estimations in man-hours/day give. Over a whole release, the imprecisions of the estimates mostly cancel out.
Velocity tells if the team is speeding up or going slower if the story point estimates are consistent. If we want to get more done, we can look at various ways to improve the team's performance. Velocity is a great way to quickly see the effects of various interventions. E.g. if we spend some time refactoring a particularly nasty piece of the code, I would expect our velocity to go up after the refactoring. If we skimp on code and test quality, I expect our velocity to go down.
Keeping the cost of stories low is a joint responsibility of customers and developers. Keeping velocity high is the responsibility of developers.


text:
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Home » Business » Features
IHB Consulting & Trading: Specialists in electronic components
Written by Jose Pozo, EPIC 8 December 2021
IHB Consulting & Trading is a pan-European distributor of hermetic metal housings, optical microlenses and other electronic components. Holger Berthelsen founded the company in 2013. Jose Pozo, EPIC's CTO, had the opportunity to talk to him about his start and the launch of the German-based distributorship.
After graduating with a BA in Business Administration from the Copenhagen Business School in 1983, Holger had various sales jobs in Denmark in the electronics industry. He then moved to Germany to work for a distribution company specialising in active and passive components, and in 1988 he was hired by TDK as a Product Marketing Manager.
At that time, although TDK was best known for tape cassettes, 70% of the company's production was in electronic components, mainly passive components related to ceramic and ferrite material. He stayed with TDK for the next 7 years, starting in sales and marketing, and then moving into managing the accounts of the big telecom players, like Phillips, Nokia, Siemens and also Sony Erickson. In the early 90s, as part of TDK's strategy to bring factories closer to the European market, Holger was sent to Hungary to help set up a new manufacturing facility.
But in the mid-90s, the boom in mobile phones led the big companies, like Siemens like Nokia, to move their production to China. However, as the decision making stayed in Europe, TDK needed a European face in China to resolve any problems. As a result, Holger was asked to move to Shanghai and later to Hong Kong, as a product marketing manager for RF components.
In 2005, while Holger was enjoying life in Hong Kong, he was approached by the Danish company, Ole Wolff, a manufacturer and distributor of high-quality transducers, who wanted him to help them get things moving in Asia. As TDK were thinking about moving him somewhere else and with his family preferring to stay in Hong Kong, Holger accepted the offer and spent the next two years as Sales Director for Ole Wolff Asia Ltd
By 2008, after working as an employee for 25 years, bringing in profits and customers for other people, he started to think about doing something for himself. Accordingly, he accepted an offer from a Chinese company to co-found a new company distributing acoustic components.
Unfortunately, things didn't work out as planned, and in 2010 he returned to Germany to work as a Regional Sales Manager, firstly for Lite-On Semiconductor Corp and then in 2011, for American Technical Ceramics (ATC). But in 2012, ATC completely reorganised their sales organisation in Europe, and Holger was made redundant. It took about 2 years to define strategies and realign new concepts and ideas for establishing a new company.
IHB Consulting & Trading eK
Suddenly finding himself unemployed, Holger decided to make another attempt to set up his own distribution company. He had connections in Asia and China and a wealth of experience in the sales and marketing of high-tech passive products. He also knew that to be successful in the German market he would need to find really special, innovative products and that those products would have to come from small companies in Asia. In this way, he could use his knowledge of Asian culture to provide a bridge between European customers, who found it difficult to deal with Asian suppliers, and Asian suppliers who knew nothing about the European market.
Having found his first products at an exhibition in France, in 2014 Holger incorporated IHB Consulting & Trading with himself as CEO. The products in question were produced by the Korean company Metal Life and comprised small gold boxes in the form of hermetic packages on which compound semiconductors could be mounted. These hermetic packages were unique because they met the three key requirements of the laser market: they could get rid of heat very quickly, they had a hermetic housing, and a surface for wire bonding. Holger successfully negotiated distribution rights for Europe and has never looked back.
In addition to Metal Life, IHB now represents 10 Asian suppliers including Sunny (Chinese) for laser module and metal hermetic packages; MPNICS (Korean) supplying micro lenses and can/chip lens products; Cosmos Tocos (Japan) a manufacturer of Trimmers, Sensors; and Greencon (China), a manufacturer of Connectors just to mention a few. Others can be found in the Line Card.
Sales have increased every year, even during COVID and Holger puts his success down to the following factors:
Being persistent: Having found niche products and their applications, the next step is to find customers, basically by cold calling. This requires a disciplined and persistent approach, sometimes working a 14-hour day.
Win/win/win: For Holger this is basic throughout the whole distribution industry. It's not so much about win/win because being in the middle, between the supplier and the customer, the distributor has to ensure that all three win something.
Having a plan B: As a distributor, you are dependent on market movements, so it's important to understand the market and how your customers' needs are changing. If a product suddenly breaks out onto the market, it's important to react quickly and be ready with plan B. This was the main reasons why IHB weren't affected much by COVID because in 2019, they developed a Plan B for 2020 with new products and projects.
Choosing the right products: Although you can check the data sheets and make your own checks, there is no substitute for visiting the factory to see how the product is made. IHB interacts actively with their suppliers and visits them two to three times a year. This is especially important with the Chinese who are very resourceful in finding a way around what you actually want. They have a different way of approaching things, and if you don't control the process from the beginning, they will find a way to do it and then quality issues can arise.
Understanding Asian culture: This has made a big difference to the company and enabled IHB to bring a huge value to the semiconductor laser industry. As he explains, people in Asia particularly the Chinese, will not do business unless they see you as a trusted, long-term partner. Most European companies find it difficult to establish these types of trusted relationships due to a lack of understanding of Asian culture and the Asian mindset. For this reason, Holger offers the following tips for European companies looking to do business in Asia:
Family: For the Chinese, the family is the most important thing. They always mix business and their private life, so you need to be prepared to open up and talk about your family with your counterpart.
Get to know people on a personal level: You will need to get drunk with them once or twice because the Chinese won't trust you until they've seen how you handle alcohol. You must also go out to restaurants and talk about your personal life and ask them about theirs.
Show interest in their culture and traditions: Try to observe their culture and the way they do things, like making a toast, and learn simple words like 'cheers' and how to greet people. These small things will show you're interested in their culture and traditions, which for the Chinese is essential for engendering trust.
Know who the decision makers are: Going on a sales visit to China and giving what you think is a successful presentation, won't have any effect unless the decision maker is in the audience. You may get assurances of future orders or enquires, but nothing will happen unless they are instigated by the decision maker.
Don't be too direct: If you're too direct or specific, they will always say 'yes'; but this 'yes' is actually a 'no' and you won't hear from them again. For the Chinese, saying 'no' is considered impolite and the same goes for you: instead of a saying 'no', use something less direct, like 'we'll have to think about it'.
This cultural knowledge has enabled Holger to build up trusted relationships with all his Asian suppliers, which proved enormously beneficial during the COVD pandemic. While many European companies were experiencing difficulties sourcing components form China, Holger was able to use his personal contacts to bring components, like IC active components, microprocessors and flash memory over to Europe with only some minor delays, and in fact, is still able to do so.
If you started again, what would you do differently?
"On a personal level, if I could have had my eyes lasered back in 1980, I would have become a pilot for the Danish Air force. From a professional perspective, I'd set up my own company earlier. I'd always thought about it, even working for TDK, but I didn't have the confidence then to take the plunge. But as they say in Asia, what's important is not the goal but the way you achieve the goal. In my case, since the 80s, I've followed a series of defined steps to get where I am now, a bit like sakes and ladders - sometimes up and sometimes down."
What advice do you have for the next generation of entrepreneurs?
"First, one of the biggest thing's we are missing is personal interaction and many people seem afraid of speaking with each other face-to-face. So, don't be too digital and rely too much on social media or webcams – instead, develop a passion for meeting people, understanding and talking to them in person.
Second, if you start up, you must be persistent, have a strong character and not be afraid of some disappointments.
Third, it's important to learn how to really listen to your customers so you can understand exactly what they want and need.
Finally, if you want to succeed in Asia, you will need a good understanding of Asian culture."
Written by Jose Pozo, Chief Technology Officer at EPIC (European Photonics Industry Consortium).
Labels: IHB Consulting and Trading,Holger Berthelsen,EPIC,Jose Pozo,distributor,electronic components

redpajama_set_name: RedPajamaCommonCrawl


text:
Nathan Vandenburg
I've been working in Lansing radio for the better part of 5 years now, working and studying under some of the big names in Lansing radio history. While you can always catch me doing something radio related, you can also find me binge-watching shows like The Middle, The Big Bang Theory, The Office. I also enjoy exploring nature and upper Michigan whenever I get the chance.
This Is The Last Remaining Lightship In Michigan Of Its Time
This Michigan relic has stood as a testament to time. Over one hundred years old and still fully operational, although not used for its original purpose.
Check Out Michigan's Last Great Lakes Railroad Car Ferry From It's Era
It's one of Michigan's many historic landmarks here in the state. First being built in the early 1930s, and serving till 1981 when she was permanently retired.
This Michigan Lighthouse Is The Oldest In The State, And It's Still In Use
Are you a fan of Michigan history? This might interest you just a little bit then.
MSU President Blocks Tom Izzo As Interim Athletic Director
A group of trustees had approached the Michigan State University Basketball Coach Tom Izzo, about running the athletic department in an interim position until a new one was found.
A List of Michigan Harbors That Will Be Getting WiFi This Year
Hey, you can reconnect with nature if you want to. But I'm going to work remotely from the boat underneath the sun, maybe even in a floaty.
How Often Have You Gotten Sick Since You've Worn A Mask
I can honestly say, my allergies are even non-existent it seems this year.
Fans Protesting At Comerica Park For More Fans In The Stands
At this time, Michigan will only allow roughly 1,000 fans inside Comercia Park for the Tiger Games.
The Michigan State Football Team Put In Quarantine
The entire Michigan State Football team has now been put into quarantine after a round of COVID-19 tests.


text:
package framework;

import javax.swing.*;
import java.awt.*;
import java.awt.image.BufferedImage;

public class GImage {

    BufferedImage OData;
    String name;
    GSize matrixSize;
    GSize frameSize;
    long lastAnimTime;
    int currentFrame;
    int animDelayMS;
    private int frameCount;
    boolean reverseAnim = false;

    //=======================================================================================
    //  Constructors
    //=======================================================================================

    public GImage(String name, BufferedImage data, GSize matrixSize, int animDelayMS) {

        this.OData = GUtils.createCompatibleImage(data);

        this.name = name;
        this.currentFrame = 0;

        if (animDelayMS < 0) {
            reverseAnim = true;
            animDelayMS *= -1;
        }

        this.animDelayMS = animDelayMS;
        this.matrixSize = matrixSize;

        frameCount = matrixSize.getArea();

        this.frameSize = new GSize(data.getWidth() / matrixSize.width,
                data.getHeight() / matrixSize.height);

        while (frameSize.width * matrixSize.width >= data.getWidth())
            frameSize.width--;
        while (frameSize.height * matrixSize.height >= data.getHeight())
            frameSize.height--;

        lastAnimTime = System.currentTimeMillis();
    }

    public GImage(String name, BufferedImage data, GSize matrixSize) {
        this(name, data, matrixSize, 0);
    }

    public GImage(String name, BufferedImage data) {
        this(name, data, new GSize(1, 1));
    }

    //=======================================================================================
    //  Getters
    //=======================================================================================

    int lastGetFrame=-1;
    BufferedImage lll;
    public Image getImage(int frame) {

        frame %= frameCount;
        int x = (frame % matrixSize.width) * frameSize.width;
        int y = (frame / matrixSize.width) * frameSize.height;

        if(lastGetFrame!=frame || lll==null)
            lll= OData.getSubimage(x, y, frameSize.width, frameSize.height);

        lastGetFrame=frame;
        return lll;
    }

    public Image getImage() {
        updateAnim();
        return getImage(currentFrame);
    }

    public Image getAnimImage(int time) {
        updateAnim();
        return getImage(currentFrame+time);
    }

    public ImageIcon getImageIcon(int frame) {
        return new ImageIcon(getImage(frame));
    }

    public ImageIcon getImageIcon() {
        return new ImageIcon(getImage());
    }

    //=======================================================================================
    //  Animation functions
    //=======================================================================================

    public boolean isAnimated() {
        return animDelayMS > 0;
    }

    private int getAnimUpdateCount() {
        return (int) ((System.currentTimeMillis() - lastAnimTime) / animDelayMS);
    }

    int step = +1;

    private void updateAnim() {
        if (isAnimated()) {
            int c = getAnimUpdateCount();
            if (c > 0) {

                if (reverseAnim) {
                    currentFrame += step;
                    if (currentFrame >= frameCount) {
                        step = -1;
                        currentFrame += step;
                    } else if (currentFrame <= 0) {
                        step = +1;
                        currentFrame += step;
                    }
                } else
                    nextFrame(c);
                lastAnimTime = System.currentTimeMillis();
            }
        }
    }

    public void nextFrame(int count) {
        currentFrame += count;
        currentFrame %= frameCount;
    }

    public int getFrameCount() {
        return frameCount;
    }
}

redpajama_set_name: RedPajamaGithub


The incentive can be in the form of a free offer exclusive to students, a program or a video effort. The bottom line is that the offer MUST be of value and have interesting enough content to be deemed worthy of being passed along or shared with someone else. Coupons or samples are excellent mediums for creating buzz and driving more sales to point of purchase, but often times sampling will not lead to viral buzz alone. It must be connected or associated with a contest offer to create quality videos, the best video will be rewarded financially in some regard and their video shown on Youtube or some other social media outlet.
Content will not go viral if it cannot easily be shared amongst students and their peers. Therefore, it is imperative that multiple mediums be situated so content can be accessed. Such mediums include Youtube, Facebook, Flickr, and Twitter.
Reaching students where they already live, work and play increases your ability for your content to go viral and spread regionally or nationally. Having an understanding of how students interact with their networks is critical. Peer-to-peer college marketing, social influencers or college student brand ambassadors are an amazing way to spark discussion. These influencers are deemed trustworthy as is the content they share, as it's coming from student to student versus corporate to student.
Having your message come from within the college community is imperative. Using mediums such as brand ambassadors, college postering or flyering, student sampling, classroom discussions or setting up tables for experiential demonstrations are vital. This allows the message to spread in a more natural way. Students repeatedly seeing and hearing the message on multiple channels and mediums will create an atmosphere for your brand on campus and online, helping your message become viral.
Reaching college students today has changed significantly over the last 15 years but 1 thing that remains constant is that students wish to be viewed as cool, relevant, current, interesting, hip, leaders and trend setters acting on their terms and NOT YOURS. They strive to seek information and content that others will see as valuable, so that in the end, they will get credit for making something go viral or more to the point they will jump on the bandwagon if they see their friends sharing and engaging with content; they will want to be INCLUDED and take part in the conversation.
Facebook and Twitter represent a prime example of people and status updates per topic conversations. Therefore, join the conversation and understand that the need to communicate drives college viral marketing efforts.
If you are interested in how NAM Youth Marketing can help you reach the elusive college market, set up a college marketing consultation.
This entry was posted in Brand Awareness, College Street Teams/Peer to Peer, Social Media Marketing/Digital and tagged brand ambassadors, college marketing, college students, college viral marketing, free products, incentive, Marc Sorel, peer to peer, peers, reach students, recommendations, share with others, social influencers, social media, spead the word, student influencers, viral, viral marketing. Bookmark the permalink.
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A VIP opening, business lunch and DMEXCO party - a total of three side events were equipped by us at the DMEXCO in Cologne, the leading trade fair for digital marketing. In collaboration with the communication agency VAGEDES & SCHMID Berlin GmbH, we were able to develop three completely different concepts for these events and realise three individual set ups in three extraordinary Cologne locations.
Inside it's Nordic-maritime, while outside it has a holiday feeling. The dishes on offer are fresh, authentic and largely local. And where hikers, cyclists and families stop by during the day, in the evenings folks gather to round things off in a pleasant and relaxed atmosphere. That's how ambiance and cuisine come together as one.


*The above prices are per person, include all taxes, subj. to availability.
Travel in comfort and style with British Airways range of business class services, offering lounge access, delicious meals and drinks, extra space to work or relax, and flat beds on long-haul flights.
Experience dedicated service, exceptional comfort and understated British elegance in every stage of your journey, from the moment you book to your final destination. From luxurious lounges to on-board fine dining, British Airways make sure everything meets the meticulous standards.
•	Endless hours of the latest films, documentaries, television, music, audio books and games.


text:
session=${1?}
schroot --end-session --chroot $session


Being a self made hot dog connoisseur, I am always on the search for different ways to make them. I also end up grilling several times a year for some large groups, like this last weekend where we grilled 80 hot dogs.
I had seen this youtube video below, and thought it was interesting, according to all the benefits they proclaimed, so I wanted to give it a try.
I tried to use the skewer and knife technique as in the video, but without much success, so I went to the internet trying to find a better device.
I found a few on Amazon, but with low ratings. I then found this brand new product from fox run brands, that worked like a charm. Once I got the hang of it, I could spiral cut a dog in seconds. Since this is a new product, I haven't found many retailers of it, as fox run brands is a wholesaler.....and I ended up buying a bunch of them, since I have a wholesaler license. I sold my extras (had to buy 25 of them) at the event this weekend, as everyone wanted one. I'm sure though, you will be able to find them individually, given a little time, as the product hits the market.
Anyhow, the dogs did turn out as the youtube video proclaimed. My initial thought was, the dog may dry out since it was cut, but this was not the case. They were very juicy, maybe even more so. I was using Ball Park all beef franks from Sam's Club.
They also cooked up a lot faster on the grill, as the heat gets into the crevices. Me and my friend had a great system going this past weekend, and he was grilling them as I was spiral cutting them. You just have to roll the dog a few times on the grill and they are done. As they plump up, they also expand/lengthen, opening the crevices up wider, as you see in the pics/video. They turned out just like the pics and video show.
Everybody seemed to like them, and it was the conversation piece.
Just sharing this with my friends here, if you want to give it a try.
I am kicking myself for not taking pics of our effort this past weekend, but forgot to do it. There were 100 people at this event and I have put out a call to see if someone smarter than me has some pics. If I get them, I'll update this post.
I like it! I'm going to try this out for my girls this weekend! Thanks WM!!
Suppose this works for brat's to?
I found the cutter here but I'm sure there must be more places that sell it.
I would "suppose" it would, Turbs. When I was doing a search for a spiral cutter, I had found this one, which stated it cuts brats.....so to answer your question, it appears they are spiral cutting brats.
However, this company is out of business, and I couldn't find any of their old products, even on ebay. It appears the new one I did find from fox run is very similar, but not offered in all the same sizes as the Wynders.
In the video, the hot dogs were violated with ketchup !!!
Here is a youtube video on the spiral cutter I did get. If you notice, they are using it on top of a towel. I recommend this, as it gives you "grip" when you are slicing the dog, and makes the coiled tube roll.
I noticed that too, Chap.
Honestly, I eat ketchup on just about everything, but not a hot dog or corn dog........ as these are mustard only foods.
Funny thing, I store my big grills here at the shop. My guys walked in awhile ago and saw what I was doing and asked if we could grill some dogs up here for lunch. Maybe I need to start locking my office door.
I have had this debate with my wife, who uses ketchup. She saw this sign when visiting Chicago.
The National Hot Dog & Sausage Council states that it's a breach of proper etiquette to put ketchup on a dog after the age of 18.


Did you know that when you smile, you literally trick your brain into thinking you're happy?
Forcing myself to smile — even when I may not feel like it — is a trick I've used as long as I can remember, and the science behind it is indisputable. When you smile, the muscles in your face communicate with your brain to release feel-good neurotransmitters — dopamine, endorphins and serotonin. Simply moving your face muscles can actually make you start to feel better.
I've utilized moving my face to make me feel happier for ages, but only recently have I embraced how well that trick works with my entire body.
Much like flashing a smile, breaking a sweat is good not only for your body, but for your mind as well. When you exercise, your body releases endorphins that trigger your brain to release those feel-good neurotransmitters, making you feel great.
In my own life, I've discovered I'm faster, more productive, and far more positive when I'm working out regularly. Like everyone, I'd love to have a "bikini body," but in my 30's, I've learned to embrace that my ultimate #beachbody is whatever I take to the beach to have an amazing time. Of course, I still worry about inches and would love to lose my muffin top, so I'm also excited about the upcoming 6-week #summerbod challenge at BARREbeat. BARREbeat's last challenge fused the best of working out with accountability, motivation, and what literally became a tribal force for good to move!
I've committed to working out not only because I want a toned summer body, but more importantly because of the overall impact it's had on my overall long-term health, well-being and everyday quality of life. Those are benefits that far exceed a dress size.
But I've also noticed that while I'm focused on working out for a healthy mind, my body ultimately ends up reaping all the benefits.
It can be hard to get unstuck from a rut — which is why keeping your body in motion is a must.
BARREbeat is a place to create healthy habits with old friends and find your tribe by forging new friendships. Studies have shown that spending time with friends is another activity that is incredibly beneficial for our brains. It releases oxytocin in response to touch and conversation.
If you're not into the science, I get it. All you have to do is try it out for yourself, reaping the benefits and enjoying the rewards. Our reasons for working out often vary, but one of my favorite things about barre is that while it's incredibly fun, it's also unbelievably effective.
"When I work out, it helps me give my family the best version of me. It also doesn't hurt that it makes you look good!" says Jones.
As a brand new mom, like so many of us, Jones experienced #momguilt leaving her baby behind and would only squeeze in occasional workouts before rushing home to baby Dominic.
Now, things have changed. Jones says she takes at least 2 days a week to do the things she enjoys, like launching her own business and working out, and it makes her life better in every way.
Her advice for others struggling to get motivated and started on a routine?
Jones has fallen in love with BARREbeat and says there's something about dancing your heart out that just makes you a better person. I agree! Try out the 6-week challenge. You'll be glad you did.
This is your happy brain on Barre.
6 Weeks to a Summer Bod Challenge!!
It is never too late to take steps towards a happier, healthier you!!
the end of each week.
weeks challenge, we are offering a NEW CLIENT special…. 6 weeks of unlimited classes for $79!
At BARREbeat we strive to create a community led by an inspiring team of instructors. The hand selected instructors all demonstrate energy, perseverance, and a passion for life!


text:
Q: errorMessage": "'Neptune' object has no attribute 'stop_db_cluster" Even which is not running on boto3 version 1.12.19 updated version
depend on this ticket, errorMessage": "'Neptune' object has no attribute 'stop_db_cluster"

A: I have tested Amazon Neptune API with boto3 version 1.12.19 successfully as follows :
My sample code:
import json
import boto3

def main():

    session = boto3.Session(profile_name='syumaK')
    # Any clients created from this session will use credentials
    # from the [syumaK] section of ~/.aws/credentials.

    NeptuneClient = session.client('neptune')

    # print(boto3.__version__)

    response = NeptuneClient.start_db_cluster(
        DBClusterIdentifier='syumak-test-cluster'
    )

    print response

if __name__ == '__main__':
    main()

My sample response:

Resolution Steps:
1. Check the current version of boto3 :
pip show boto3

or
>>> import boto3
>>> boto3.__version__

If the output is anything less than the current version (1.12.19
) then proceed to upgrade your boto3 version as shown below.
2. Upgrade your boto3:
pip install botocore --upgrade
pip install boto3 --upgrade

Note: You'll need to log out for the changes to take effect
Hope this helps!

redpajama_set_name: RedPajamaStackExchange


An international survey of child wellbeing that puts Australia fourth among the world's 19 largest economies has also highlighted the challenge of lifting educational standards for Indigenous students.
The Save the Children Prosperity Index, released last week, showed Australia ranked behind Germany, France and Japan on the overall ranking, which takes into account eight factors, including education, health, income, safety and environment.
The report found Australian children have access to high-quality education, also ranking fourth in that measure – behind Canada, Germany and South Korea.
But Save the Children Australia said Aboriginal and Torres Strait Islander students aren't performing at levels that would support that ranking. While the statistics are not new, the report points out that 40 per cent of Indigenous students don't complete secondary school. The number is slightly more than 10 per cent for non-Indigenous students.
The education of children in the Northern Territory, where slightly more than half of students complete secondary school, was compared with the education outcomes observed in Turkey.
Save the Children urged G20 finance ministers, who were meeting immediately after the report's release, to consider a range of measures to support young people internationally, including equality for all children.


Patrick Ottenhoff is an analyst for New Media Strategies and a former staff writer for National Journal Group and The Hotline. Ottenhoff graduated from Kent School and Union College and is a native of McLean, Va. His writings have appeared in National Journal, Politico, MSNBC.com and Huffington Post . He's a Mark Warner-John Warner kind of voter.


Bayberry lakes waterfront, pool home! This 3 bedroom, 2 1/2 bath home has 2880 sqft of living area! New roof installed december 2018. Gas heated pool installed 2016. Appliances new 2018. Transferable termite bond! Downstairs you will find the living room, dining area, family room, half bath and large kitchen with 42'' cherry cabinets, stainless steel appliances: fridge, double-oven, flat-top and dishwasher. Upstairs is the 21x14 master suite that features large walk in closer, double vanity, tile shower and larger garden tub, the second and third bedrooms and a 16x22 family gathering area if you need room, this house has it!
Come enjoy the views from this beautiful 2 bedroom 2 1/2 bath condo in marina point. Imagine direct waterfront living watching dolphins playing, fireworks, boat parades and all the activities on the intracoastal. Neutral tile floors in thehe living , dining and kitchen. Eat in kitchen with water views features stainless appliances, new tile backsplash and a pass thru window. The large tiles baal only has panoramic water views and newly installed aluminum railing. Ac replaced in 2017 and new or hot water heater. This condo has to underground garage parking spaces. Boat slips in the private marina available on first come basis marina pointe has 24 hour guarded gate entrance. Come enjoy this wonderful waterfront lifestyle. Square footage receive from tax rolls.


how to get away with a speeding ticket?
on my way home this evening doing 69 in the 50 area of the A55 a copper was hidden on the old colwyn junction of the A55 i ended up with a ticket and 3 points. does anybody know of a way of how i could get away with this? it was 11:30 pm and there was nothing on the road and the weather was ok.
Arent the police vehicles doing speed checks suppost to be visable?
get these points and it will screw up my instructor training.
*Ask for a calibration sheet of the speed gun of that day if you take it too court?
*Go back to the area and look for speed cam signs on the road? If the five-oh weren't visabe and/or 100 yards iirc of the signs you could protest that?
*If you take it to court you could plead your case about the intructor training course and hope for sympathy?
Sounds like hassle i know but it might just get you off!
cheers for the advice guys. i had the mrs in the car and when the lights came on behind us the speedo only showed us doin 49 mph so where he got 69 from i will never know. the guy must of been bored out of his brains to be sat on a junction of the A55 at 11:30pm.
does the radar gun record the speed, vehicle details and time & date?
doesnt the copper have to prove that i was speeding?
will it hold a record of my speed for him to present in evidence at court?
so basicly its his word against mine then?
I believe they have the camera signs on the 50mph zone of Cbay... they're always bloody there.
I usually slow to 55mph when passing the junctions... but that copper must've been having a bad day, 'cause once or twice I forgot and went past at about 60mph... wasn't as late as 11:30pm though.
ive decided to go to court just been to the police station to tell them of my intensions. anyone know how long it will take untill it goes to court?
You need to aquire all the evidence possible, write letters not e-mails and make sure those letters are send recorded/signed for, traffic cars are fitted with camera's, if he was using the tailing method then you need the video evidence from the car, calibration certificate for the cars speedo, calibration certificate for the speed detection unit on the on-board camera. If he was using the gun then, you need the calibration certificate for that (some of them do record video), units location (some have GPS locators), if its a video one then you need that check that the symbols that flash on the screen are right (each symbol means something different).
All this must be recived before any court case, if it isnt then go to court anyway and claim that you have not received the necessary evidence needed to construct a defence (at this point the judge will either throw it out or arrange another court date).
If only I could give you proof of yesterday evening.... the BMW was at that spot as I drove past @ 65mph.. and it didn't flinch.
Thing is, it was rush hour so the two cars in front were doing the same speed AND probably more importantly.. so was the car up me bum!
Subject: Re: how to get away with a speeding ticket?
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