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A network manager for a construction company was responsible for supporting 200 users and performing all projects to grow the network aggressively This construction company was committed to developing and using the best technology for construction estimation, engineering, and project management, and as a result had cutting-edge IT systems It was one of the rst medium-sized construction companies to consider and implement wireless technology The network manager, Glenn, felt he had too much work to do His boss, the COO, thought that Glenn was not very e ective Glenn decided to use the method in this book to organize his work He identi ed each project on which he was working, and, with a bit of help, wrote a quick project overview for each one He was working on 42 projects all by himself, as well as keeping everything running! He built a spreadsheet as a master list of projects.

Fig 622: Pressure distribution in the oil film for hydrodynamic lubrication [14]

counts, if you look at its advertising, Charles Schwab looks more and more like Merrill Lynch than Merrill Lynch, the behemoth of costly full-service firms, does. It s even added a bank, which to us is a little confusing. The moral of the Charles Schwab story is that you can start with price, but unless you have a structural advantage, you can t finish with price. You ve got to move up the food chain by adding value. Schwab has done that as it has become a much-admired financial institution.

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Evaluating what he had written, he realized that there were a number of projects he thought he had nished, but the customer did not know he was nished He had trouble with the sixth key to success: follow through He quickly took the last steps on ten projects, and the COO changed his mind and thought that Glenn was extremely e ective Glenn then analyzed his project work and budgets He identi ed some management and nancial reporting problems that were not under his control Using his new reputation, he went to the COO to suggest some changes This COO could be hard to convince In this case, though, Glenn made his point The way nances were managed for IT was changed, and the COO hired a new, full-time assistant network manager.

Now that the principle of operation of both sliding and rolling bearings is clear, it is a good idea to have some sort of comparison between the two which will provide designers with guidelines for the selection of bearings This comparison is presented in Table 67 Generally, each type of bearing has its own advantages depending on the application Certain criteria that are useful when choosing a bearing type are load magnitude and direction, space available, limiting speeds, type of lubrication, environment, rigidity, angular misalignment and economic cost Rolling element bearings are more desirable in terms of their low starting and good operating friction, the ability to support combined radial and thrust loads, less sensitivity to interruptions in lubrication, no self-excited instabilities, good low-temperature starting and the ability to seal the

Glenn had been lobbying for that for three years, but until he could prove that he was not the problem, and that the workload was the problem, he got nowhere Organizing his projects with QPOs helped him get his work done, show what a good worker and manager he was, and get the support and resources he needed from his boss You, too, can use these methods to get organized, solve real problems, gain in uence, and get the support you need..

Precision Engineering Selection of bearing types [6]

Characteristics Unidirectional Cyclic Starting Unbalance Shock Emergency Operational speed Load Sliding Good Good Poor Good Fair Fair Are well suited for high rotating speeds with impact and momentary overloads, the higher the rotating speed, the more effective is the hydrodynamic pumping action Turbulence Temperature rise Fair Rolling Excellent Excellent Excellent Excellent Excellent Fair Rapid accumulations for fatigue cycles and high centrifugal force

During the analysis stage we often nd that the customers do not know everything that they will want. This is especially true if we are bringing in new technology. Until they get their hands on it and try to use it, they will not know all the features that they want. How, then, can we de ne a project that gives them a clear de ned result, when they do not know what will satisfy them

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