The genealogy of the French-speaking members of the Lewis and Clark expedition can often be traced back to the times where the fleur-de-lys was flying over New France. The terra incognita was explored to gratify Louis XIV's lust for the brown gold of the fur trade. By the time of the Lewis and Clark expedition, the French were well integrated into the North American population. These men were instrumental in the success of the Corps of Discovery. Observers from the Montreal North West Company spied on the expedition for fear of American encroachments. New Spain sent in vain a French adventurer to capture Meriwether Lewis. The legend of the West has both French and American heroes in common among the coureurs de bois (white Indians) and mountain men.
These contributions present a selection of American writers in the light of their broad cultural attitudes and suggest the relationships between their individual achievements and some major issues affecting life in America. The works thus examined range from the subliterary narrative to the sophisticated artistic performance. All of them reveal through their inner duality, a prevailing tension between literary modes of self-expression and collective interpretations of the national heritage. The ethnic, political or philosophical dimension of American literature is evaluated with reference to the mythopoeic experience.
When James Womack, Daniel Jones, and Daniel Roos wrote THE MACHINE THAT CHANGED THE WORLD in 1990, Japanese automakers, and Toyota in particular, were making a strong showing by applying the principles of lean production. However, the full power of lean principles was unproven, and they had not been applied outside of the auto industry. Today, the power of lean production has been conclusively proved by Toyota's unparalleled success, and the concepts have been widely applied in many industries. Based on MIT's pioneering global study of industrial competition, THE MACHINE THAT CHANGED THE WORLD offers a groundbreaking analysis of the entire lean business system, including product development, supplier management, sales, service, and production - an analysis even more relevant today as GM and Ford struggle to survive and a wide range of British abd American companies embrace lean production. A new Foreword by the authors brings the story up to date and details how their predictions were right. As a result, this reissue of a classic is as insightful and instructive today as when it was first published.
S'adressant à tous les candidats aux concours, en particulier Agrégation et CAPES, Clefs concours offre une synthèse par sujet. Conçu comme un repère par rapport aux monographies et aux cours et comme un outil de révision, chaque ouvrage est articulé autour de fiches thématiques permettant de faire le point sur les acquis de la recherche. Synthèse des travaux les plus récents, Clefs concours permet de s'orienter dans la bibliographie et de mettre en perspective l'évolution des savoirs. Clefs concours Anglais – Littérature : Tous les titres sont organisés autour d'une structure commune : des repères : un rappel du contexte historique et littéraire ; les grandes thématiques, indispensables à la compréhension des enjeux de la question ; des ouvertures pour des pistes de réflexion ; des outils méthodologiques, notamment bibliographiques ; un système de circulation pratique entre les fiches et les références.
As they careened to the left, to his surprise the wounded Iroquois was not in a spin. Though the pilot was dead, the co-pilot was flying. Once the olive green bird slapped the ground and the twin rotor-blades were still, maybe there was just enough room for the escort gunship to land and get them out if the blades were rotated. Unfortunately while he turned the blades no one would be shooting at Charlie.
The genealogy of the French-speaking members of the Lewis and Clark expedition can often be traced back to the times where the fleur-de-lys was flying over New France. The terra incognita was explored to gratify Louis XIV's lust for the brown gold of the fur trade. By the time of the Lewis and Clark expedition, the French were well integrated into the North American population. These men were instrumental in the success of the Corps of Discovery. Observers from the Montreal North West Company spied on the expedition for fear of American encroachments. New Spain sent in vain a French adventurer to capture Meriwether Lewis. The legend of the West has both French and American heroes in common among the coureurs de bois (white Indians) and mountain men.
Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions. In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking -- from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney -- have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking -- Toyota -- has set its sights on leadership of the global motor vehicle industry in this decade. Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. (It's often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples. Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking. Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager -- a method that is changing the world.
This monograph is a testament to the efforts of many people overcoming multiple technical challenges encountered while developing the XV-15 tilt rotor research aircraft. It is a comprehensive and detailed documentation of more than 40 years of effort at the NASA Ames Research Center designing this unique class of aircraft. The tilt rotor aircraft combines the advantages of vertical takeoff and landing capabilities, inherent to the helicopter, with the forward speed and range of a fixed wing turboprop airplane. NASA sees the tilt rotor as a new type of vehicle that will provide flexibility for high-speed, long-range flight, coupled with runway-independent operations. It takes the reader through the entire history, culminating with the first production of the V-22 Osprey, built for the U.S. Marine Corps, and the BA609 by Bell-Augusta. This publication takes the reader through the early ideas of Leonardo da Vinci through the search for an aircraft with Vertical Takeoff and Landing (VTOL) capabilities. There is abundant historical data about numerous innovative flying machines devised during the 1920s and 1930s, and German projects by Focke-Achgelis and Focke-Wulf. The publication includes illustrations from the 1930 flying machine patent of G. Lehberger, as well as the convertible aircraft patent of Haviland H. Platt (1955). The publication also describes how the XV-3 tilt rotor emerged from the Army/Air Force convertiplane program of the 1950s, and the evolution of tilt rotor, tilt wing, lift-fan, and direct lift versions and the evolution of the XV-3 program, which began in 1951. Flight tests are described in great detail, explaining the problems of stability. The development of tilt rotor aircraft technology involved some of the same factors that led to other important aeronautical accomplishments of this century. The vision of a few individuals in search of a practical and efficient new aircraft design, commitment to their goals, and their willingness to continue to pursue their objective while encountering major technical problems and programmatic challenges were critical ingredients in this tale. However, the unique aspect of the tilt rotor story was the combined Government and industry focused effort that was sustained for over four decades to explore, comprehend, develop, and refine this technology. The remarkable product of the investment of public and private funds, and the efforts of the people dedicated to the concept, is an aircraft type that will have an impact on civil and military aviation that will rival the introduction of the practical helicopter more than 60 years ago.
In these meditations Daniel Bourguet enables us to draw alongside the thief on the cross and enter his dialogue with Christ; he guides us downward into the darkness of hell through a reading of Psalm 88; and finally we discover on Easter morning both the confusion and then faith of Mary Magdalene as she meets the Risen Lord (John 20). Bourguet's confidence in the biblical text means that he engages with it and follows wherever it leads, however risky . . . and he emerges--with us--miraculously enriched.
Is the Smart Car really smart for the environment? What technology makes such a small car safe to drive? Does it use an engine like a regular car? Find out the answers to these questions-and more-in Smart Car! Book jacket.
Motivated by Toyota's product development capabilities, Daniel Sörensen examines the question of how much to invest in pursuing parallel design alternatives. A real option to switch is modeled accounting for interproject correlations. Based upon economic theory, five principles for value-maximizing the product development process are presented.
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