< BR> thermostat is a lot of
Home Appliances
Product must be equipped with the key components, product variety and wide application. In recent years, with the rapid development of China’s home appliance industry, the whole plant purchases on the thermostat up year after year, joined the production team of businesses thermostat more and more. Industrial development process, manufacturers gradually realize that relying on national standards thermostat competition in the industry is becoming increasingly important. (
Click to enter the appliance accessories
Column
)
<BR> 2009 , GB14536.10-2008 “for household and similar use automatic temperature sensing controls of the special requirements” (hereinafter referred to as “the special requirements for temperature sensing controls”), GB/T22687-2008 “Household and similar dual-metal temperature controller “(hereinafter referred to as” household and similar bimetallic temperature controller “), GB/T22688-2008″ household and similar pressure type temperature controller “(hereinafter referred to as” pressure type of household and similar purposes temperature controller “) three national standards have been or to be implemented. On the thermostat manufacturers, the concern criteria, in accordance with the standards of the adjustment of product specifications become one of the important work this year.
<BR> Safety of primary importance
<BR> 2008 9 19, the State General Administration of Quality Supervision, Inspection and Quarantine, the Standardization Administration issued a “special requirements for temperature sensing controls.” June 1, 2009, began the formal implementation of this standard.
According to the China Institute of Electric <BR> Huangkai Yun said that “the special requirements for temperature sensing controls” for the enforcement of the national product safety standards, equivalent to using the International Electrotechnical Commission IEC60730-2-9: 2004 (2.2 version), “Household and similar use automatic controller 2? Part 9: Particular requirements for temperature sensing controls “in place of GB14536.10-1996″ Household and similar use automatic temperature sensing controls of the special demands. ” “Particular requirements for temperature sensing controls” applicable to the rated voltage not exceeding 690V, rated current up to 63A of household and similar electrical equipment used in electric automatic temperature-sensitive controller, or its terms together electronic automatic temperature-sensitive controller. Compared with the 1996 version of the standard, in breaking the limit devices based on the classification of increased ambient temperature for cooking utensils controller, self-cleaning type oven controller and
Food
Processing apparatus controller of structure containing the liquid metal parts increase the controller.
<BR> In addition, the “special requirements for temperature sensing controls,” added the “thermal resistance requirements of the controller” and “The controller of agricultural greenhouse” normative appendix.
<BR> Reference to “special requirements for temperature sensing controls” on June 1 implementation of the “electrical” interview to the thermostat manufacturers have all said to be in strict accordance with national standards for production, testing. There are also thermostats manufacturers that the “special requirements for temperature sensing controls” in the specification of a number of technical parameters of production levels below the industry standard index set at some low. In response, Huang Kaiyun told reporters: “” the special requirements for temperature sensing controls “is a product safety standards, the industry’s access threshold is a temperature control products for all the minimum requirements, its purpose is to ensure the implementation of machine product safety thermostat to prevent occurrence of accidents on this part. ”
<BR> Performance beyond the standard
<BR> Thermostat products for performance requirements, December 31, 2008 release of “household and similar bimetallic temperature controller” and “household and similar pressure type temperature controller,” in 2009 on November 1 start date.
<BR> Through the interview, “Electric” is understood that these two criteria are based on previous amendments to published industry standards, not mandatory implementation of standards. “Household and similar bi-metal temperature controller” for household and similar purposes in the assembly does not exceed the rated voltage 690V, rated current up to 63A electrical appliances on, double-metal components for the temperature to control the temperature of the bi-metallic temperature-sensitive controller and to prevent overheating for the purpose of temperature-sensitive bimetallic limiter.
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We are high quality suppliers, our products such as Sheet Metal Parts Manufacturer , China Sheet Metal Fabrication for oversee buyer. To know more, please visits machining parts Manufacturer.
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Manufacturers or sellers always look for ways to purchase products or materials at a cheaper price. And shopping online has enabled manufacturers or sellers to find as many suppliers as they can really fast. And the more options you have, the more likely that you will find a supplier who can give you the products or materials at a cheaper price.

Salehoo is one of these online wholesale shopping communities. I became a member of this community a few weeks ago. I decided to write a Salehoo review based on my experiences with the community.

Salehoo has as estimated membership around 75,000 people all over the world. And their database of suppliers is already around 8,000 or more. Looking at this statistic, you will definitely find the supplier of product that you need. Plus, all the 8,000 plus suppliers are verified. This means that Salehoo spent time and effort to sift through the information provided by these suppliers in order to verify their authenticity. Doing this will ensure the members that no supplier at this community can scam them.

Another thing that I love about Salehoo is that I am assured of the product’s quality. How can the community do that? For every supplier, Salehoo makes an anonymous purchase of its products. A Salehoo review on that particular supplier will be posted in the supplier’s information sheet. Also, other members are allowed to post their feedback on the information sheet as well. And if that will not satisfy you, you can also ask other members for their feedback on the forum section. These are three different ways to ensure the quality of the products and services of every Salehoo supplier.

Online shopping for the first time can be difficult because you will end up second-guesssing yourself. What if the supplier is a scammer? What if I do not receive the product after paying for it? What if the quality of the product is not good? These are only some questions that you will keep asking yourself. But the great thing is that you won’t be asking these questions when you are using Salehoo. This online community has systems in place to assure you that you will only have the best shopping experience.

Also, if you cannot find a supplier for a specific product, you can always send an email to the research team at no extra cost. They will definitely look for a supplier for you. And for questions or suggestions, you can contact the support team. Because of all these features, I have only the best shopping experience at Salehoo.

 

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About the Author:
Is Salehoo really reliable? Find out by reading this Salehoo review.
 
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Da, finally to large and medium

Electrical Sold! Da from last April to sign in and Paradise “strategy

Cooperation Agreement “, the results Yongle been

States United States Electric acquisition, sudden, 150 million yuan deposit is forfeited medium and large electrical storm; later acquisition of Dazhong Electrical Appliance Suning Appliance interested in, and make a long M & A “fishing expedition”, until December 12, Suning Appliance formally announced its withdrawal from acquisition; 12 16 Gome held a full press conference hosted Dazhong Electronics, Gome president Chen Xiao, Gome was officially announced on the exclusive option to buy Dazhong Electric power, the purchase price was 36.5 billion yuan.

Said that Gome electrical appliances on the market value assessment of large and medium large, medium and large electrical appliances more than 20 years mainly rooted in Beijing, but also to the development of North China, the current medium and large number of electrical outlets in Beijing alone has 61, including Tianjin, and other stores around the region, total number of 81, full year 2006 sales of 8.7 billion yuan. And Gome stores in China has thousands, but in Beijing currently has only 56 stores. The biggest competitors within the United States, is Suning, Suning currently 42 stores in Beijing, China large and medium U.S. integration, will be overwhelmed in the overall number Suning stores.

Deputy general manager Wang Junzhou Gome electrical appliances in the evaluation of large and medium value, he thinks the country is the United States pay more attention to medium and large electrical appliances market in Beijing’s strategic position and future development value of more than 20 years since the development of medium and large electrical appliances, have a high loyalty

Consumption , From operating cost analysis, the core of large and medium electrical outlets have been in operation for nearly 20 years, compared to the same new stores, the cost of their properties better. Interestingly, in April this year, the United States at the 2007 Global State

Home Appliances Forum, a reporter asked, Gome Group, Chairman of the Board

Huang Guangyu How do medium and large electrical appliances and electrical outlets Paradise resources, Huang Guangyu answer to the gold content of medium and large electrical stores is much lower than Paradise, and Paradise can not be compared. But also for medium and large electrical appliances and lawsuit disputes between Paradise, Huang Guangyu no secret of the, said: “To put it bluntly, is that nothing good. Dazhong Electric violated professional ethics, took the 150 million people, but also where Ku Cheng tears people out of what

Network Investigation, posing as vulnerable groups. ”

Today, the CIA has become relatives by marriage, the Chinese home appliance retail industry structure from the “Three Kingdoms” into a “Soviet hegemony.” Some experts on the country to increase the combined US-Wing-lok said that is not optimistic, although the two synthesized one, but can not say that they form a “giant”, Suning and Gome stores the competition is not only competitive, but including channels, marketing, personnel, etc. all aspects of competition. In the end who the winner will not end!

Dazhong Electronics was founded in 1982, Da owns 78% of the shares, Ms. Zhang Dazhong floor has the remaining 22% of the shares of the red. Da born in Beijing, said that he is “Lao Sanjie high school students”, who jump the queue in the countryside of rural outskirts of Beijing in 1972, was assigned to work in Haidian District Supply and Marketing Cooperative. In early 1989, only 10 square meters of business area of the “large and medium

Sound Company “opened in Beijing Xidan, for parts sales, which is the first medium and large electrical stores. In 1999, Dazhong Electronics store officially set sail as electrical monopoly, in 2000 to open a six medium and large appliances chains, in 2003 a large increase in the amount of 32 electrical shop, electrical sales account for 50% of Beijing market share, becoming the only coverage of Beijing City, community and suburban counties of the electrical chain. In the same year, the first other ports large and medium sized electrical shop?? Tianjin Yellow Road store opened, marking the medium and large electrical appliances out of Beijing, a national electronics chain vendors, so far the country has reached 81 stores. but entered after 2005, Da has been the realization of the right want to leave, from the earliest 100 Buy appliances on the acquisition of large and medium sized rumors to the subsequent lawsuit with the Wing-lok, and Suning to the previous negotiations on the acquisition of large and medium, including the States United States Lightning completed the acquisition of large and medium, medium and large electrical appliances simply become

Auction Court’s plaything, who went to whose hands the price another job.

Earlier, Suning Electric’s purchase price of the 30 large and medium billion, but the country out of the conditions of the United States followed a full Bi Suning more more than 6 million, dilating in anything of the fixed heart. It is said the acquisition is completed, medium and large electrical appliances with its founder, will be completely out of ownership Da, Da 3.6 billion in cash after a successful departure.

Spring Festival this year will mark the 60th birthday of Da, the results may now be his most satisfying in this life was … …

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I am Cheap On Sales writer, reports some information about punjabi salwar suit , fusible interlining.
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In this recession there are a few things you need to think about.

1. Do I still have a job?

2. Am I going to get demoted or make less money in the future?

3. Will I lose my house?

4. Is anyone making money in this recession?

The first and 3rd questions are obvious. You know the answer very quickly. However, do you know the answer to: Is anyone making money in this recession?

That is a question you need to think about long and hard. And the answer is yes. In fact, many people are benefiting from the recession. People are always making money no matter how bad the economy gets. Specifically, people are making money online more than ever before.

So how can you survive the recession? Easy, learn how to make money online. This idea may be scary for you considering you obviously dont know how to make money online. But listen carefully and you could go the distance.

First, it takes dedication. If you really want to have that dream job that everyone wants, you need to dedicate everything you have to it.

We’re in a recession, and maybe you dont have a job. Perhaps your the lucky few that does have one. Well either way you can find time whether its after work or when your sitting at home on the couch to learn how to make money online.

Second, you need to join an  affiliate network. After you read some ways to make money online, this will be your best choice so I’ll save you time. All you have to do is join a network and they will give you an affiliate link.

Then you put your link everywhere you can and see the money roll in!
So its that simple. Join Underground Elephant’s affiliate network and find out how to earn cash.

 

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Join an affiliate network and start earning money now
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Having already decided to start interior design business you are all raring to go and launch yourself in the market.However like any other business the interior design business also requires you to do some groundwork before beginning.It is not a complicated process and a lot of what you end up doing is fun.Listed here are a few basic steps that you can follow to start interior design business.

a.The first step would be to finalise how you are going to operate the business( that is whether you will be working alone or as a franchisee of a reputed firm or as an associate with some one else or as a LLC with a formally constituted board of members)

b.Then you must get yourself a business number and proper registration.Checking up the Government listings will provide you with the correct number.An attorney will be able to do this for you.Next you should also consult an accountant about the formalities to be completed regarding taxation.

c.Then comes the preparation of interior design business plan for yourself.  The plan should contain an executive summary ,all organizational details – (list of people involved in the business – their qualifications, their experiences and their role in the new venture), details about your prospective market ( details about the segment in which you intend to operate, the target market size in numbers, the demographic breakup of the market), a detailed budget for the next few years ,  cost analysis ( will include both start up costs and recurring working capital cost),funding requirements, income and profitability analysis, a list of your suppliers along with their terms of service, a portfolio of your existing work, a note on how you intend to address the technical aspects, details about your statutory compliance,marketing strategy, pricing strategy, the accounting and human resource policies and a future plan for your venture.

Once you have got the above in place your groundwork is almost complete and you now need to do the following purchase certain materials that are essential to this business. Most of these materials acan be got for free if you know where to look for it.The list of the materials is as follows;

1.Samples of different types of fabric( available for free at any furniture store)
2.Interior design magazines like Martha Stewart Living,Home,elle decor,Country home and any others that you wish for your clients.
3.Colour swatches for paints and fabrics(available for free at any paint shop)
4.Furniture catalogues(free from different furniture retailers)
5.Bathroom and kitchen catalogues.
6. Bedroom catalogues and any other design catalogues that can give your clients a visual image of a design.
7.Pictures of your work and recommendations(initially get them from family and friends)
8. The most important document of all is your portfolio.The portfolio is a collection of  all proof of your work along with pictures and details of the same.It should contain photographs of all your work along with a cost chart of your services. It should essentially include recommendations and a copy of necessary credentials if any and testimonials.
Remember that a portfolio is your entry ticket into the business and it is that document which will get you clients and hence you need to spend some time creating a professional one.

After you have compiled the above list you now need to let the world know that you ready to start interior design business.The following are some things that you could do in the initial stages of starting your  business to build up a solid client base.

1.Draw up a client list based on references from friends and family.
2. Build up a network of clients based on referrals from professional contacts.

3.Make and distribute your business cards to all architects and realtors in  your area.
4.Arrange for presentations on the importance of interior designing and promote your services in all the offices in your area.
5 Arrange for a presentation with the ladies of the local country clubs and with the members the local service associations and organizations and conduct a similar exercise for them.
6. You can have a flier promoting your business distributed with the newspapers in your target area.
7. Distribution  of pamphlets in the churces of your target area on Sundays is a very good way to let people know of your presence.

8.Distribute your business cards to all suppliers and vendors in the area to increase your visibility among them.

These activities will ensure that you are visible in the market and peopel know of your business. A repitition and follow up of the same list at regular intervals in the initial phase of your business will guarantee to a good client base to work with.

Having completed the above you can now get ready for action and begin building your own business.Good luck to you for a great business.

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About the Author:
Souvik Saha is an interior designer and interior design consultant with an experience of over 14 years in the business.He has provide consultancy to over ttwo hundred start up interior design businesses over the years.To know more about how to start interior design business you can download a free ebook on starting an interior design business by clicking on the following link – interior design free e-book download
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Graphic designing is now considered an option if you want to put up a data entry home business. This is because employers consider graphic designs as part of data entry processes especially concerning overall package of a content-product.

 

Graphic Designing For Data Entry

 

Are you in search for a data entry home business? Graphic designing could be a viable option. There is a wide array of opportunities posed to the modern graphic designers. There are too many avenues for creativity and productivity that could be taken by such highly competent professionals.

 

The graphics designer is expected to develop an inner talent in knowing what the target audience would prefer and choose. Creative outputs would render futile if they are not properly and appropriately targeted to intended audience. And so like most communicators, graphics designers must get a grip of what would appeal and catch attention of prospective clients. Graphic designing could be considered as an important data entry home business these days.

 

During designing and developing products and services for clients, graphics designers principally take into consideration the cognitive, social, physical and cultural factors. Coordination must be established between them and their paying clients so that intended results and goals could be definitely set. When needed, graphics designers must also know how to conduct basic researches to make the proposed outputs even more effective.  That is the gist of all other data entry jobs.

 

Requirements For Graphic Designers

 

Graphic designers must know the audience, first and foremost. As much as possible basic demographics and characteristics of the target audience must be put into consideration so that final outputs would surely be effective. Failure to establish that knowledge would almost always put the efforts to futility. Ideas not properly and effectively communicated would be put to waste, equating to higher non-productive expenses for the client companies.

 

As a graphics producer, designers are logically and naturally expected to integrate different elements like artwork, photography, colors, animation, graphs or charts, and even sound into their outputs. And they should do this integration in a fashion that would obviously and naturally be recognized and appreciated by intended audience. The skills are important to ensure success of any data entry home business especially that focused on graphic designing.

 

Commonality With Article Writers

 

Moreover, graphics designers and copywriters are estranged bed partners because they must always work with one another to complement each other. Both would be able to produce and develop their best products through collaboration and coordination.  On top of all these, graphic designers are expected to be knowledgeable in every important software needed to make their outputs more appealing, visually stimulating and effective.

 

It is part of their human capital and investment to get accustomed and exposed to such necessities so that their natural talents and creativity would be further enhanced. However, it is still very basic that graphics designers know the general and very conventional knowledge and skills of using the old or traditional methods of producing creative outputs. Graphic designing could be a successful data entry home business if these are met.

 

 

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About the Author:
Graphic designing could be an integral Data Entry Home Business. The task involved would focus more on layout and designs of content provided for better effectiveness. Learn more at the link Data Entry Employment.
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Do you know what the most valuable page on your website is?

It’s not your “About Me” page. It’s not your “Testimonials” page.

It is the page where people give you their contact information and purchase your products or programs. That is the goal of your business.

To achieve that goal, you need to get people to opt-in. Nothing else can happen until they do this.  That is why the design of the page where they opt-in – your squeeze page – is so important.

Getting your prospects to hand over their contact info isn’t always easy, but if you focus on your squeeze page set-up, you will successfully obtain client information, build your list and make sales.  Use my tips below to maximize the effectiveness of your squeeze page.  These strategies work!

•    Make your homepage a squeeze page

To get maximum results, make your squeeze page your homepage. This will lead to a significant increase in your opt-ins and in your list.

•    Model successful squeeze pages

To get ideas for your new home page, model other successful squeeze pages. Look at other people’s pages with new eyes. Emulate the elements that make them successful while using your own unique copy that speaks to your own target audience.

•    The important information should appear within the browser window

The pages that are most attractive give the most important information at the top, without having to scroll down. Everything your visitors need to see should appear within the browser window in front of them. Don’t make them have to “lift a finger” to find the best of what you have to offer.

•    Use headlines and bullets to present your message

Announce your best information in the area that most people notice first – the headline. Develop a headline that will grab your visitors’ interest and get them to stay online to hear the rest of your message. Use a prehead and a subhead to deliver your best copy.

Successful pages don’t include one long paragraph of copy after another. A successful squeeze page presents its best content as great mini headlines in a bulleted format.

•    Make big, bold promises

Use numbers within your bullet headlines. State that you’re going to solve problems. Make big promises in your bullets. You’ve done the research, campaigns and surveys to determine what your target audience wants, now highlight that information in your bullets.

•    Make a personal connection

Your target audience want to know who you are.   Don’t keep your personality a secret. Make your squeeze page personal. People buy people. Although we’re all speaking virtually, on Twitter and on teleseminars, people want the personal human connection.

They want to know you. They want to see the person behind the site. At the very least, include a photograph of yourself. Add audio and video to increase the personalization.

•    Use a thank you page

Don’t lose that personal touch once your visitor has opted in on your squeeze page. Your thank-you page is a great place to further your relationship and offer your new client even more. You could make another sale just by asking for it on your thank-you page.

•    Remove Navigation Bar and Banner

There are a couple of web page staples that should not appear on a successful squeeze page. These items do nothing to help you get people to opt-in. So, strip out the navigation bar and ditch your banner. They should not be on your squeeze page.

•    Test, measure and improve your conversation rates

Make sure you test and measure your conversion rate on your squeeze page. Find out how many visitors are actually buying into your offer. Regularly measuring your conversion rates will tell you what’s working and what isn’t on your page.

When you apply at least one of these tips, and you will see an improvement in your conversion.

Make a checklist and work through it. Improve your squeeze page one component at a time and you’ll be in a much stronger position – I promise!

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About the Author:
Bernadette Doyle specializes in helping entrepreneurs attract a steady stream of ideal clients. If you want to get clients calling you instead of you calling them, sign up for her free weekly e-zine at http://www.clientmagnets.com
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History

The first ever indoor waterpark was built in Edmonton, Alberta, Canada in 1985 at the West Edmonton Mall. It is called the World Waterpark and is over 200,000 sq ft (19,000 m2). It was a success for the mall. The first indoor waterpark in the U.S. was built in Wisconsin Dells, Wisconsin at the Polynesian Hotel. They built it in 1994 so it could make the Dells a “year round destination”, as the Wisconsin Dells tourist season was from Memorial Day to Labor Day before it was built.

The Indoor Waterpark Craze

Since the opening of the first park, the indoor waterpark business has become increasingly more popular, especially for the Edmonton area in Canada, and in the Wisconsin Dells in the U.S., which proclaims itself as the “waterpark capital of the world”. The Dells has 5 Waterpark Resorts that have at least 1 waterpark bigger that 55,000 sq ft (5,100 m2). This includes the Kalahari Resort (Wisconsin’s Largest Indoor Waterpark), Chula Vista Resort (Lost Rios), Great Wolf Lodge, Wilderness Territory (Wild West, Klondike Kavern, Wild WaterDome), and the Hotel Rome at Mt. Olympus. Wisconsin has the most indoor waterparks in one state. Other states in the U.S., especially in the midwest, are building more indoor waterparks separate or to existing hotels so they can become a year-round destination. More waterparks are also being built in Canada, Europe and Asia.

What Does a Major Indoor Waterpark Consist Of?

A view of the Children’s Play Area at the Water Park of America in Bloomington, Minnesota.

Most major indoor waterparks over 50,000 sq ft (the average size for an indoor waterpark in July 2008) have:

2-3+ Tube Slides

2-3+ Body Slides

1+ Speed Slides

Children’s Play Area with sprayers, tipping buckets, slides, and geysers

1+ Family Rides (Ride that can occupy over 3 guests)

Lazy River or Torrent River

Wave Pool

Water Coaster (Master Blaster)

Other Attractions (FlowRider, Mat Racing Slides, Tornado Vortex Ride, Pro Bowl/Behehmoth Bowl, etc.)

North American Indoor Waterparks

Main article: List of waterparks

Top 30 Largest Indoor Waterparks

(As of 8/09)

1. Kalahari Resort’s Waterpark in Sandusky, Ohio (255,000 sq ft total & North America’s Largest Indoor Waterpark Under one roof

2. World Waterpark in Edmonton, Alberta (225,000 sq ft & is North America’s/Canada’s Largest Indoor Waterpark, the first one ever built)

Wilderness Territory’s 3 indoor waterparks in Wisconsin Dells, Wisconsin (200,000 sq ft total & wisconsin’s Largest Indoor Waterpark With Total Square Footage)

4. Kalahari Resort’s Waterpark in Wisconsin Dells (125,000 sq ft)

5. Great Wolf Lodge’s Waterpark in Niagara Falls, Ontario (103,000 sq ft)

6. Splash Lagoon in Erie, Pennsylvania (102,000 sq ft)

7. Avalanche Bay Indoor Waterpark at Boyne Mountain in Boyne Falls, Michigan (88,000 sq ft)

8. Chula Vista Resort’s Lost Rios Indoor Waterpark in Wisconsin Dells (80,000 sq ft)

9. Great Wolf Lodge’s Indoor Waterpark in Grapevine, Texas (80,000 sq ft)

10. Great Wolf Lodge’s Indoor Waterpark at the Pocono Mountains in Scotrun, Pennsylvania (78,000 sq ft)

11. Great Wolf Lodge’s Indoor Waterpark at Kings Island in Mason, Ohio (78,000 sq ft)

12. Great Wolf Lodge’s 3 Waterparks in Wisconsin Dells (76,000 sq ft total)

13. Wilderness at the Smokies’s (Owned by Wisconsin Dells’ Wilderness Resort) Indoor Waterpark in Sevierville, Tennessee (75,000 sq ft)

14. Water Park of America in Bloomington, Minnesota (70,000 sq ft)

15. Great Wolf Lodge’s Indoor Waterpark in Concord, North Carolina (70,000 sq ft)

16. Great Wolf Lodge’s Indoor Waterpark in Williamsburg, Virginia (67,000 sq ft)

17. KeyLime Cove’s Indoor Waterpark in Gurnee, Illinois (65,000 sq ft)

18. CoCo Key Water Resort at the Crowne Plaza Boston North Shore in Danvers, Massachusetts (65,000 sq ft)

19. CoCo Key Water Resort at the Holiday Inn Omaha Convention Center in Omaha, Nebraska (65,000 sq ft)

20. Great Wolf Lodge’s Indoor Waterpark in Grand Mound, Washington (60,000 sq ft)

21. Wild Bear Falls Indoor Waterpark in Gatlinburg, Tennessee (60,000 sq ft)

22. Fort Rapids Waterpark Resort in Columbus, Ohio (60,000 sq ft)

23. Sahara Sam’s Oasis Indoor Waterpark in West Berlin, New Jersey (58,000 sq ft)

24. CoCo Key Water Resort at the Courtyard by Marriott in Fitchburg, Massachusetts (55,000 sq ft)

25. CoCo Key Water Resort at the Holiday Inn Sports Complex Hotel in Kansas City, Missouri (55,000 sq ft)

26. H2Oasis Indoor Waterpark in Anchorage, Alaska (55,000 sq ft)

27. Medusa’s Indoor Waterpark at Mt. Olympus Water & Theme Park in Wisconsin Dells (55,000 sq ft)

28. Caribbean Cove Indoor Waterpark in Indianapolis, Indiana (50,000 sq ft)

29. CoCo Key Water Resort at the Crowne Plaza Cincinnati North Hotel in Cincinnati, Ohio(50,000 sq ft)

30. Lodge at Cedar Creek in Rothschild, Wisconsin (50,000 sq ft)

Large Waterparks Under Construction

Las Vegas Wet in Las Vegas, Nevada (opening 2012 – size TBD, but will be North America’s largest indoor waterpark when completed)

Kalahari Resort in Fredericksburg, Virginia (Opening date not set – 200,000 sq ft)

Grand Cambrian Resort Indoor Waterpark in Wisconsin Dells (Opening date not set – 50,000 sq ft)

Wedge Adventure Resorts in Wisconsin Dells (Opening not set yet – size TBD)

Large International Indoor Waterparks

Tropical Islands Waterpark in Brandenburg, Germany (710,000 sq ft & it is the World’s Largest Indoor Waterpark/Indoor Pool)

Former Indoor Waterparks

Transvaal Park in Moscow, Russia (Had its glass roof collapse in 2004)

Ocean Dome in Miyazaki City, Japan (322,752 sq ft & it was the World’s Largest Waterpark with a retractable roof. It closed in 2007.)

Bay of Dreams Indoor Waterpark in Wisconsin Dells (Was once part of the old Family Land/Treasure Island Complex, but was bought by Mt. Olympus Water & Theme Park and became Medusa’s Indoor Waterpark. The waterpark will soon change its treasure theming to Greek to match with the rest of Mt. Olympus. It was recently repainted from green to tan.

References

^ Hotel-Online.com 2008 Waterpark Guide

^ Hotel-Online.com Indoor Waterpark Resorts Supply and Demand Mid-Year 2009 Update

^ About.com: U.S. and Canada Indoor Waterparks

^ 2008-2009 Largest Waterpark Resorts by the IT Book and Waterpark Resorts Today

^ Portion of the 2009-2010 IT Book

External Links to Waterparks Listed

Wilderness Territory Landing Page for all Resorts

Kalahari Waterparks (Main Site)

Avalanche Bay Indoor Waterpark

Chula Vista’s Lost Rios Indoor Waterpark

Great Wolf Lodge Waterparks (Main Site)

Water Park of America Website

KeyLime Cove Website

CoCo Key Waterparks (Main Site)

Las Vegas WET Main Site

Google Map of US Waterparks

Categories: Water parks | Water parks in Wisconsin | Wisconsin Dells, WisconsinHidden categories: Articles lacking reliable references from October 2008 | Articles needing cleanup from October 2008 | All pages needing cleanup
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About the Author:
I am an expert from Cheap On Sales, usually analyzes all kind of industries situation, such as sea grass furniture , outdoor double chaise lounges.
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Terms and Conditions:

To assist a company in evaluating inquiries and preparing proposals and contracts, a checklist of contract considerations and provisions can be helpful in the evaluation of each proposal and form of contract to insure that appropriate safeguards are incorporated. This checklist is also used for sales letters and brochures that may promise or represent a commercial commitment. Its primary purpose is to remind users of the legal and commercial factors that should be considered in preparing proposals and contracts. Table below shows the typical major headings that would be considered in a checklist. A key word concept also provides an excellent checklist of the key issues to be considered. It will be useful as a reminder in preparation for contractor-client agreement discussions.

Table: TYPICAL MAIN HEADING FOR A CONTRACT PROVISIONS CHECKLIST

I.        Definitions of contract terms
II.        Definition of project scope
III.        Scope of services and work to be performed
IV.        Facilities to be furnished by client (for service company use)
V.        Changes and extras
VI.        Warranties and guarantees
Compensation to service company
Terms of payment
IX.        Definition of fee base (cost of the project)
X.        State sales and/or use taxes
XI.        Taxes (other than sales use taxes)
Insurance coverages
Other contractual provisions (including certain general provisions)
Miscellaneous general provisions

The following contract provisions will minimize risk, and should be included in proposals and contracts:

Scope of services and description of project
Contract administration
Terms of payment
Client obligation and supplied items
Warranties and guarantees
Liability limitation and consequential damages
Indemnity
Taxes
Patent indemnification
Confidential information
Termination provisions
Changes and extras
Assignments
Delays, including force majeure
Insurance requirements
Arbitration
Escalation (lump sum)
Time of completion

Because of the variations among proposals and contracts, it is not feasible to prepare material specifically suited for each situation. It is also not practical to establish a standard form of contract or standard provisions to be included in a contract.

However, an increasing number of clients have certain set ideas as to the content of the proposal and contract. Therefore, it would be extremely helpful to develop a standard list and file of draft contract clauses that could be used with some modification for each bid. In addition, because clients occasionally ask for a “typical” contract, the draft clauses can be combined into a “typical” or “draft” contract that can be given to a client. Even though this “typical” contract agreement may not be sufficient for every situation, it can be a starting place. It would also be valuable to maintain a summary of commercially oriented company policies for reference in reviewing a client’s contract provisions.

Negotiating for the type of contract is a two-way street. The contractor desires a certain type of contract to reduce risk. The client desires a certain type of contract to reduce costs. Often the client and contractor disagree. It is not uncommon in industry for prospective projects to be canceled because of lack of funds, disagreements in contract negotiations, or changing of priorities.

 

Although all contracts can be somewhat different, there are certain contract terms that are among the most commonly included in Projects contracts. Not all of these provisions will be included in every contract, and most contracts will include additional provisions that relate specifically to their particular subject matter. The following checklist is, however, a basic and general POME guide as to what provisions it may be important to include, or at least consider, in the Project contracts that you enter into.

Identity of the parties
Individuals or Projects entities?
If Projects, what type? (partnership, corporation, etc.)
Name of person signing on behalf of the business
Signer’s official title
Does he or she have authority to bind the Projects?
Addresses of the parties
Purpose(s) of the contract
Underlying assumptions
Contract terms
In general
Duties of each party
Rights of each party
Relevant dates
Relevant prices or other dollar amounts
Relevant quantities
Payment terms
Lump sum, COD, installments?
Payment due dates
Taxes
Interest
Late fees
Warranties
Disclaimers
Limitations on liability
Liquidated damages
Confidentiality provision
Indemnification agreement
Default
Arbitration clause
Governing law
Venue of lawsuits involving the contract
Statement that contract constitutes entire agreement
Severability of individual provisions
Signatures of authorized signatories
Notarization

Terms and conditions in project/ product/service based operations:

Normally, term reflects that it may/may not happen, but the condition says that it must happen, unless there is a formal deviation.

Note: The clauses, mentioned below are only recommended, which would be apt full depends upon the ethics compliances of any organization, as per POME visualization. But, is not mandatory that it would be always be sanctified and could be amended as per the business requirements.

Acceptance of the Product:

The standard product acceptance creates a reasonable set of commercial rules to govern acceptance by the customer of products sold by Project/ Product/ Services Organization.  These rules simplify contract administration, particularly for contracts involving numerous deliveries.

Without an acceptance clause, it may be unclear when an acceptance has taken place.  While a buyer has a legal duty to accept products, the Buyer is afforded a reasonable opportunity to inspect and reject non-conforming products.  Acceptance occurs if the Buyer:

Fails to make an effective rejection within a reasonable time period;
Acknowledges that the products conform to the contract; or
Acts in any way inconsistent with the seller’s ownership.

The standard Acceptance clauses reduce the uncertainty associated with acceptance by defining the acceptance period.   This is not intended to reduce the Buyer’s inspection rights.  Instead, it creates a reasonable, fixed time period on which the parties can rely to manage their obligations, and it reduces the likelihood of disputes over whether an acceptance occurred.

Buyers typically seek to expand the acceptance period or leave it undefined.   This gives them more leverage to return products without paying for them.  The act of “acceptance” is important to Project/ Product/ Services Organization for two main reasons:

Project/ Product/ Services Organization is not entitled to payment for rejected product – so acceptance is critical for revenue recognition and collections; and
After acceptance (with the exception of latent defects), the Buyer’s remedy for non-conforming product is under the terms of the standard product warranty.  The product warranty typically limits Project/ Product/ Services Organization’s liability and the Buyer’s remedies under the contract.

 

Commercial Sales Agreement Standard Terms & Conditions

The Project/ Product/ Services Organization contracting community must develop a model set of standard contracts clauses, applying across the Project/ Product/ Services Organization businesses, for use in commercial sales agreements with Project/ Product/ Services Organization’s customers.  For each subject addressed, the standard clause addresses issues that are important to the Organization and provide Project/ Product/ Services Organization’s preferred language.  This model set of terms and conditions is to be used by Organization’s Strategic Business Groups (SBG’s) as the basis for the standard provisions in commercial sales contracts (which are frequently found on the back of the  Organization customer quotation and order acknowledgement forms) as well as when negotiating customer form terms.  Each SBG will need to supplement the model set of terms and conditions with its own business specific clauses, if any.

Deviations or changes from these model contract clauses must be in accordance with respective organizations SBG specific policies and processes.

 

Sales Agreement Term & Condition Standard Assignment

An assignment of a contract is a transfer of the benefits of a contract from one party (the assignor) to another individual or entity (the assignee) that was not a party to the original contract.

In certain jurisdictions the general principle of assignment (subject to certain conditions) is that the benefit of a contract may be freely assigned to a third party without the consent of the other party.   However, the burden of an agreement cannot be assigned without a “novation agreement” signed by the existing parties and the new party.  A key exception to the general principle is that rights under a personal contract may not be assigned because in such contracts it makes a difference to the non-assigning party who performs it.

Usually parties do not want the other party to be able to freely assign a contract and so the general principle of law may be excluded by contract terms.  For example, a buyer may select a seller based on its unique skills and does not want an unknown or unapproved seller to be the one to perform the contract.

The standard assignment clause is intended to satisfy a customer’s desire to control assignment, while providing the Organization with one critical exception:  Project/ Product/ Services Organization is permitted to assign the contract in connection with the sale of the product line or business.  This is very important to the Organization.  The value of the business being sold may be reduced if an acquiror cannot take assignment of all of the contracts.  Buyers generally are willing to accept this exception because the third party assignee will also own all of the assets associated with the product line or business.

Audit

Overview:

Customers may request the right to audit specific aspects of Project/ Product/ Services Organization’s operations to ascertain that its contract is being performed in accordance with its terms.  While such requests may appear reasonable use caution to ensure that the customer receives only contract-specific information as will reasonably evidence performance in accordance with applicable terms.  Examples of audits include quality-control to confirm contracted quality; a review of inventory intended for those products for which the customer is paying; or a confirmation of direct labor hours to make certain they are in line with hours charged under time and material contracts and cost type contracts.  Under no circumstance, however, should a customer gain access to company-sensitive information including specific manufacturing techniques, proprietary processes and controls, internal financial data, etc.  Additionally, all audit rights should be limited in scope to non-proprietary areas of the Organization’s facilities and should be exercised only during normal business hours and with proper pre-notification.

When audit rights are provided for in a contract, the Audit clause should provide that all audit rights and findings be:

limited in scope and fully defined as to what exactly can be audited and only to determine compliance with the terms of the agreement
pre-coordinated between the parties
completed during normal business hours
restricted to non-proprietary areas only
held in confidence between the parties with no right of the buyer to disclose such findings outside of their own company
conducted a maximum of only once per year at the auditing party’s sole expense for a period no greater than the preceding 24 months, this period not to precede the start date of the contract or end date of any prior audit and not to exceed the end date of the contract
if addressed, any record retention period should not exceed the agreed upon audit period

Audits involving Project/ Product/ Services Organization’s financial records require use of an independent industry approved third party accounting audit organization to conduct the audit in accordance with the agreed to limited terms of the audit rights as stipulated in the contract.

Change in Control

Overview:

Change in Control clause sets out the contractual consequences of a change in ownership, control, or management of one of the parties to a contract.  A Change in Control clause typically allows a buyer to terminate a contract if the ownership, management, or control of the seller changes.  A buyer may have a genuine concern regarding the possibility or effect of a change in control of its supplier.  A change in control conceivably could impact the supplier’s ability to reliably perform or result in a competitor owning the supplier.  The buyer avoids these risks with a Change in Control clause.  Change in Control language may be proposed as a stand-alone clause or embedded in a termination clause.

As a large public company, Project/ Product/ Services Organization’s ownership, management, and control can change at any time.   In fact, such changes routinely occur in large public companies without any effect on the companies’ ability or willingness to meet its commitments.  Including a typical Change in Control clause presents a risk to the Organization because contract termination can result in a substantial financial loss.

A Change in Control clause should be strongly opposed in negotiations.  If unavoidable, a Change in Control clause must be approved by the SBU Director of Contracts or legal counsel.  The standard clause (provided below) is an example of a clause that protects Project/ Product/ Services Organization’s interest by:

Limiting the types of events that constitute a change in control;
Requiring an actual detriment to result from the change; and
Entitling Project/ Product/ Services Organization to compensation.

The standard clause is drafted as one-way, and does not apply to a change in the control of the buyer.    Whether Project/ Product/ Services Organization is best served by making the clause mutual or seeking an alternative concession is left to the judgment of the deal team and their legal counsel.

Project/ Product/ Services Organization recommended Standard Clause:

Change in Control

Buyer may terminate this Agreement without cause upon 90 days written notice to Seller upon a Change in Control that results in a transfer of this Agreement to a direct competitor of Buyer and a material adverse impact on Buyer’s interest in this Agreement.  If Buyer terminates Seller under this section, Buyer will pay Seller a termination fee equal to, as per the payments sufficient to mitigate the financial impact.  The termination fee will be due to be kept within 30 days of receipt of invoice from Seller.  “Change in Control” means: (1) a merger, consolidation, or reorganization involving all or substantially all of the assets of Seller that results in a change in the effective control of Seller; or (2) the acquisition of beneficial ownership or a controlling interest in Seller; or (3) sale or other disposition of all or substantially all of the common stock of Seller.  But a “Change in Control” does not include an assignment or transfer permitted by any other section of this Agreement.  Seller will notify Buyer of a Change in Control within 10 days after the Change in Control.

Buyer Caused Delay:

If a Buyer delays Project/ Product/ Services Organization’s performance of its obligations under an agreement, Project/ Product/ Services Organization’s performance and cost of delivery may be adversely affected.  In order to protect Project/ Product/ Services Organization from such adverse consequences, contracts should include a clause enabling Project/ Product/ Services Organization to make adjustments to order schedules and/or price in the event of Buyer-caused delay.

Project/ Product/ Services Organization recommended Standard Clause:

Buyer Caused Delay. Seller should not be liable for any delays or increased costs caused by a failure of Buyer including, but not limited to: delay in providing information, delay of other Buyer deliverables or delay in providing goods or services by Buyer designated suppliers.  In the event of a non force majeure Buyer-caused delay, the price and other affected terms will be adjusted to reflect Seller’s increased costs and other adverse impacts associated with such delay.  In addition, if delivery of goods or services is delayed due to the acts or omissions of Buyer or Buyer-designated suppliers, Seller may store the goods at Buyer’s risk and expense and may invoice Buyer as if there had been no delay in delivery.

Audits – Scope of Access for Customer Audits of Project/ Product/ Services Organization:

This term policy is established to provide guidance regarding the scope of information Project/ Product/ Services Organization will provide to customers who are granted audit privileges to Project/ Product/ Services Organization financial information in a contract.  Contract terms should clearly reflect the scope of audit privileges to be allowed.

In some instances, Project/ Product/ Services Organization contracts include Audit privileges for our customer.  Audit privileges normally require that access to the books and records of the company and/or its various operating units are provided to our customer.  Prior to and after contract award, representatives of the customer may visit a Project/ Product/ Services Organization facility to perform their audit responsibility under the terms of the contract in question.  It is the policy of Project/ Product/ Services Organization complying with contractual commitments that establish the customer’s right to audit certain information.

For commercial customers, audit rights are usually part of the negotiated agreement, and can vary significantly from contract to contract.  This policy defines the maximum access that Project/ Product/ Services Organization considers appropriate for commercial customers.

This policy is not intended to limit a Project/ Product/ Services Organization operating unit from disclosure of information or records, which will be determined on a case-by-case basis, depending on the contract specific reasons for such disclosure.

Bailment (Consignment and Loan) of Project/ Product/ Services Organization Property:

Bailment, loan or consignment of any Project/ Product/ Services Organization property requires prior approval from the SBU Vice President, Contracts.  All bailment (including consignment or loan) of Project/ Product/ Services Organization property will be accomplished under a written agreement, which establishes the rights and obligations of the parties.  The Project/ Product/ Services Organization standard bailment template must always be used for these types of transactions since it is Project/ Product/ Services Organization hardware that is involved.

Project/ Product/ Services Organization Credit and Treasury Services (CTS) must approve any credit terms included in the agreement.

Whenever Project/ Product/ Services Organization Property is bailed (consigned or loaned) the SBU must track that property using internal SBU sales release, sales order or other standard SBU process for entering orders into their order management system so that appropriate contracts and financial tracking of the property can be made.

As a condition of the bailment (loan or consignment) Project/ Product/ Services Organization must take a security interest in the bailed Project/ Product/ Services Organization property and require the customer to execute all such documents necessary for Project/ Product/ Services Organization to perfect its security interest under the Uniform Commercial Code. A decision not to perfect a security interest must have the prior approval of the SBU office of the Vice President, Contracts or if none the SBU General Counsel.

 

Credit Terms:

Project/ Product/ Services Organization policy is that Credit and Treasury Services (CTS) is the only department that should officially recommend credit terms for any customer.  Prior to offering any credit terms to a customer, or including such terms in proposals or contracts, those credit terms must be recommended in advance by CTS and approved in accordance with Corporate Treasury policy.  The Corporate policies referenced below provide complete guidance on the process to obtain approved credit terms, including “standard” net 30 day terms, baseline terms (terms specific to countries and/or customers), extended credit terms (longer than 30 days) and customer financing.

Customer Financing:

The objective of Corporate Treasury and CTS is to work with the business units to collectively satisfy customer requirements for financing and pursue the corporate growth initiatives while meeting cash flow goals and corporate policy.

Any need or request for innovative financing for customers must be handled in the same manner as with extended credit terms, that is, through CTS.  It is mandatory that unit Finance be closely involved in these matters to ensure that the effect of such agreements are properly reflected in business unit plans and analyzed in accordance with Corporate.

 

Contract Review:

Contractreview is the activity performed to (1) ensure that Project/ Product/ Services Organization knows and understands the customer requirements set out in any Request for Quotation, extended in any Project/ Product/ Services Organization proposal, or tendered by Project/ Product/ Services Organization pursuant to a bidding process and (2) that Project/ Product/ Services Organization can meet those requirements. corporates must have detailed processes for contract review prior to issuance of any sales related proposals and bids; and before the acceptance of any resulting agreements or contracts.  Contract review will also ensure that all agreements or contracts meet the requirements of a site’s third party ISO certification audit agency.  These processes must as a minimum ensure that the following concerns are addressed:

•Contract requirements are identified and defined (known and understood)
•Contractual provisions extended or agreed upon are in accord with corporate policy
•Differences between the Project/ Product/ Services Organization bid or proposal and the customer requirements (customer’s counter-offer purchase order) are resolved in writing
•The SBU has the capability to comply with the contractual requirements
•Contract documentation and records of contract reviews are maintained
•Legal and risk assessment issues are reviewed and resolved

Bid, Proposal and Contract Approval Process:

SBU’s must have documented processes for approving sales proposals and contracts submitted to or proposed to be entered into with customers.  These processes must ensure that adequate business, contract, financial, legal and technical reviews have been conducted and appropriate approvals are obtained prior to the submittal of a sales related proposal, bid, offer or contractual agreement with a customer.  These processes must include specific guidance as to what must be reviewed and who must approve specific elements of bids, proposals and contracts and how records must be kept.  Approvals must conform to the Corporate Schedule of Executive Approvals (SEA, also known as the Authority Matrix) and associated SEA delegations within the SBU.

 

Escrow:

Occasionally Project/ Product/ Services Organization may be requested to place into escrow with a third party company a copy of the software supplied (usually the source code) and other relevant documentation used on a project.  The buyer’s intent is to make the software/documentation available to it in the event that Project/ Product/ Services Organization becomes bankrupt or otherwise fails to fulfil its contractual obligations or obligations regarding maintenance of the software code.  Project/ Product/ Services Organization Policy is not to agree to any such escrow requirements.  The Project/ Product/ Services Organization position on this issue is that Project/ Product/ Services Organization is a mature and stable company that represents an extremely low risk for the type of situations that might support this type of action and the costs of such escrow arrangements do not justify them.

No escrow arrangements may be established with any party without the prior documented approval of the SBU office of Vice President, Contracts or if none the SBU General Counsel.  Such approval must include the prior approval of all the details of the escrow arrangement including the specific contract language involved.

De-booking of Contract Obligations:

Contracting functions must have specific policies in place detailing the requirements for the de-booking of previously booked business.  These policies must include SBU specific guidance regarding management notification and where appropriate approval.  If the de-booking is the result of a contract breach or claim from a Project/ Product/ Services Organization customer, the SBU office of the Vice President, Contracts and SBU General Counsel must be advised of all the facts regarding such breach or claim in accordance with the respective corporate Claims Policy.

 

Export Compliance:

This policy must addresses all of the following areas:

Corporate International Trade Compliance Leadership
Centers of Excellence to Support Business Units
Export and Import Control Coordinators (or International Trade Compliance Coordinators) at each Site
Employee Commitment to International Trade Compliance
Implementation Procedures at Business Units
Identification of Applicable Laws
Ban on Sales to Prohibited Countries
Procedures for Hiring and Assignment of Foreign Nationals and Proposed Site Visits by Foreign Nationals
International Trade Compliance Audits
Special Procedures for Compliance with Customs Regulations for Permanent Import of Products and Materials

 

Non-disclosure and Confidentiality Agreements:

When Project/ Product/ Services Organization confidential information is to be disclosed to another party, Project/ Product/ Services Organization and the other party must enter into a non-disclosure or confidentiality agreement to safeguard against unauthorized disclosure.  Project/ Product/ Services Organization’s business partners may also request that Project/ Product/ Services Organization enter into a similar agreement when the business partner’s confidential information is to be disclosed to Project/ Product/ Services Organization.

The form of agreement and the applicable policy vary with the subject matter of the confidential information, the context in which the information is being disclosed.

The two major types of agreements and the general policy governing those agreements are as follows:

(1) Non-disclosure Agreements (“NDA”s) Governing the Disclosure of Intellectual Property and Other Confidential Commercial Information.  The Project/ Product/ Services Organization policy regarding NDAs in this context is set forth below. Model forms for disclosure by Project/ Product/ Services Organization, disclosure to Project/ Product/ Services Organization.

(2) Confidentiality Agreements (“CA”s) Governing Disclosure in Connection with Mergers, Acquisitions and Divestitures.  Project/ Product/ Services Organization policy regarding CAs is the responsibility of the Deputy General Counsel, Corporate & Finance, and Corporate Business Development.  SBU General Counsels are responsible for negotiating and executing CAs in consultation with the Deputy General Counsel, Corporate & Finance (or his/her designees), and the Corporate Business Development function.  The policy governing CAs, including but not limited to terms, retention and ownership, is in the sole discretion of the Deputy General counsel, Corporate & Finance.  No one is authorized to commence negotiations of the terms of a CA or to execute a CA without the express written approval of the Deputy General Counsel, Corporate & Finance or the authorized representative of Corporate Business Development. No exceptions.

Guidance/selected terms and conditions.

Non-solicit Provisions.   The other party may request that Project/ Product/ Services Organization agree not to hire certain of the other party’s employees for a certain period of time after the disclosure of confidential information. Non-solicit provisions are generally inappropriate for an NDA,  unless a specific necessity to protect specific key employees is identified.  Non-solicit provisions must be approved by the SBU General Counsel.  No exceptions.  Project/ Product/ Services Organization does not request non-solicit provisions in conjunction with the execution of an NDA.

 

Stand-stills on Investment.  The other party may request that Project/ Product/ Services Organization agree not to take an ownership position in the other party for a certain period of time after the disclosure of confidential information.  Stand-stills on investment are generally inappropriate for an NDA.  If requested by the other party, a stand-still on investment must be approved by the SBU General Counsel in consultation with the Deputy General Counsel for Corporate and Finance or his/her designee.  No exceptions.  Project/ Product/ Services Organization does not request stand-stills on investment in conjunction with the execution of an NDA.

 

Definitions.  All NDAs must include a specific description of the topic of the agreement as a whole, including generic types of information to be disclosed and examples, if possible, and a specific description of the range of uses of the information.  This requirement is particularly important because many NDAs involve the exchange of confidential information by or to competitors or near-competitors.  No exceptions.

 

Subject Matter.  If the other party is a competitor, a potential competitor, or could reasonably be considered to be a competitor, the exchange of information may not include cost or pricing information or other competitively sensitive information that could be used by either party to disadvantage other competitors or customers.  The exchange of information regarding individual customers who may be targeted by Project/ Product/ Services Organization and the other party is prohibited.  No exceptions.  All doubts must be resolved by the SBU General Counsel prior to disclosure.

 

Letter of Intent:

In some instances, it may be appropriate for Project/ Product/ Services Organization and a customer to establish in writing a basic understanding of their intentions regarding a potential business transaction.  A letter of intent can be used to identify key issues, provide guidelines or ground rules for continued discussions or negotiations or similar considerations typically aimed at reaching a definitive business agreement.  Letters of intent can be used to establish a basic understanding of the parties.  Contrasted to a Letter of Contract, letters of intent are generally non-binding unless they specifically identify certain provisions as binding.  A letter of intent will usually contain a provision that states that its terms are subject to the execution of a definitive agreement.

 

As the objective of a letter of intent is likely to set forth the party’s understanding of the scope, price, terms and schedule applicable to a specific opportunity, a standard template is not used.  In general, the more detail that can be included in the letter of intent, the more helpful it is in facilitating a final formal contractual agreement between the parties.

 

Elements of a letter of intent that are normally considered binding and which should be identified as such include:

Confidentiality
Non-Solicitation of employees
Both parties covering their own expenses
Exclusivity
Penalty provisions associated with not proceeding

 

Such clauses when included need to have specific language to clearly show the intent that these elements are to be binding.

 

A non-binding letter of intent should clearly state that it is non-binding (with the exception of any specifically binding provisions.)

 

When it becomes necessary to use a letter of intent the office of the SBU Contracts, Vice President or if none the SBU General counsel must be contacted to assist in the drafting of the letter and the approval of the letter before it is provided to any customer or potential customer.  When a letter of intent is provided to Project/ Product/ Services Organization from the customer, approval for acceptance of the letter must be obtained from the office of the SBU Contracts, Vice President or if none the SBU General Counsel prior to accepting the letter.

In no case must a Letter of Intent be used to book an order.  However, in many instances, a letter of intent can be used to engage the customer and therefore expedite a bookable contract.

Letter of Contract:

Occasionally it may be appropriate to enter into a sales transaction with a customer prior to the time at which the customer may provide a purchase order for the work to be performed.  Typically the conditions involved are associated with protecting lead-time because the customer’s administrative time to issue an order is substantial enough that waiting could negatively impact performance dates.  In these situations it is likely that the customer wants Project/ Product/ Services Organization to begin work and Project/ Product/ Services Organization requires a binding commitment from the customer prior to doing so.

 

To accommodate these circumstances a Letter of Contract can be utilized.  A Letter of Contract is designed for the typical situation where Project/ Product/ Services Organization and another party want to establish a basic agreement in a binding legal document for a sales transaction.  Project/ Product/ Services Organization must develop a standard form Letter of Contract for use in these situations. A Letter of Contract can be written to contractually obligate the parties to the entire project or can be limited to a portion of the project, such as, the Engineering Front End loading.  The exact details of the portion to be booked using a Letter of Contract must be clearly and completely spelled out in that Letter of Contract.  In no case can a Letter of Contract be used to book an entire project unless the entire project is clearly identified in that Letter of Contract and agreed to by both parties.

 

A Letter of Contract is not substantially the same as a Letter of Intent.  A Letter of Intent must not be used to book an order.

Licensing Agreements / Technology Transfer:

This implements and applies to the transfer of any rights to intellectual property (patents, copyrights, software, trademarks, know-how, and other proprietary technology) owned or  to be controlled by Project/ Product/ Services Organization.

The following transactions are specifically covered by this Policy:

Licenses to customers covering the use of Project/ Product/ Service Organizations intellectual property hat are part of a sale of a product or system.
Licenses to suppliers for the use of Project/ Product/ Service Organizations  intellectual property to produce a part or system
Licenses to third parties for the use of Project/ Product/ Service Organizations intellectual property to repair or maintain.
Software Licenses to third parties of software developedin whole or in part by Project/ Product/ Service Organizations  intellectual property
Divestures of businesses or product lines
All other transactions in which the transfer of intellectual property rights is a significant element of the transaction.

 

Surety Bonds:

On occasion, Project/ Product/ Services Organization is required to provide a surety bond,to a prospective customer as a condition of submitting a proposal (e.g., a bid bond) or to a customer in accordance with a requirement in Project/ Product/ Services Organization’s contract with that customer (e.g., a performance bond, payment bond, labor and material bond, warranty bond, maintenance bond, and the like).  All bonds must be obtained through the Project/ Product/ Services Organization Risk Management function or through a broker authorized by Risk Management.

In addition, since obtaining a surety bond may involve substantial cost to Project/ Product/ Services Organization, all costs associated with a surety bond must be determined in advance and included in the estimate of the contract cost applicable to any agreement/proposal containing the requirement to provide such a bond.

 

Taxes and Duties:

A. The following recommended clause to be included in all Project/ Product/ Services Organization non-cross border (or that will not become cross border) sales contracts and cross border sales contracts that are only for the sale of goods:

Taxes:

Seller’s pricing excludes all taxes (including but not limited to, sales, use, excise, value-added, and other similar taxes), duties and charges.  Buyer is responsible for all taxes, duties and charges resulting from this Agreement or as a result of Seller’s performance under this Agreement, whether imposed, levied, collected, withheld, or assessed now or later.  If Seller is required to impose, levy, collect, withhold or assess any taxes, duties or charges on any transaction under this Agreement, then in addition to the purchase price, Seller will invoice Buyer for the taxes, duties, and charges unless at the time of order placement Buyer furnishes Seller with an exemption certificate or other documentation sufficient to verify exemption from the taxes, duties or charges.  This clause will survive expiration or any termination of this Agreement.

B. The following clause should be included in all Project/ Product/ Services Organization cross border transactions that include anything other than just the sale of goods:

Taxes:

Seller’s pricing excludes all taxes (including but not limited to, sales, use, excise, value-added, and other similar taxes), duties and charges.  Buyer is responsible for all taxes, duties and charges resulting from this Agreement or as a result of Seller’s performance under this Agreement, whether imposed, levied, collected, withheld, or assessed now or later.  If Seller is required to impose, levy, collect, withhold or assess any taxes, duties or charges on any transaction under this Agreement, then in addition to the purchase price, Seller will invoice Buyer for the taxes, duties, and charges unless at the time of order placement Buyer furnishes Seller with an exemption certificate or other documentation sufficient to verify exemption from the taxes, duties or charges.  If any taxes are required to be withheld from amounts paid or payable to Seller under this Agreement, (a) the amount will be increased so that the amount Seller receives net of the taxes withheld equals the amount Seller would have received had no taxes been required to be withheld, (b) Buyer will withhold the required amount of taxes and pay the taxes on behalf of Seller to the relevant taxing authority in accordance with applicable law, and (c) Buyer will forward proof of withholding sufficient to establish the withholding amount and recipient to Seller within 60 days of payment.  In no event will Seller be liable for taxes paid or payable by Buyer.  This clause will survive expiration or any termination of this Agreement.

 

Intellectual Property Indemnification:

An intellectual property indemnification clause protects Project/ Product/ Services Organization if a supplier’s goods or services are alleged or found to infringe the intellectual property rights of a third party.  The supplier (the indemnitor) is required to pay any costs incurred by Project/ Product/ Services Organization or its customers (the indemnitees) in connection with the defense of the claim and any settlement or judgment.  In addition, if Project/ Product/ Services Organization is enjoined from obtaining the goods or services in question from supplier, supplier is required to provide Project/ Product/ Services Organization with alternative, noninfringing goods or services.  When Project/ Product/ Services Organization buys goods that are incorporated into a Project/ Product/ Services Organization product or licensed or sold on a stand-alone basis as part of Project/ Product/ Services Organization’s product portfolio, it is critical that Project/ Product/ Services Organization obtain from its suppliers adequate protection for Project/ Product/ Services Organization and Project/ Product/ Services Organization’s customers if the goods do or are alleged to infringe third party intellectual property rights.

Policy & Guidance:

An intellectual property indemnification clause must be included in all sourcing agreements.

Standard Recommended Clause:

Intellectual Property Indemnification

For Goods provided under this Purchase Order, Supplier will, at its expense, defend and indemnify Indemnitee from and against any and all loss, cost, expense, damage, claim, demand, or liability, including reasonable attorney and professional fees and costs, and the cost of settlement, compromise, judgment, or verdict incurred by or demanded from Indemnitee arising out of, resulting from, or occurring in connection with any alleged: (a) patent, copyright, or trademark infringement; (b) unlawful disclosure, use, or misappropriation of a trade secret; or (c) violation of any other third-party intellectual property right, and from expenses incurred by Indemnitee in defense of such suit, claim, or proceeding if Supplier does not undertake the defense thereof.  Supplier will have the right to conduct the defense of any such claim or action and, consistent with Indemnitee’s rights hereunder, all negotiations for its settlement. But in no event will Supplier enter into any settlement without Project/ Product/ Services Organization’s prior written consent, which will not be unreasonably withheld.  Indemnitee may participate in a defense or negotiations to protect its interests.  If any injunction or restraining order is issued, Supplier will, at its expense, obtain for Indemnitee either the right to continue using and selling the Goods or replace or modify the Goods to make them noninfringing.

Approved Alternate Clause Language:

The last sentence may be deleted if there is a standard survival clause in the final agreement terms that calls for the survival of this clause.

If the Supplier insists that Project/ Product/ Services Organization indemnify Supplier when the infringement results from Supplier’s compliance with Project/ Product/ Services Organization’s specifications or designs, the following additional language is acceptable:

Project/ Product/ Services Organization will defend, indemnify and hold harmless Supplier to the same extent and subject to the same restrictions set forth in Supplier’s indemnification obligations for any suit, claim or proceeding against Supplier based on a claim of infringement which could not have been asserted but for Supplier’s exclusive compliance with Project/ Product/ Services Organization designs or specifications.

 

Supply Chain Security:

In the wake of international terrorism many governments are enacting voluntary programs intended to address security issues relating to imported goods.  While the participation requirements may vary among countries, the basic premise is largely the same: to build relationships between the government and importers on a cooperative basis to strengthen and improve overall international supply chain and country border security.  The benefits of participation, which may vary among the different countries’ programs, could include (a) reduced border delay times, (b) priority processing for import inspections, (c) government assistance to enhance participants’ supply chain security, (d) access to supply chain security training offerings, and (e) the ability to participate in certain special import programs.  Because this issue is of great importance to Project/ Product/ Services Organization,

 

Financing, Banking and Cash management:
For this policy statement, the terms “financing, banking and cash management activities” include, but are not necessarily limited to the following:

a. Financing

Establishment of lines of credit and terms thereof;
Issuance of letters of credit or bank guarantees for any purpose;
Discounting or sale of receivables with or without recourse;
Issuance or repurchase of debt and equity;
Investment of cash and other Corporate funds;
Arranging for intercompany loans;
Leases or rentals of more than twelve months duration including all capital leases and sale/leaseback transactions.
Receiving or making payment for goods or services in other than standard, baseline or normal terms or currency; for example notes or other security, extended credit terms, barter, irregular currency, product in which the Corporation does not normally trade;
Issuance of financial or performance guarantees, endorsements and comfort letters;
Creation of any security interest in property of the Corporation or acceptance of any security interest in the property of another;
Hedging foreign exchange, interest rate, commodity, metal lease, equity and other financial exposures, using financial products including, but not limited to swap, option, future and forward contracts.
Exchange financing including back-to-back loans, parallel loans and currency swaps;
Capitalization and dividend payments for the Corporation and all other business units worldwide;
Off balance sheet project financing;
Trade or customer finance transactions;

b. Banking

Selection of banks to service the needs of the Corporation worldwide;
Opening and/or closing of bank and escrow accounts, including lockboxes;
Designation of authorized signatories;
Determination of the required levels of bank compensation;

c. Cash Management

Control activities relating to: The cash mobilization process; i.e., receipt, concentration, transfer and disbursement of funds;
Funds utilization; investments of cash;
Banking practices and relationships;
Short-term cash forecasting and control methodology;
Selection of lockbox collection points, and
Selection of cash management systems.

Employees of the Corporation or its Business Units who act as directors or officers of business units will be guided by this policy and are expected to consult with the Vice President and Treasurer or delegate of the Corporation on all matters covered by this policy.
In any jurisdiction where the Boards of Directors of the Corporation’s subsidiary companies are vested with full powers over financial matters
Boards of the subsidiary companies should be fully informed of the Corporation’s financial objectives; and

Close consultation on financial matters should be maintained between the subsidiary, SBU financial management and the Vice President and Treasurer or delegates.

 

Sales Representative, Consultant, Agent and Similar Agreements

Introduction

Project/ Product/ Services Organization regularly faces the choice of selling its products and services through its own employees or, alternatively, by engaging outside sales representatives, sales/marketing consultants, agents or distributors/resellers. The use of such outside support for marketing and sales of the Company’s products is a common practice around the world, and may be the best marketing option for a number of business reasons. Nonetheless, the use of such outside marketing support creates certain compliance risks that need to be addressed. The purpose of this Policy is to address these compliance risks by establishing procedures for the selection and retention of persons who will represent the Company but who are not employed by the Company and not directly subject to its policies and controls.

This Policy does not address the full range of business issues which need to be considered in the decision to go to market through these types of representatives, nor their selection, training and management. The compliance requirements of this Policy should be incorporated and made an integral part of such management decisions and implementation.

The retention and compensation of sales representatives, sales/marketing consultants and agents (together, “SRs”) require compliance with numerous laws and regulations.

Sales Representative Agreement (“SRA”) means any contract or agreement with any third party who will be authorized to solicit sales or promote Project/ Product/ Services Organization products or services or who may or will appear to act on Project/ Product/ Services Organization’s behalf, including agency, sales representative, pre-sale or post-sale service, consultant and all similar agreements, regardless of how they are labeled, to which Project/ Product/ Services Organization or any Project/ Product/ Services Organization majority-owned subsidiary is a party, regardless of the basis of compensation associated therewith (e.g., whether commission or fixed fee or any combination thereof).

Sales Representative (“SR”) means any person, company, agency or other entity (other than Project/ Product/ Services Organization) that is a party to a SRA. Distributors, resellers and dealers, are not considered SRs for purposes of this Policy, if and only if (1) they independently determine the price, terms and conditions of the sale and contract directly with the customer, (2) they take legal title to products purchased from Project/ Product/ Services Organization and then resell them, and (3) their compensation for such sales consists solely of the difference between the price paid to Project/ Product/ Services Organization and the resale price. If Project/ Product/ Services Organization sets the price or terms and conditions of sale to the customer, and then arranges the sale through the distributor, such distributor arrangement will be treated as a SRA for the purposes of this Policy. Selection and approval of distributors, resellers and dealers as defined above will not be subject to this Policy, but will be subject to legal review by the attorneys in the relevant Business Group.

Government Official means any:

Officer or employee of any national or local government or any instrumentality of a government, or any person acting in an official capacity for or on behalf of a government or its instrumentality
Officer or employee of a corporation owned or controlled by a national or local government, or any person acting in an official capacity for or on behalf of such a corporation
Officer or employee of a public international organization, or any person acting in an official capacity for or on behalf of a public international organization
Political party, party official or candidate for political office
Nominee of any person described above.

Recommended Policy:

Project/ Product/ Services Organization requires written agreements with all SRs. Project/ Product/ Services Organization will enter into SRAs only with parties that have been subjected to the due diligence process detailed below and have a commitment to the highest ethical standards. All SRAs entered into by any Project/ Product/ Services Organization business require Corporate and Business Group approval, as detailed below. Project/ Product/ Services Organization will retain and pay a SR, including any consultant that provides marketing or sales support services, only when the SR will provide actual services that are valuable to the Company’s marketing and sales efforts. Such services must be clearly defined by the SRA, and the fees or commissions provided for under the SRA must be reasonably related to the value of the services actually provided.

SRs are required to act consistently with the Project/ Product/ Services Organization Code of Business Conduct (the “Code”) and applicable laws and regulations. The Code strictly prohibits bribes, kickbacks or any other form of improper payment, direct or indirect, to any representative of a government, labor union, customer or supplier in order to obtain a contract, some other commercial benefit or government action. The Code also states that Project/ Product/ Services Organization will not give, or encourage anyone else to give, inducements of any kind to any government employee or to any supplier under government or non-government contracts or subcontracts, in order to gain any business advantage or contract. These provisions of the Code may go beyond the minimum requirements of applicable laws, and SRs are required to comply with these – and all other – provisions of the Code even where they are stricter than applicable laws or local customs. In addition, Project/ Product/ Services Organization will take – and expects its employees to take – reasonable steps to prevent its SRs from violating the Code or applicable laws and regulations. The steps taken must include, at a minimum, the procedures established by this Policy to ensure that Project/ Product/ Services Organization has sufficient information to know its SRs and understand their business practices.

Compliance with the Code should satisfy the requirements of applicable laws. Even so, personnel who work with SRs should be familiar with the requirements of certain laws that may apply to the activities of Project/ Product/ Services Organization’s SRs.

Generally, Project/ Product/ Services Organization, based upon the subjections of that region, will not retain a Government Official, a company owned by a Government Official, or a close relative of a Government Official as a SR, except in circumstances where that person’s official responsibilities are unrelated to Project/ Product/ Services Organization’s business. A Government Official must never be hired because of his or her position in the government or because of his or her contacts in the government. Similarly, a company controlled by a Government Official should not be appointed because of its owner’s official authority or contacts in the foreign government, and a relative of a Government Official must not be retained because of his or her familial ties to the Government Official. If the business reasons for retaining a Government Official, company owned by a Government Official, or relative of a Government Official are strong enough, and Project/ Product/ Services Organization’s business is unrelated to the official duties of the Government Official, Project/ Product/ Services Organization may decide to retain the Government Official or his or her company or relative. If the most qualified candidate for a SRA is a Government Official, company owned by a Government Official or a close relative of a Government Official, it is imperative to document the business reasons for believing that candidate to be the most qualified. The decision to hire a candidate despite his or her position as a Government Official requires final approval by the President of the Business Group, with the advice of counsel.

The procedures listed below apply to all of Project/ Product/ Services Organization’s operations, and all of its sales and marketing efforts. These procedures must be followed, and the records and documentation required by these procedures must be retained in the appropriate Company files. Violation of the procedures prescribed below may constitute cause for termination of any employee responsible for such violation. Any employee aware of circumstances that may indicate a violation of these procedures must report those circumstances to that individual’s supervisor, a member of the Law Department, or the Company Helpline. Failure to report circumstances that may indicate a violation of these procedures may constitute cause for termination of employment. There will be no retaliation against any employee who reports such circumstances as long as the report was made in good faith. Any employee who attempts to retaliate against someone making such a report will be subject to discipline up to and including termination.

Due diligence procedures and requests for approval of SRAs

The primary objectives of due diligence are to identify the best candidate for the position and to ensure compliance with the Code and similar laws, including the laws and regulations of the local jurisdiction. For the same reasons, if sub-agents, sub-consultants or sub-representatives will be used by a SR, Project/ Product/ Services Organization will retain final authority over approval of the sub-agent, sub-consultant or sub-representative, and these same due diligence procedures will be followed before a sub-agent, sub-consultant or sub-representative, receives Project/ Product/ Services Organization’s approval. Project/ Product/ Services Organization discourages the engagement of SRs for one-time sales or tenders, as such engagements limit the opportunity to develop a long term relationship through the SR with customers in the sales territory, and increase the risk of opportunistic actions by the SR to the detriment of Project/ Product/ Services Organization and non-compliance with Project/ Product/ Services Organization’s ethical standards.

It is imperative that the Strategic Business Enterprise (“SBE”) and Regional Sales Team coordinate the due diligence/SR approval effort.

Due diligence steps:

The SBE or Regional Sales Team/Market Segment that requires the services of a SR will identify qualified candidates (“Candidates”) for the position. At least two Candidates should be identified. The Regional Sales Director/VP/Account Team Leader will assist in evaluating the potential Candidates. The relative qualifications of each Candidate will be compared in the Due Diligence Report, described below, which will be prepared in connection with the Request for Approval of the SRA. Where only one Candidate is evaluated, the Due Diligence Report must include an explanation as to why other Candidates were not sought.
Before the initial meeting with the Candidate, the SBE or Regional Sales Team/Market Segment will obtain from the Candidate an executed Memorandum of Understanding (“MOU”), in the form attached as Appendix A to this Policy, and provide a copy of the MOU to the Manager, Global Compliance – Sales Representatives. No oral commitments related to a SRA will be made to any prospective or existing SR at any time.
Each Candidate will provide the relevant SBE or Regional Sales Team/Market Segment with a completed Application, in the form attached as Appendix B to this Policy. All questions on the form must be answered completely and accurately and all documentation requested must be provided, unless this requirement is waived or excepted by the Manager, Compliance – Sales Representatives, with the concurrence of the Vice President, Global Compliance.
The SBE and Regional Sales Team/Market Segment will review the Applications and other information provided by the Candidates and determine which Candidate(s) will be further considered. The SBE and Regional Sales Team/Market Segment will then interview each Candidate that has not been eliminated. The interviews should cover the same topics as the Application, focusing on any weak points as well as strengths, and should allow the interviewers (who should include both sales and marketing and business management personnel who should understand the services needed from the SR) to get a feel for the Candidate(s). Interviewers should take notes during the interview and produce a brief written memorandum on the interview for inclusion in the Due Diligence Report.
The SBE or Regional Sales Team/Market Segment must contact each business reference identified by the Candidate in the Application. Each reference should be asked about his, her or its experience with the Candidate, his, her or its opinion of the Candidate’s reputation and business practices, and any other appropriate questions related to the Candidate’s qualifications. References with the necessary information should be asked to confirm information obtained from the Candidate itself. The responses of each reference should be documented and included in the Due Diligence Report.
The SBE in coordination with the Regional Sales Team/Market Segment will prepare a Due Diligence Report. The Due Diligence Report will contain the following elements: A comparison of Candidates considered
The Application provided by the Candidate selected
A memorandum summarizing the interview with the Candidate selected
Documentation of the reference checks for the Candidate selected
A description of the services to be pr
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About the Author:
GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.
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1 Overview

  Country Pharmaceutical Packaging After several years of rapid development of machinery has evolved from a reliance on imports to follow the example of the gradual self-improvement through the process of development today can be said that development of the industry reached a peak on the road. But China’s pharmaceutical Packaging Machinery On the whole, and foreign equipment or a gap exists, such as the production is not high, running unstable Parts Standardized low. We face many problems to consider raising its own level, to re-order is necessary for future development ideas.

Pharmaceutical GMP certification with the state to work on deepening, GMP on drugs Packaging Equipment The requirements are more stringent standard, our facilities are GMP pharmaceutical packaging constraints of a big step forward, both on the packaging process, or the use of materials in products. In addition, because the development of electronic technology, but also to pharmaceutical packaging equipment to the Automation A major step forward, but from the real work of automation is still yet to be.

2 development of pharmaceutical packaging equipment

 2.1 human

Reference to “human design”, in the increasing emphasis on quality of life and work of today does not seem to do not know, it has gradually become an option when purchasing the product standard. Human design is the design process to fully consider the human Physiological And psychological factors, more attention to products of the “convenience”, “comfortable” and “reliable”, “value”, “security” and “efficiency” and other aspects of the evaluation, would not have long-term use in the course of action does not cause the operator , fatigue and other adverse physical or psychological harm as well. Such as noise can be quantified, to the human factors that harm the country for different commodities are clearly defined, but the use of comfort, convenience can not be specific as to the noise as quantified only in the design process in the “people” as the center, by the designer to grasp the user to test it.

Ergonomics is an integrated edge disciplines, is now widely used in product design, product design, pay more attention to human factors, and its ultimate goal is to reach “people? Products? Environment “The harmony and unity. Then the drug packaging equipment as a person in order to reduce the labor intensity of the product is more human factors should be considered, and this concept should be run through the mechanical design of every detail, such as the level of operating table, the rationalization of procedures, interface of the visual effects (as fatigue and its degree), operations security, maintenance, convenience, ease of adjustment and so on. Pharmacy Factory because of various factors on the drugs will be relatively frequent replacement, then a model of packaging equipment can not be only for a product packaging. So due to different forms of drugs, characteristics, even if the same packaging technology will involve Mold Different feeding methods in different problems. Drugs on the market today Compatibility smaller packaging equipment, is not applicable to a wide range, generally one to one package, even if you can package different drugs, replacement of mold is not very convenient. So if the packaging process the same or similar packaging machinery made of one or more standard equipment, required replacement parts made to run the basic unit of the independent body, connected through the interface with the host machine to achieve and make and host a Community (similar to the Building block Form, can be combined on request), in practice according to their needs in the basic unit of body composition on the line for themselves. If you can achieve this design, a convenient operator replacement of mold, it can greatly reduce waste, while increasing the flexibility and applicability of the machine.

2.2 green design

“Green design” that the word no one will feel strange, as early as ten years ago people would put forward this view. China is in the economy, the rapid development of science and technology during the process of development, we must not over-consumption of energy for rapid economic development of Western countries through the long process has come out of this misunderstanding, toward Health Direction.
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About the Author:
I am a professional writer from China Manufacturers, which contains a great deal of information about aluminum massage tables , jade thermal massage bed, welcome to visit!
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