Wednesday, July 27, 2005
The crew of the Space shuttle Discovery – which launched successfully yesterday – have begun to make inspections of the exterior of the Orbiter.
They are checking for any damage that may have occurred during take-off – the Columbia was destroyed after a piece of foam falling from the external fuel tank split open a wing, allowing super-heated gas to enter the craft upon reentry, leading to its break-up.
The crew of Discovery are using a laser–scanner mounted on the end of the shuttle’s 15 m (49.2 ft) long robotic arm. The inspection will consist of 90 minute sessions, during which a three-dimensional image of the surface of the nosecone and the leading edges of the wings will be built up.
NASA engineers are studying footage taken from a camera mounted on the external fuel tank, which appears to show a 1.5″ (3.8 cm) piece of tile falling away from on or near the nose landing-gear doors. There is also footage of an unidentified piece of debris which fell away as the solid rocket boosters were jettisoned, and did not appear to strike the shuttle.
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One of the latest trends in business development is the use of what has come be seen as the only way to maximum the profitability and productivity of a workplace. This is process is called strategic alignment and literally involves bringing all the components of your business onto the same path so everything is working in harmony.
The Strategy
Virtually all businesses have some type of business model that includes a business strategy. This includes some type of statement, often a mission statement or goal statement, which outlines how the company wants to work. This goal statement or mission statement is then used to develop a series of steps, a strategy, to make that mission statement come true.
However, and here is the root of the problem, the conversion from a mission statement to action rarely happens because the employees are usually out of the loop. Management may understand, but the people that are doing the work on a day to day basis don’t.
This is where strategic alignment has it true value. It allows the plan, the strategy, of the company to become not just a statement on a wall but a real way of doing business. During this part of strategic alignment there is going to be change. Remember that change can be very disruptive if people don’t understand the reasons for the change and how change will improve things both for the company as well as for themselves.
The Fun Part
One fun but highly effective way to show employees the benefit of strategic alignment and the changes planned is to encourage them to play simulations and games that directly mirror the strategic alignment choices that have been considered for your business or company.
This same process, when everyone from entry level employees to managers and CEOs are involved in the simulation or game, also allows you to see how your strategic alignment is going to work. Through these types of activities you may discover options that you had not even considered and that are going to be more beneficial in bringing your business strategy into the way you actually do business.
Business game simulations based on your company and your reality give everyone the chance to see the big picture about the changes in your company. This takes the fear out of strategic alignment and also allows employees to be motivated to make the changes that will improve the company.
Let Paradigm Learning assist you in your strategic alignment process with business games and simulations.
Friday, September 9, 2005
New Orleans, Louisiana —After Category 4 storm Hurricane Katrina slammed into New Orleans, on the night before August 29, 2005, several flood control constructions failed. Much of the city flooded through the openings. One of these was the flood wall forming one side of the 17th Street Canal, near Lake Pontchartrain. The U.S. Army Corps of Engineers (USACE) is the primary agency for engineering support during such emergencies. A USACE team was assessing the situation in New Orleans on the 29th, water flow was stopped September 2nd, and the breach was closed on September 5th.
Contents
- 1 Background
- 2 August 27: Before the storm
- 3 August 29: Day of the storm
- 4 August 30: Flood
- 5 August 31: Recovery begins
- 6 September 1: Construction
- 7 September 2: Water flow stopped
- 8 September 3
- 9 September 4: Almost done
- 10 September 5: Breach closed
- 11 September 6: Pumping and moving on
- 12 See also
- 13 Sources