Upon delivery of your WR Series router from CAM-WOOD the set-up & installation can be done without a technician. This series of videos explains the process. The CAM-WOOD WR Series can be seen online at www.cam-wood.com.
Developing an estimate based on a prospect’s phone call is made easy with Smart Service™. This feature enables you to record an unlimited amount of information about the prospective client and job, including directions to the job site. Smart Service™ also simplifies note taking so you’re in a better position to estimate a job.
X-20 DynaSoar Progress Report: Aerospace Aircraft Construction, Part 2 of 2
March 9th, 2010Service Dispatching Software Videos Comments OffDecisive Turning Points During the Falklands War
March 8th, 2010Service Dispatching Software Articles Comments OffSovereignty of the Falkland Islands had long been a point of dispute between Britain and Argentina. Events came to a head in 1982, when planned cut-backs to the British Royal Navy convinced Argentina’s ruling military junta that Britain no longer had the will or capability to defend the islands. The Falklands War, fought over these remote South Atlantic islands were the result.
Here are 13 decisive points in the conflict.
1. South Georgia (19th March 1982) – A group of Argentines, ostensibly on a scrap metal salvage mission, land on South Georgia and raise the Argentine flag.
2. Operacion Azul (2nd April 1982) – The Argentine navy lands a military force in the Falklands Islands proper, overwhelming the tiny British garrison of Royal Marines.
3. Dispatch of the Task Force (3rd April 1982) – First Sea Lord, Sir Henry Leach, convinces Prime Minister Margaret Thatcher to send a naval task force with the words, “because if we don’t do that, in a few months we will be living in a different country whose word will for little!”
4. South Georgia (25th April 1982) – British Special Forces and Royal Marines recapture South Georgia. The Argentine submarine Santa Fe is crippled during the fighting.
5. Operation Black Buck (1st May 1982) – A Royal Air Force Vulcan bombs the Port Stanley airfield runway, denying use of the airfield to Argentine fast jets.
6. General Belgrano (2nd May 1982) – The Argentine cruiser ARA General Belgrano is sank by the Royal Navy nuclear submarine, HMS Conqueror. The Argentine Navy withdraws to port and plays no further part in the war.
7. Sheffield (4th May 1982) – The Argentine airforce sinks the Royal Navy’s HMS Sheffield using an Exocet missile. It is the first of many British naval losses to Argentine air attack.
8. Pebble Island (14th to 15th May 1982) – British Special Forces raid the Argentine airbase at Pebble Island, destroying 11 Argentine aircraft.
9. San Carlos (23rd May 1982) – British troops land at San Carlos Water. Although, British ships come under severe Argentine air attack in “bomb alley”, the Argentine’s are unable to dislodge the British bridgehead.
10. Goose Green (27th to 28th May 1982) – British troops defeat Argentine forces defending the settlement at Goose Green in the first major land battle of the war.
11. Bluff Cove (8th June 1982) – British troops landing from the RFA Sir Galahad and Sir Tristram at Bluff Cove, come under Argentine air attack and suffer horrific casualties. However, even these losses are unable to stop the British advance on the ground.
12. Mount Longdown, Two Sisters and Mount Harriet (11th to 12th June 1982) – British troops capture these three peaks in bitter fighting with Argentine ground forces.
13. Mount Tumbledown and Wireless Ridge (13th to 14th June 1982) – British troops capture these peaks which overlook Port Stanley in the last major land battle of the war. Argentine forces in Port Stanley begin to raise white flags, and a surrender of all Argentine forces in the Falkland Islands is negotiated soon after.
Smart Service™ enables you to keep close tabs on company assets, including vehicles and other kinds of equipment. You have easy access to equipment registration information, as well as preventive maintenance schedules, and you can record equipment mileage and down time, with the use of a couple different metrics. Smart Service™ also records where equipment has been used and is scheduled to be used, in the event equipment turns up missing.
Pharmaceutical Warehouse And Policy Making
March 7th, 2010Service Dispatching Software Articles Comments OffPolicy making is crucial in any given organization. It represents the dos and don’ts of any serious organization. Where there is no policy, anything goes and such organization is prone to varieties of problems which may hamper the growth of the organization. Policies are meant to be decisions made by/for the store or warehouse to ensure reliability, effectiveness and efficiency and they are expected to be pursued in utmost good faith and with high sense of equity. The policies are not meant to create bottleneck in the system but to ensure that the store serves its customers better.
Thus, in a pharmaceutical company, policies need to be put in place to ensure smooth running of such organization. Let’s take a look at some of the policy I applied where I worked as a store/warehouse manager.
This policies may cover such areas like GOODS DELIVERY POLICIES, GOODS RETURN POLICIES AND ADMINISTRATIVE POLICIES.
Let’s take a look at each of them and what be the likely policies.
GOODS/STOCKS DELIVERY POLICIES
1. Except otherwise provided for (improvise), ONLY stocks available in store shall be delivered/sent to you. Thus, it is strongly advisable or recommended that you call store to know what and what are available at any point in time before placing your order and the quantity needed.
2. On receipt of stocks at your end, the store SHOULD be notified of the number of cartons received and the condition(s) of the said stocks. This is to enable store update its records and monitor stocks effectively. The store could, however, at will, call any REP to know if the stocks sent have been received. Refusal to notify the store after 3 or 4 days you have been notified of the stocks sent automatically means you have received the stocks and any complaint(s) or liability (ies) thereafter should be forwarded directly to the store manager. In this case, the store is NOT liable and will not be held accountable.
3. REPs are expected to pick their stocks at the courier unit or at the AIRPORT (as the case may be). The store SHALL be at liberty for any DAMAGE done to stocks, THEFT or LOST of stocks due to long time of abandonment at the courier unit. Such stocks SHALL not be returnable.
4. For stocks sent through courier, you will be called when your stocks get to their final destination i.e. your area, town or city, as the case may be. However, we strongly advise that you give 24-48hours between when the store notifies you of your stocks leaving the store and when you go to the park or port to pick your stocks. This is to avoid the incessant complaints of ‘I haven’t got my stock’. YOU SHALL BE CALLED BY THE TRANSPORTING FIRM WHEN YOUR STOCKS GET THERE.
5. No delivery shall be made of a REP’s stocks to another REP following verbally expression, but such should be made in writing and signed.
6. For BULK SUPPLY, REPs, Area Managers or Product Managers, will not be permitted, not matter the condition(s) given, to STOCK/LEAVE their goods in the company stores beyond 10 days. This is to avail space.
7. Except otherwise stated, delivery of PROMO ITEMS/MATERIALS and other items shall be sent to the AREA MANAGER, who on receipt of these items will distribute them within his/her area.
8. Any invoice brought to the store beyond 4.00pm for delivery of stocks to a REP or REPs outside the Headquarters’ vicinity shall be delayed to the following day. However, stocks to be delivered through flight can still be moved, but not beyond 5.00pm
9. No dispatch shall be made from the store on Weekends.
10. We advise/strongly recommend that refrigerated/ice packed products or very urgent, less bulky products (to be received by a REP or Area Manager in less than 6hours) be sent through flight. There could be arrangement on flight charges.
GOODS/STOCKS RETURN POLICY
These policies guide the store in respect to return stocks.
o EXPIRED goods/stocks are not acceptable to the store. DON’T RETURN EXPIRED DRUGS!
o No goods/stocks will be accepted as returns if not accompanied with a RETURN NOTE specifying the quantity returned and at what price. Better still; a copy of the invoice should be attached to the return note.
o No goods/stocks will be accepted or attended to by the store if the Head, Sales and Marketing (HSM), does not append his signature on such return goods note. It is only this condition that validates any return goods. For REPs outside the Headquarters’ vicinity, the HSM must have been informed, and his consent sought in respect of the return goods such that when the store manager presents the note on REP’s behalf, he would acknowledge it and sign it.
o No goods/stocks will be ACCEPTED if they have been rough-handled (having dirty/squeezed packets, broken vials, etc).
o Refrigerated stocks MUST be returned with ice pack and in an ice pack box.
o Any stock dumped at the office/store environment, in the name of RETURN GOODS without proper documentation SHALL be at the owner’s risk.
ADMINISTRATIVE POLICIES
o All ice pack and ice pack boxes should be returned to the store. This is to enable us serve you better.
o All complaints should be sent ONLY by TEXT MESSAGES to the Store Manager. This is to enhance proper documentation, efficient information handling and passing of information or complaints to the appropriate person or authority.
o Call us to know what we have in store before placing an order or better still we could send you an email on the quantity of stock you demanded for.
o Only what we have in store would be invoiced and sent to you, unavailable stock in your order would be removed. Thus, get to know what we have in store.
These policies are just templates or guide upon which you can build your own depending on the situation of your firm and how you want to run your store/ warehouse. These policies are not all encompassing, but the knowledge of what is expected as provided here could be of immense use. GET YOUR STORE/WAREHOUSE POLICIES IN PLACE TODAY!
Christopher J. Elias is the President of PATH, the Program for Appropriate Technology and Health, an organization based in Seattle and active in 65 countries. He tells Global X why it’s not enough to bring new technologies to a community –it’s also necessary to strengthen the health services and systems delivery and to foster individual and community healthy behavior. After medical school, Chris Elias worked in a Cambodia hospital where he noticed that most diseases that needed to be treated were actually totally preventable. That realization made him switch his practice from clinical medicine to primary public healthcare, and to public outreach to prevent diseases. This had a huge influence on his medical career, and ever since, he has been working in public health and using his medical skills to prevent as opposed to treat. His advice to fellow social entrepreneurs: – Always question! “Be skeptical when you feel certain of something. Change requires that we constantly question the assumptions that we take for granted.” – “Look beyond the predictive fields of answers. Talk to many people in many disciplines.” – Bring balance to your life if you want to sustain the energy to be a social entrepreneur! Maybe not on a daily basis, but it should average out over longer periods of time.
The state of the African-American family is now at a crossroads in terms of where we are headed. Through poverty, violence and lack of opportunity, we are failing to develop the next generation of leadership in ways that will assure a net gain for us as a people and for America in general.
Now comes the report from the Black AIDS Institute that if black America was a country, we’d rank 16th in the world in AIDS cases, with nearly 600,000 people currently living with HIV. With HIV, hypertension and diabetes all prevalent in our community, we would place 105th in national life expectancy as an individual country.
We are all aware of people who eat too much salt, drink too much pop or are always “on the prowl”. The problem with these behaviors is that far too often the consequences of them have to be borne by others; family, friends or other caretakers.
What needs to be done? First of all, we need to get back to our moral underpinnings. Of all diseases, HIV is most often transmitted through intimate contact with an infected persons blood, saliva or other bodily fluids. We must listen to our community leaders who call for purity and monogamy in relationships in order that we might slow down this scourge in our community.
Secondly, we must make certain that we engage in taking responsibility for our health by going to the doctor for regular check-ups, that we monitor our blood pressure and sugar levels and do more to prevent diseases that are results of lifestyle choices we make like eating too much of the wrong things and not exercising. Prevention is always less expensive than treatment, regardless of the condition.
Third, we must continually educate ourselves. We must realize that each person is responsible for themselves and for their family. As such, we need to discuss plans with our families to lift ourselves out of intellectual, economic and social poverty. We can do this by supporting black-owned businesses, by developing a new generation of entrepreneurs and being open to opportunities for investment by black venture capitalists.
Black America must learn to harness its economic power by learning to become savers and investors instead of spenders and consumers. If we learn to redirect the wealth we already have access to and begin to clearly and forcefully use those dollars for wealth building and intergenerational transfers, we will be able to provide opportunities for many generations to come without going outside our own community.
JT Rogers Plumbing Co. www.superpages.com Ventura, CA Supermedia* Bath & Kitchen Remodeling , Bathtubs & Showers , Boilers & Water Heaters , Catch Basins & Traps ,Cleaning Services , Code Violation Repairs , Competitive Bids , Construction , Copper Piping , Custom Plumbing & Heating , Drain Cleaning , Drain Maintenance & Repair , Drain Traps , Electric Snake Service , Electronic Leak Detection , Electronic Line Locating , Energy Efficient Systems , Engineering , Estimates , Faucets , Filtration , Fixture Replacement , Flush Valves & Parts , Free Estimates , Garbage Disposal , Handicapped Discounts , Home Maintenance Programs , Installation , Insurance Work , Kitchen Fixtures , Leach Lines , Leak Detection , Online Scheduling , Overnight Service , Plumbing & Heating Layouts , Plumbing Services , Pumps , PVC & Plastic Pipe , Radio Dispatched Trucks , Remodeling , Repairs , Repiping , Replacement Parts , Restoration , Rooter Service , Sales , Senior Discounts , Septic Systems & Tanks , Sewer Cleanout Installation , Sewer Lines , Sewer Lines & Sewer Systems , Sewer Pumps , Sewer Repair & Replacement , Smart Plumbing , Tankless Water Heaters , Testing , Toilets , Troubleshooting , Unclogging & Cleaning , Video Inspections , Warranties & Guarantees , Water Heaters , Water Leaks , Water Lines , Water Main Repair , Water Treatment & Purification
Exclusive – simPRO Navman Job Dispatch Demo
March 5th, 2010Service Dispatching Software Videos Comments OffBrief overview of the Navman Wireless integration with simpro software. Quickly & easily dispatch a service engineer to a job using the built in GPS locators and intuitive mapping. `Push’ the service or job details to the engineer via his Navman Sat Nav unit where he can view the details and accept the job and immediately be directed to the location. In the office you can also be sure he is going to that urgent job because you can track the direction of his vehicle. The simpro Navman system also tracks travel time and time on the job and updates that into the job inside simpro.
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