BEAKS: THE MOVIE A film review by Ken Johnson Copyright 1993 Ken Johnson
1:27, Horror, 1987 Self rating: "unsuitable for anyone under 17" (graphic violence, female nudity, adult situations) Rating: four (on a scale of zero to five) Director: Rene Cardona, Jr. Cast: Christopher Atkins, Michelle Johnson, Sonia Infante, Salvador Pineda, Carol Connery
Around the world, stories of birds attacking humans start to surface. Reporter Michelle Johnson and her camera man Christopher Atkins are sent to cover the stories thinking they are nothing but a novelty story. The two discover that the attacks may be linked and may be the birds ganging together to try and destroy the human race. Johnson and Atkins try and try to find a way to get people to know of the grave danger that could be in store for them.
BEAKS: THE MOVIE (which also has been released under the title BIRDS OF PREY - 1987 version) is a remake of sorts of Alfred Hitchcock's suspense film THE BIRDS. This film is available (at least for rental) on IVE videocassette, but may be hard to find. I can only recommend this film to gore film freaks and/or fans of Rene Cardona, Jr.'s films, because all others will probably find this film a complete waste of time. This film might have been able to get away with an R rating, but I expect that it would have received an X (this film was made in the days before the NC-17 rating) for graphic violence.
The gore, which is extremely plentiful in this film, is very well done. There are numerous scenes of birds ripping apart the faces and bodies of people that are so gory and graphic it is impossible not to watch. The director, Rene Cardona, Jr. (who did the film THE TREASURE OF THE AMAZON) has done a really good job with this film. The film moves along at a good pace with not too much time between the scenes of gore.
The cast is of reasonably good quality, and surprisingly enough, above that of most horror films. Michelle Johnson (BLAME IT ON RIO, BLOOD TIES (1991), DR. GIGGLES) does a great job in her role. She brought some life into her character, which is not often seen in this grade of a picture. She also didn't seem to be following any of Hollywood's horror stereotypes. Christopher Atkins (THE BLUE LAGOON) also does a good job of breaking the Hollywood stereotypes. He makes a rounded character that is interesting to watch.
The screenplay for this film is rather well written for one of this genre. There are some surprises in the film, although not that many. The film is predictable in many places, but unfortunately most films are. It does, however, resemble that of Alfred Hitchcock's THE BIRDS in several places, but there are some differences so it is not a complete rip-off. The lines of dialog are not those of complete horror movie morons, however in some places they do get rather stupid, but you can't have everything. The ending to the film is too quick and wasn't done as well as it could have been. Some things fit together just a little too well in the end.
-------- Ken Johnson<EMAIL_ADDRESS>.
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Returns a set of temporary security credentials (consisting of an access key ID, a secret access key, and a security token) for a federated user. A typical use is in a proxy application that is getting temporary security credentials on behalf of distributed applications inside a corporate network. Because you must call the get-federation-token action using the long-term security credentials of an IAM user, this call is appropriate in contexts where those credentials can be safely stored, usually in a server-based application.
Note: Do not use this call in mobile applications or client-based web applications that directly get temporary security credentials. For those types of applications, use assume-role-with-web-identity .
The get-federation-token action must be called by using the long-term AWS security credentials of the AWS account or an IAM user. Credentials that are created by IAM users are valid for the specified duration, between 900 seconds (15 minutes) and 129600 seconds (36 hours); credentials that are created by using account credentials have a maximum duration of 3600 seconds (1 hour).
The permissions that are granted to the federated user are the intersection of the policy that is passed with the get-federation-token request and policies that are associated with of the entity making the get-federation-token call.
For more information about how permissions work, see Controlling Permissions in Temporary Credentials in Using Temporary Security Credentials . For information about using get-federation-token to create temporary security credentials, see Creating Temporary Credentials to Enable Access for Federated Users in Using Temporary Security Credentials .
get-federation-token
--name <value>
[--policy <value>]
[--duration-seconds <value>]
The name of the federated user. The name is used as an identifier for the temporary security credentials (such as Bob ). For example, you can reference the federated user name in a resource-based policy, such as in an Amazon S3 bucket policy.
A policy that specifies the permissions that are granted to the federated user. By default, federated users have no permissions; they do not inherit any from the IAM user. When you specify a policy, the federated user's permissions are intersection of the specified policy and the IAM user's policy. If you don't specify a policy, federated users can only access AWS resources that explicitly allow those federated users in a resource policy, such as in an Amazon S3 bucket policy.
The duration, in seconds, that the session should last. Acceptable durations for federation sessions range from 900 seconds (15 minutes) to 129600 seconds (36 hours), with 43200 seconds (12 hours) as the default. Sessions for AWS account owners are restricted to a maximum of 3600 seconds (one hour). If the duration is longer than one hour, the session for AWS account owners defaults to one hour.


Example showing how we can setup constraints to keep the graph nodes inside a given bounding box (as per this paper). Try dragging a node outside the box: you'll see the bounding box stretch to enclose it, and then snap back on release. Toggle the 'boundary unlocked' button to stop nodes stretching the boundary.
The idea is, we create a pair of dummy nodes: one for the top left corner of the box, and one for the bottom right. Then we create constraints to keep the real nodes below and to the right of the top-left, and above and to the left of the bottom right. Here's the setup:
var pageBounds = { x: 100, y: 50, width: 700, height: 400 },
page = svg.append('rect').attr('id', 'page').attr(pageBounds),
nodeRadius = 10,
realGraphNodes = graph.nodes.slice(0),
fixedNode = {fixed: true, fixedWeight: 100},
topLeft = { ...fixedNode, x: pageBounds.x, y: pageBounds.y },
tlIndex = graph.nodes.push(topLeft) - 1,
bottomRight = { ...fixedNode, x: pageBounds.x + pageBounds.width, y: pageBounds.y + pageBounds.height },
brIndex = graph.nodes.push(bottomRight) - 1,
constraints = [];
for (var i = 0; i < realGraphNodes.length; i++) {
constraints.push({ axis: 'x', type: 'separation', left: tlIndex, right: i, gap: nodeRadius });
constraints.push({ axis: 'y', type: 'separation', left: tlIndex, right: i, gap: nodeRadius });
constraints.push({ axis: 'x', type: 'separation', left: i, right: brIndex, gap: nodeRadius });
constraints.push({ axis: 'y', type: 'separation', left: i, right: brIndex, gap: nodeRadius });
}
cola
.nodes(graph.nodes)
.links(graph.links)
.constraints(constraints)
.jaccardLinkLengths(60, 0.7)
.handleDisconnected(false)
.start(30);
Note that we disable handleDisconnected
. The layout of disconnected components is not very smart at the moment and isn't aware of constraints connecting separate graph components (TODO: fix this!).
Then, when we create the node visuals, we bind them only to the original (non-dummy) nodes:
var node = svg.selectAll(".node")
.data(realGraphNodes)
.enter().append("circle")
.attr("class", "node")
.attr("r", nodeRadius)
.style("fill", function (d) { return color(d.group); })
.call(cola.drag);
To keep the visuals for the page bounds up-to-date, i.e. in case the user drags a node outside the bounds, inside the tick handler we do the following:
page.attr(pageBounds = {
x: topLeft.x,
y: topLeft.y,
width: bottomRight.x - topLeft.x,
height: bottomRight.y - topLeft.y
});
The page bounds are 'stretchy' by default because the dummy nodes for the page corners are assigned the same "weight" as a dragged node. Thus, when the solver
satisfies violated separation constraints between dummy nodes and the dragged nodes it displaces them both equally. The "boundary locked" button above simply sets
the fixedWeight
property of the dummy nodes to a value several orders of magnitude larger than the default weight.


Pair programming is a useful method of co-learning that facilitates a more collaborative feeling when creating programs. This method is used by beginners and experts alike. It's considered to be not only a productive learning method, but also a productive way to build well-written, functional code.
Pair programming is especially helpful and important to DBC, because when it comes to programmining we are all beginners. When we feed off of each other, learn from each other, and teach each other, we are engaging in a more dynamic mode of instruction. Also, this method of learning instills the values of team-based and collaborative creation of software development.
The two roles of pair programming are driver and navigator. The driver role is the workhorse during paring programming. They are the one with their fingers at the keyboard typing code. They listen to and are guided by the navigator. The driver has their own level of autonomy, in that sense they are not merely being dictated by the navigator, but are using the navigator's guidance to implent their collaborative ideas. The navigator is the guide to keep the driver and the pair programming session on track. They are the cheif researcher and problem solver. Imperative to both roles is fluid communication, where each are talking through their ideas and their decision-making process.


Collection
Ofsted survey and thematic reports for social care.
Ofsted carries out an annual programme of survey reports alongside its main inspection programme of providers.
The survey programme serves a range of purposes. Depending on the subject chosen, a survey provides an opportunity to focus on specific issues in greater detail than is possible during an institutional inspection. Alternatively, it may explore an aspect that falls outside the current inspection framework, or may sample provision in areas of our remit not currently subject to an inspection programme.
In surveys Ofsted can examine relationships between institutions and between providers and other agencies. Ofsted can evaluate the impact on providers and learners of recent policy developments.
We are interested in finding out how useful you have found these publications, and would welcome your views and ideas. Please complete our survey.
Published: 15 May 2015
Updated: 12 February 2016
From: Ofsted
Part of: Inspections


Updated June 17th, 2020 by Jacob Tuwiner
Here’s the deal:
A lot of people want to build a gaming PC, but they think it’s too expensive.
The thing is, that couldn’t be further from the truth…
PC gaming has never been cheaper, especially in 2020.
With the right approach, you can build a console killer, 300 dollar gaming PC that can run games in 1080p with ease.
In this guide, you’re going to learn how to do exactly that.
What Do You Need to Build a 300 Dollar Gaming PC?
Alright, I’m going to be completely honest with you:
You can’t build a 300 dollar gaming PC with brand new parts – at least, not a PC that can game in 1080p.
Tip
However, if you buy used components online, you can make $300 go a long way.
All you need to build a 300 dollar gaming PC is a used desktop, graphics card, and if you can afford it, an SSD.
Really, that’s it.
You can get everything you need on eBay for a fraction of the price of new components.
The best part is, they’ll run just as well as brand new (and more expensive) parts.
What does this mean for you?
You can build a cheap gaming PC pretty easily, even in 2020.
Without further ado, let’s get started!
How to Build a 300 Dollar Gaming PC
It’s time for the tutorial. In this section, you’re going to learn how to build a cheap gaming PC (for less than 300 dollars) step by step.
Step 1: Find a Cheap Desktop on eBay
On a budget like this, you have to make your money go a long way.
Trying to build a good gaming PC from scratch on a budget like this is going to be next to impossible.
But here’s the thing:
You don’t have to build a gaming PC from scratch.
The most important component of any gaming PC is the GPU.
As long as you have a processor that’s fast enough to keep up with your GPU and sufficient RAM, you’re pretty much good to go. Make sure your GPU has a good memory clock speed though. More information on that here.
The secret is finding a used desktop on eBay that has (almost) everything you need.
Luckily, you can find a desktop on eBay that’s a few years old for around $150 (or less).
Here’s how:
First, search for “desktop” on eBay.
You can use the filters in the left column to help you find the right desktop.
Apply the “8GB RAM” filter, and set the maximum price to $150 for the entire thing.
Look for a desktop that has:
- A good CPU (it doesn’t need to be top-of-the-line)
- 8GB of RAM (DDR3 will do)
- A case that’s large enough for a dedicated GPU
- A good power supply
Think about it this way:
When you buy an old desktop on eBay, you’re getting a processor, motherboard, RAM, power supply, case, and possibly even a hard drive for around $150.
A new processor alone would be at least $100, even if you buy a budget CPU. As you can see, the value in buying an old desktop cannot be overstated.
Here’s an example of a good find:
It has a good i5 CPU, 500GB of storage, 8GB of RAM, and Windows 10, all for $135.
Don’t forget about the case, motherboard, case fans, and power supply as well!
If you can, go for an i3 or even an i5 processor, even if it’s a few generations old.
This part is important:
notice how the case is large enough to house an external GPU - this is crucial!
Some of the computers you’ll find will have slim/small cases that aren’t large enough for a GPU.
If you want to buy another case that looks better and can fit your graphics card, you should check out the post I wrote about the smallest ATX cases.
They’re big enough for all of your components, but the cases still aren’t overwhelmingly large. In fact, they’re perfect for beginner builders.
Or, if you want something smaller, check out our article about the smallest micro atx cases on the market.
Anyway, once you’ve found a good PC on eBay, it’s time to find your graphics card.
Step 2: Buy an External Graphics Card (GPU)
At the time of writing, you can buy a used AMD RX 570 graphics card on eBay for around $110, which is a great deal.
An RX 570 can easily game in 1080p, with medium to high settings in most of today’s newer titles.
If you’re willing to spend a bit more – and your prebuilt desktop has a capable CPU (Intel i3, i5, etc) then you can even go for an RX 580.
With an older generation i3 or i5 CPU, coupled with an RX 580, you’ll be able to crush 1080p gaming, easily playing at high-ultra settings.
Step 3: Install the Graphics Card
Once you’ve ordered your PC and graphics card, you’re going to have to install the graphics card.
Don’t worry, it’s not hard at all. In fact, it’s probably the easiest part of the entire PC building process.
You can check out this in-depth tutorial about installing a GPU for a step-by-step walkthrough.
In short, here’s how you do it:
- Open the side panel of your case, and remove the extension slot cover
- Install the graphics card in the PCI slot, and screw it in
- Plug in the external power cable from your power supply, if necessary
- Close the case
It’s that simple - after that, you can connect your PC to your monitor, power it on, and start gaming!
What Will a 300 Dollar Gaming PC Run?
This is going to vary slightly depending on the prebuilt you buy, but if you can manage to pick up a PC with 8GB of RAM and a quad-core (older generation) i3 or i5 CPU, you’re in business.
Coupled with an RX 570 (or ideally an RX 580), you can expect to run:
- PUBG on Ultra Settings: 60+ FPS
- Battlefield V Medium Settings: 60+ FPS
- Grand Theft Auto V High Settings: 60+ FPS
- CS:GO Very High Settings: 100+ FPS
- FIFA High Settings: 60+ FPS
- Fortnite Very High Settings: 60+ FPS
As you can see, even 300 dollars is enough for a good 1080p gaming PC, assuming you spend your money wisely.
Still, even though $300 is enough for a good gaming PC, saving another $200 is enough for an awesome gaming PC.
Trust me, that $200 goes a long way.
If you have the money to spare, check out my 500 dollar gaming PC bulid. I was surprised by the amount of performance I got while still remaining under budget.


Psalms 145:7
They shall abundantly utter the memory of thy great goodness, and shall sing of thy righteousness.


{% extends 'base.html' %} {% block content %}
Machine learning simplified for humans.
Allowing non-programmers to develop machine learning model by simplifying and automating the process.
Train your model. You only need to provide your training dataset.
Use your trained model to make predictions.


Anu Kankainen , Kirsikka Vaajakallio , Vesa Kantola & Tuuli Mattelmki
Unread
Provided as part of Facemooc course reading materials.


I've been playing Tennis since I was 5 years old. I played competitions with my club Kil*****. I then represented my secondary school in the Munster Under 19 Tennis plate where my team won it two years in a row. I'm now starting to train with UCC.
I've been Kayaking since the age of 4 with my family. I Kayaked recreationally for the years to follow. I took Partook in the Junior Liffey Decent where I placed second and sixth in my class. I have also completed in the senior liffey decent in a canoe with my father. I currently am paddling recreationally and trying to learn freestyle kayaking.


Toggle navigation
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살아오면서 그리고 살아가면서 같이했던 몇몇 기술이야기...
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Machine Learning 시대가 오는가
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Bigdata, Search, Machine Learning의 조합


So, heads up. We need to click out of the text box for changes to apply. Either make a workaround or make a note of this. Also have to make handling for when the DB is passed these empty strings and whatnot. Maybe just recreate the notNull() we used in MMWH?
We could just put a "timeout" on the save function.


{% load static %} {% load crispy_forms_tags %}
To keep connected with us please login with your personal info
Enter your personal details and start journey with us


| Friday | Saturday | Sunday | November 18-20 Top Hat (1935)7:30 (plus 4:00 Sat/Sun) A Night at the Opera (1935) 5:50, 9:20 | November 25-27 Follow the Fleet (1936)7:30 (plus 4:10 Sat/Sun) Horse Feathers (1932) 6:10, 9:30 | December 2-4 The Gay Divorcee (1934)7:30 (plus 3:40 Sat/Sun) Animal Crackers (1930) 5:40, 9:30 | December 9-11 Swing Time (1936)7:30 (plus 3:50 Sat/Sun) The Cocoanuts (1929) 5:45, 9:25 | December 16-18 Shall We Dance (1937)7:30 (plus 4:00 Sat/Sun) Monkey Business (1931) 6:00, 9:30 | Monday-Friday, December 19-23 The Shop Around the Corner (1940)7:30 The Wizard of Oz (1939) 5:35, 9:20 | Saturday December 24 It's a Wonderful Life (1946) 9:00 Advance tickets go on sale Dec 9 after 5:30 |


Applied XML DevCon Trip Report
Dave Winer's Keynote:
- Users care about you software working, not
*how* it works
- Users don't want to be controlled
- As
developers, "we're very impressed with the complexity that we can
understand"
Don Box:
- "No one that gets laid
actually replaces the CPU in their computers anymore. And, since they don't
get laid, they can't reproduce and natural selection will take it's toll.
Likewise, objects are not meant for field replacement."
- Building on
abstractions means that the abstraction needs to be kept constant
-
the wire is god. schemas are relative to your needs. the same XML instance
doc can be many different schemas in a pipeline
- I missed why the
abstractions in a service-oriented architecture are somehow better than
those in an object-oriented architecture, except that maybe SOA abstractions
are courser grained, but that can be true of OOA, too, can't it?
Brian Jepson:
- WAP is just another XML format to product that exposes
your data to WAP-enabled devices, e.g. phones
- Very cool to watch
Brian control his presentation via his cell phone (nothing to do with XML,
but very cool never the less). He was using a Mac and didn't know if a niche
OS like Windows had apps that did such things (although he did find
this that might work)
Don "XML":
- In NJ, they
teach middle school kids HTML, XML and PowerPoint (holy cow!)
- Lots
of folks asking questions, evidently interested in SVG and/or
declarative-based UI models
Patrick Logan:
- Patrick
gave his talk sitting down, which didn't help him keep the audience's
attention
Ted Neward:
- EJB 2.1 for web services
looks pretty easy
- "Swing sucks. People are using WinForms to access
J2EE web services."
- "Sun has drunk very deeply of the idea that web
services are just CORBA.Next" aka Sun views web services as just another RPC,
which means that they use rcp/encoded instead of doc/literal
David Ing:
- Don't take "rules" from speakers at conferences. You can
be entertained by such talks, but you need to make your own decisions
KeithBa:
- Keith starts right where I love -- in the code. What better
way to show the new programming model and features of WSE 2.0 than to jump
right to the code? Fabulous
- And not only did he do a fabulous job
writing code to demo WSE 2.0, he did it by building a heckle application
that the audience loved (and took full advantage of : ).  His application is a great example of the need for the
flexible model that WSE 2.0 provides and he brings it right back around how
his amusing, seemingly trivial app is really not suited for an RPC-style
(which we should eschew anyway). Nice
- And then Dave Winer jumps in
to accuse him of saying that there is no such thing as asynch; there is only
polling. Keith is way over the top nice about it and the audience disagrees
with Dave pretty much as a whole
Speaker Panel:
-
tons of controversy; end result is that XML solves a huge number of problems
and there's no reason to do "this vs. that" because XML allows everyone to
co-exist and interop (although programming may be needed to gain the latter)
Ken Levy:
- First time showing these plans in public (off of a 2am
build)
- Showed off cool new XML editor integrated into VS.NET:
-
showed red squiggles and helpful error messages about invalid XML
-
can select text and have it wrapped in XML comments, CDATA blocks, etc.
-
showed integration of errors using DTD files, i.e. checking elements that
don't have appropriate attributes as defined by the DTD, etc.
- will
reformat your XML
- may provide outline view for drilling into
large XML docs
- lots of intellisense based on XML/DTD/XSD tools
-
can create schema from a DTD inside of VS.NET
- can infer schema from
an XML instance
- will enable custom mappings of XML namespaces to
corresponding visual editors, e.g. showed an example of editing SVG: first
view is the rendering of SVG; second view was code. If you change the code
while you're also looking at the SVG view, the SVG view is updated on the
fly
- showed interactive XSLT debugger
- will be releasing
these tools on the XML Tools page for use w/ VS.NET 2003 in the fall
(tentatively)
- send Ken Levy
the things that you'd like to see in the XML tools space
Jeff
Barr
- Amazon is able to turn around small features very quickly and
that's the corporate culture
- they spent $300M on distribution
centers and $900M on technology
- when folks were scraping the web,
Amazon could have broken those apps, but realized that the folks doing the
scraping were building legitimate apps with that data that was good for
Amazon, so instead of crushing those folks, they tried to not change the
format of the pages w/o a good reason (in spite of the added cost of
supporting robot traffic)
- to support the largest number of
customers, they support rich SOAP interface and a REST interface
-
return "light" and "heavy" data, depending on how much info developers want
-
business model for users seems to be picking an unused domain, setting up a
site selling something specific, e.g. power tools, then building the whole
site using the data and purchasing/shipping services of the Amazon web
services. Wow
- the associate program is hugely successful for Amazon
in terms of revenue generation
- the protocol is loose so that
developers have a wide range of choices of what they want to do with it,
e.g. if Amazon doesn't have all of the information being requested, they
return what they have instead of failing, letting the developer decide if
they want to use the info that Amazon provides or fail on their own
-
Amazon versioning: new versions get new URLs. Old versions use new code
internally, but return same old data format from same old URL
- for
keeping their own data up to date, Amazon also publishes a set of services
for sellers to update their data and will soon be exposing a service for
sellers to create new ASINs (Amazon product IDs) for their own products
-
80% of the requests are for raw XML/REST (with or without transformation)
-
as things get more complex, SOAP will take over
Steve Loughran:
-
bottom line: SOAP is ready for use in embedded systems (although things can
get better and likely will)
Tarlochan Cheema:
- the
motivation for the sets of web services that microsoft.com is about to
expose is for better communication with partners, e.g. avoiding shipping
CD-ROMs around, as well as providing real programmatic interfaces for folks
that are scraping data from microsoft.com, e.g. top downloads
- the
way that MS stayed at lots of 9s of reliability is with writing good code,
of course, but mostly with heavy use of caching
Tim Ewald:
-
XML schema shouldn't be used for nominal typing; it should be used for
structural typing
- different parts of an XML pipeline can have
different XML schemas to check different things
Chris Dix:
-
"Everywhere is walking distance if you have the time. Steven Wright"
-
Since you can embed non-SVG data and script into SVG, these are the elements
needed for stand-alone, cross-platform "intelligent" data that can provide
it's own UI
Aaron Skonnard:
- "Scott (my code monkey)
and I are still in the running for the $1M playing DevelopMentor Survivor.
We kicked Don off the island first because he was the strongest and Tim
second because he was the smartest."
- XSD isn't enough to check real
business rules
- XPath is more flexible
- Can write a .NET
SoapExtension like this:
[WebService]
[AssertNamespaceBinding("t","urn:geometry/")]
public
class Geometry {
[WebMethod]
[Assert("//t:length > //t:width",
"Length must be greater than width")]
[Assert("(//t:length div //t:width)
= 2", "Length must be double the width")]
public double CalcArea(double
length, double width){
return length * width;
}
}
Even cooler, because the constraints are part of the .NET metadata of the
method, when the docs and the WSDL is generated from the Geometry web
service, the constraints can be pushed in as well, making the constraints
available to the developer


◆ __init__()
| def pfem_fluid_solver.PfemFluidSolver.__init__ |
( |
|
self, |
|
|
|
model, |
|
|
|
parameters |
|
) |
| |
◆ AddDofs()
| def pfem_fluid_solver.PfemFluidSolver.AddDofs |
( |
|
self | ) |
|
◆ AddVariables()
| def pfem_fluid_solver.PfemFluidSolver.AddVariables |
( |
|
self | ) |
|
◆ AdvanceInTime()
| def pfem_fluid_solver.PfemFluidSolver.AdvanceInTime |
( |
|
self, |
|
|
|
current_time |
|
) |
| |
◆ Check()
| def pfem_fluid_solver.PfemFluidSolver.Check |
( |
|
self | ) |
|
◆ CheckAndPrepareModelProcess()
| def pfem_fluid_solver.PfemFluidSolver.CheckAndPrepareModelProcess |
( |
|
self, |
|
|
|
params |
|
) |
| |
◆ Clear()
| def pfem_fluid_solver.PfemFluidSolver.Clear |
( |
|
self | ) |
|
◆ FinalizeSolutionStep()
| def pfem_fluid_solver.PfemFluidSolver.FinalizeSolutionStep |
( |
|
self | ) |
|
◆ GetComputingModelPart()
| def pfem_fluid_solver.PfemFluidSolver.GetComputingModelPart |
( |
|
self | ) |
|
◆ GetDefaultParameters()
| def pfem_fluid_solver.PfemFluidSolver.GetDefaultParameters |
( |
|
cls | ) |
|
◆ GetMinimumBufferSize()
| def pfem_fluid_solver.PfemFluidSolver.GetMinimumBufferSize |
( |
|
self | ) |
|
◆ ImportMaterials()
| def pfem_fluid_solver.PfemFluidSolver.ImportMaterials |
( |
|
self | ) |
|
◆ ImportModelPart()
| def pfem_fluid_solver.PfemFluidSolver.ImportModelPart |
( |
|
self | ) |
|
◆ Initialize()
| def pfem_fluid_solver.PfemFluidSolver.Initialize |
( |
|
self | ) |
|
◆ InitializeSolutionStep()
| def pfem_fluid_solver.PfemFluidSolver.InitializeSolutionStep |
( |
|
self | ) |
|
◆ InitializeStrategy()
| def pfem_fluid_solver.PfemFluidSolver.InitializeStrategy |
( |
|
self | ) |
|
◆ Predict()
| def pfem_fluid_solver.PfemFluidSolver.Predict |
( |
|
self | ) |
|
◆ PrepareModelPart()
| def pfem_fluid_solver.PfemFluidSolver.PrepareModelPart |
( |
|
self | ) |
|
◆ SetEchoLevel()
| def pfem_fluid_solver.PfemFluidSolver.SetEchoLevel |
( |
|
self, |
|
|
|
level |
|
) |
| |
◆ SolveSolutionStep()
| def pfem_fluid_solver.PfemFluidSolver.SolveSolutionStep |
( |
|
self | ) |
|
◆ compute_reactions
| pfem_fluid_solver.PfemFluidSolver.compute_reactions |
◆ computing_model_part
| pfem_fluid_solver.PfemFluidSolver.computing_model_part |
◆ computing_model_part_name
| pfem_fluid_solver.PfemFluidSolver.computing_model_part_name |
◆ fluid_solver
| pfem_fluid_solver.PfemFluidSolver.fluid_solver |
◆ main_model_part
| pfem_fluid_solver.PfemFluidSolver.main_model_part |
◆ pressure_linear_solver
| pfem_fluid_solver.PfemFluidSolver.pressure_linear_solver |
◆ velocity_linear_solver
| pfem_fluid_solver.PfemFluidSolver.velocity_linear_solver |
The documentation for this class was generated from the following file:
- /home/runner/work/Documentation/Documentation/master/applications/PfemFluidDynamicsApplication/python_scripts/pfem_fluid_solver.py


FETCH
Retrieves rows using a cursor. For information about declaring a cursor, see DECLARE.
FETCH retrieves rows based on the current position within the cursor. When a cursor is created, it is positioned before the first row. After a FETCH, the cursor is positioned on the last row retrieved. If FETCH runs off the end of the available rows, such as following a FETCH ALL, the cursor is left positioned after the last row.
FORWARD 0 fetches the current row without moving the cursor; that is, it fetches the most recently fetched row. If the cursor is positioned before the first row or after the last row, no row is returned.
When the first row of a cursor is fetched, the entire result set is materialized on the leader node, in memory or on disk, if needed. Because of the potential negative performance impact of using cursors with large result sets, we recommend using alternative approaches whenever possible. For more information, see Performance Considerations When Using Cursors.
For more information, see DECLARE, CLOSE.
Syntax
FETCH [ NEXT | ALL | {FORWARD [ count | ALL ] } ] FROM cursor
Parameters
- NEXT
-
Fetches the next row. This is the default.
- ALL
-
Fetches all remaining rows. (Same as FORWARD ALL.) ALL is not supported for single-node clusters.
- FORWARD [ count | ALL ]
-
Fetches the next count rows, or all remaining rows.
FORWARD 0
fetches the current row. For single-node clusters, the maximum value for count is1000
. FORWARD ALL is not supported for single-node clusters. - cursor
-
Name of the new cursor.
FETCH Example
The following example declares a cursor named LOLLAPALOOZA to select sales information for the Lollapalooza event, and then fetches rows from the result set using the cursor:
-- Begin a transaction begin; -- Declare a cursor declare lollapalooza cursor for select eventname, starttime, pricepaid/qtysold as costperticket, qtysold from sales, event where sales.eventid = event.eventid and eventname='Lollapalooza'; -- Fetch the first 5 rows in the cursor lollapalooza: fetch forward 5 from lollapalooza; eventname | starttime | costperticket | qtysold --------------+---------------------+---------------+--------- Lollapalooza | 2008-05-01 19:00:00 | 92.00000000 | 3 Lollapalooza | 2008-11-15 15:00:00 |<PHONE_NUMBER>0 | 2 Lollapalooza | 2008-04-17 15:00:00 |<PHONE_NUMBER>0 | 3 Lollapalooza | 2008-04-17 15:00:00 |<PHONE_NUMBER>0 | 4 Lollapalooza | 2008-04-17 15:00:00 |<PHONE_NUMBER>0 | 1 (5 rows) -- Fetch the next row: fetch next from lollapalooza; eventname | starttime | costperticket | qtysold --------------+---------------------+---------------+--------- Lollapalooza | 2008-10-06 14:00:00 |<PHONE_NUMBER>0 | 2 -- Close the cursor and end the transaction: close lollapalooza; commit;


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---
Git remote (
git remote
) Command
You and your colleagues [e.g: allice, bob etc] working on a repository called project1, and bob has created a branch bug-1 in their fork report of project1 and changes have been completed in branch bug-1, just in case you want to change in bob branch bug-1, then you have to do the following steps before you can checkout bob branch bug-1.
1. You have already have to upstream i.e on for main repository i.e project1 and one for your fork reporsitory of project1, so the following command looks like:
$ git remote -v
origin https://github.com/krishnaiitd/swirl_courses.git (fetch)
origin https://github.com/krishnaiitd/swirl_courses.git (push)
upstream git@github.com:swirldev/swirl_courses.git (fetch)
upstream git@github.com:swirldev/swirl_courses.git (push)
If not then please add the remote i.e main repo as in upstream source.
$ git remote add upstream 'git@github.com:swirldev/swirl_courses.git'
And then check it again as git remote -v
you will get it.
Now the problem here is add the bob branch in you local systeam, so that you can work on that branch i.e bug-1 of bob. It is simple, just add another upstream as bob-upstream in your remote
$ git remote add bob-upstream 'git@github.com:bobusername/swirl_courses.git'
After add this you can verify by above command $ git remote -v
bob remote are visible. Now fetch the bobs branch as $ git fetch bob-upstream
this commands will fetch the bobs all branch, now you can pull the bob's specific branch i.e bug-1 as $ git fetch bug-1
or $ git fetch bob-upstream/bug-1
Do what ever you want and then push to bob that branch as
$ git push bob-upstream bug-1
git remote add
to work with multiple fork branches.


ERs are part of a large, structurally conserved family of nuclear receptors. The nuclear receptor family includes receptors for ligands such as steroid hormones, vitamin D, retinoids and thyroid hormones, as well as putative orphan receptors for which no ligand has been identified. Several receptors are inducible with low-affinity ligands such as bile acids, long-chain fatty acids and xenobiotics. Several members of this superfamily have been implicated in various disease processes, including the androgen receptor in prostate cancer and the retinoic acid receptor alpha in acute promyelocytic leukaemia.
The closest members of the nuclear receptor family to the ERs are a group of receptors known as the oestrogen-related receptors (ERR). Three ERR orphan receptors have been identified: ERRa (helps control bone physiology; may act as a repressor of ER action in normal breast tissue), ERRb (essential for reproduction) and ERRg (regulates expression of the ER cofactor SHP). None of the ERRs bind oestrogen, but they are structurally close to the ERs, they can bind synthetic ER ligands, and they can activate transcription from ERE (oestrogen-response element)-containing reporter constructs. As such the ERRs share target genes with the ERs and can influence the oestrogenic response. ERRs are medically important, because ER antagonists do not necessarily bind to the ERRs, and as such may be free to activate ER-regulated genes.
|
Interpro Entry |
Method accession |
Graphical match |
Method name
|
|
IPR000536 |
PF00104 |
hormone_rec |
|
|
IPR000536 |
SM00430 |
|
HOLI |
|
IPR001292 |
PF02159 |
|
OESTROGENR |
|
IPR001292 |
PR00543 |
Oest_recep |
|
|
IPR001628 |
PD000035 |
|
Znf_C4steroid |
|
IPR001628 |
PF00105 |
|
STROIDFINGER |
|
IPR001628 |
PR00047 |
|
zf-C4 |
|
IPR001628 |
PS00031 |
NUCLEAR_RECEPTOR |
|
|
IPR001628 |
SM00399 |
|
ZnF_C4 |
|
IPR001723 |
PR00398 |
|
STRDHORMONER |
|
IPR008946 |
SSF48508 |
SteroidR_ligand |
|
|
NONE |
1a52A0 |
|
|
|
NONE |
1hcqA0 |
|
|
|
NONE |
d1a52a_ |
|
|
|
NONE |
d1hcqa_ |
|
|
From the graphical match above, you can see that the signatures in InterPro for ERa are subdivided into groups. These groups give you information about the domain architecture of the protein, as well as its family relationships.
Starting with the domain architecture of ERa, there are three major domains represented above: the N-terminal AF-1 domain, the DNA-binding domain (DBD) and the ligand-binding domain (LBD) (which contains the AF-2 site). The last four entries in the table above are from the structural classification databases CATH and SCOP (the names such as d1a52a are derived from the PDB entry that they are based on; here PDB entry 1a52 chain a). If you follow the links to these databases, you will find descriptions of the structural features and classification of these domains, as well as links to the corresponding PDB entries. There are also InterPro entries describing these domains. IPR000536 has two signatures representing the C-terminal LBD domain, as shown above. These signatures are PF00104 from the PFAM database and SM00430 from the SMART database, which were obtained from alignments of 191 and 308 nuclear receptor proteins, respectively, including ERa. The LBD is conserved in most nuclear receptors; as a result, this entry has a large number of protein representatives. Both CATH [1a52A0] and SCOP [d1a52a_ ] provide a structural classification of the ERa LBD and links to the PDB structures.
IPR001628 has five signatures
representing the two zinc finger motifs within the DBD, as shown above. These signatures are PD000035 from ProDom, PF00105
from PFAM, PR00047 from PRINTS, PS00031
from Prosite and SM00399 from SMART.
This InterPro entry has many protein representatives, because the DBD
zinc finger motifs are highly conserved in most nuclear receptors. CATH [1hcqA0] and SCOP [d1hcqa_] provide a structural classification of the ERa DBD
and links to the corresponding PDB structures.
The N-terminal AF-2 site of ERa is represented by the IPR001292 entry, which has two signatures. These signatures are PF02159 from PFAM and PR00543 from PRINTS. These signatures are unique to the AF-2 domain of ERa, and as such are have few protein representatives. There are no structural representatives of this domain.
The hinge domain between the DBD and the LBD is not well represented, because it tends to be a poorly conserved region with little secondary structure.
The IPR001723 entry represents the steroid hormone receptor and is represented by one signature, PR00398, from the PRINTS database. This signature was obtained from a five-element fingerprint derived from an initial alignment of 31 sequences; one of these motifs is within a DBD zinc finger, while the remaining four lies within the LBD. This family contains all the nuclear receptors that bind to steroid hormones, as well as their closest relatives. The IPR008946 entry represents the steroid nuclear receptor LBD and is represented by one signature, SSF48508, from the Superfamily database. The signature is based on an initial alignment of twelve sequences.
What
the structure tells us
A description and visualisation of the structural features of the oestrogen receptors can be found at the PDB database. Here you can see how different ligands can bind to the ER to bring about the conformational changes needed for its specific modes of action.
Other Databases
There are several nuclear receptor databases available that provide additional information. If you would like to find out more about the oestrogen receptor, there is the Estrogen Receptor Resource, which includes information on the domains, DNA binding elements, sequence and clinical data. This resource is part of the Nuclear Receptor Resource, which is a collection of individual databases on members of the nuclear receptor family. There is also the Nuclear Receptor Mutation Database, and the NucleaRDB, which provide information on all nuclear receptor family members.


This diagram depicts the background operations and screen events that occur during the application startup process. In the diagram, there is an upper row of five boxes representing background operations over time from left to right, matched to a lower row of four screen shots depicting screen events for a JavaFX application. The boxes for the background steps have the following captions:
Box 1: Check Prereqs, Install/Update
Below the application startup box, is a screen shot of a splash screen, which is displayed to the user during the processing in Box 1 and Box 2.
Box 2: Init JVM and JavaFX
Box 3: Download Application JARs
Below this box is a screen shot of a progress bar, which is displayed to the user during the processing of this box.
Box 4: Check if elevated permissions needed
Box 5: App init
Below this box is a screen shot of a running application, which begins after the application initialization process in this box is finished.
See the text in section 4.2.1 Startup Process for a description of how the background operations fit into the four phases of application startup.


|
aws-crt-cpp
C++ wrapper around the aws-c-* libraries. Provides Cross-Platform Transport Protocols and SSL/TLS implementations for C++.
|
#include <MqttClient.h>
Public Member Functions | |
| MqttClient (Io::ClientBootstrap &bootstrap, Allocator *allocator=g_allocator) noexcept | |
| ~MqttClient () | |
| MqttClient (const MqttClient &)=delete | |
| MqttClient (MqttClient &&) noexcept | |
| MqttClient & | operator= (const MqttClient &)=delete |
| MqttClient & | operator= (MqttClient &&) noexcept |
| operator bool () const noexcept | |
| int | LastError () const noexcept |
| std::shared_ptr< MqttConnection > | NewConnection (const char *hostName, uint16_t port, const Io::SocketOptions &socketOptions, const Crt::Io::TlsContext &tlsContext, bool useWebsocket=false) noexcept |
| std::shared_ptr< MqttConnection > | NewConnection (const char *hostName, uint16_t port, const Io::SocketOptions &socketOptions, bool useWebsocket=false) noexcept |
An MQTT client. This is a move-only type. Unless otherwise specified, all function arguments need only to live through the duration of the function call.
|
noexcept |
Initialize an MqttClient using bootstrap and allocator
| Aws::Crt::Mqtt::MqttClient::~MqttClient | ( | ) |
|
delete |
|
noexcept |
|
noexcept |
|
noexcept |
Create a new connection object over plain text from the client. The client must outlive all of its connection instances.
|
noexcept |
Create a new connection object using TLS from the client. The client must outlive all of its connection instances.
|
noexcept |
|
delete |
|
noexcept |


The Amazing Miles Magic Show is sponsored by Big Brother Big Sister, a non-profit organization. Printed promotional pieces for this project include: a poster, a ticket, an invitation, an envelope, and a premium.
The premium piece is handkerchief which is given out to every person who comes to enjoy the show. Handing out a handkerchief as a gift is sure to spark the imagination of each individual who comes in support the non-profit. A historic theme, the early 20th century, was set for the event and each promotional piece designed.


Name and language of the project to create. The /projects/create
API accepts requests in the following format:
CreateProjectRequest Model - Request to create a project. |
|
|---|---|
| name | string Project name. |
| language | string Enum Programming langage to use. Options : ['C#', 'Py'] |
| Example |
{ "name": "string", "language": "C#" } |


返回主页
GE 2013年报
目录
GE Works
MAKING PROGRESS
Most Competitive Infrastructure Company
Leading in Productivity
We Are Simplifying Everything We Do
We Are Delivering for Investors
What is progress?
Management’s Discussion of Financial Responsibility
巴黎航展
GE Works
Progress: GE 2013 Annual Report
Focusing our best
capabilities on what
matters most to our
investors, employees,
customers and the
world’s progress.
2013 PERFORMANCE
GE Scorecard
787全球供应链
波音空客销售对比
表6 德国贸易差额主要来源
表6 美国贸易差额主要来源
返回页首
MAKING PROGRESS
GE has stayed competitive for more than a century—not
because we are perfect—but because we make progress.
Progress is about getting better, being better, doing better;
this is why GE people get up every day. We are missionbased.
GE technology and people move, power, build
and cure the world. As investors, you can expect us
to listen, learn, adapt and change. You should expect
us to get better every day, to make progress.
The diffi cult part about progress
is that great results take time. But,
the pay-back can be huge. Last
November, we received $40 billion
of engine wins at the Dubai Air
Show — in two days. These commitments
were for revolutionary new
products that have come to market
in the past few years. They are based
on big bet technologies, years in
the making and delivered ahead of
the competition.
Leading these results was the GE9X,
which is the sole-source engine for the
Boeing 777X. This plane is 20% more
fuel effi cient than the one it replaced,
saving airlines $11 million per airplane
per year. The GE engine drives
50% of this improvement based on
innovative new technology in compressors
and combustors. This new
engine — the largest and most fuel
effi cient in the world — has only 16 fan
blades, down from 22 in its predecessor.
This achieves efficiency and
reliability for our customers. And,
to further performance, it is based
on a GE invention: a new material
called ceramic matrix composite.
This material retains its strength at
2200°F — 500°F higher than metal —
at one-third the weight.
Our wins in Dubai came primarily
from three customers: Emirates,
Etihad and Qatar Airways. None of us
grew up at GE with them as customers.
Each has emerged as a global
leader in the past decade. And, we
have built an excellent relationship
with them based on solid operational
performance and mutual trust. The
combination of superior technology
and strong relationships is the
essence of competitiveness and
allowed GE to win virtually all of
the commitments at the show.
Winning takes bold commitments,
a dedicated team and resilience.
There were at least two “moments of
truth” as we invested in our new
engine line-up. After the 9/11 tragedy,
the commercial aviation industry
was in full crisis. Instead of panicking,
we increased our investment in the
business and our customers. This
has created trust and loyalty for GE
that is unmatched. In 2008, during
the depth of the fi nancial crisis, we
substantially increased our investment
in commercial engine R&D.
Because we made the right bets, we
have the best products at the right
time, securing decades of leadership
for your Company. The desire to
compete and win runs deep across
the Company.
GE’s ability to innovate is particularly
crucial in the slow-growth and volatile
economy we live in today. Frequently
I tell investors that if we ever see a U.S.
economy like the ones we had in the
’90s, GE will have earnings upside.
While we don’t expect that soon, there
are signs that the U.S. economy is
getting a little better each day.
THE GE WORKS EQUATION
Meanwhile, Europe has stabilized;
while its expansion is anemic, the “daily
crises” have been eliminated. And,
there are pockets in the region that
are robust for GE like Germany, the
Nordic region and Central Europe.
We still see opportunities in emerging
markets. China is one important
engine of growth. China has massive
fi nancial strength, and we see
its reform efforts as a positive. GE
has a major role in helping China
solve its healthcare, clean energy
and transportation challenges. In
the resource-rich countries, our
prospects are bright despite a more
volatile macro-situation. GE provides
the capability for these countries to
industrialize through our technology
and localization efforts. That is
why our growth is accelerating in
regions like the Middle East, Russia
and Africa despite social and political
unrest.
The world is complicated. But, through
the fog of the last fi ve years, I would
take the 2014 economy any day. The
recovery is slow, but there are no
major headwinds. While governments
are not addressing major challenges
like immigration and regulatory
reform, there is less disruption. And,
we have the fi nancial strength to make
progress on our own.
We are positive about the future. We
have positioned GE to capitalize on
the growth themes of the era. We are
investing to lead in the new technologies
that will drive effi ciency for the
Company and our customers. We are
improving our speed and lowering
our cost. We plan to deliver a valuable
fi nancial performance. We are making
progress.
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Most Competitive Infrastructure Company
We Are the World’s Most
Competitive Infrastructure
Company
Investment in infrastructure is expected
to reach $60 trillion by 2030. Success
requires technology, services and
execution delivered at scale across a
massive global footprint. With more
than $100 billion in revenue and nearly
16% margins, we are the largest
and most profi table infrastructure
company in the world. Our goal
is for infrastructure earnings to be
70% of GE’s total.
Infrastructure is essential. Countries
must invest in infrastructure to compete
and create jobs. For instance,
Africa has a 100 gigawatt defi cit in
electricity. Only by investing in power
generation can it sustain growth.
Fortunately, Africa is surrounded by
some of the world’s largest reserves
of oil and gas. Converting “gas to
power” is its infrastructure challenge.
Only GE can provide complete solutions
to solve its electricity problem.
In Africa, we are a productivity partner.
As a result, we are growing 30%
annually there.
GE has a unique advantage
because of our depth and breadth.
Customers value our technical depth.
Our products are the heart of our
customers’ operations. GE’s highperformance
locomotive improves
profi tability and safety at a railroad.
And, our unique breadth makes GE
a desirable partner. In Russia, we
are investing across fi ve business
segments. We are building local
capability to deliver local solutions.
GE is one of the largest multinationals
in the country.
We have a set of enterprise initiatives
that capitalize on our scale and ability
to spread ideas horizontally across
GE. These initiatives are customized
for infrastructure and allow us to lead
in both share and margins. We invest
more than $10 billion each year to
reinforce this leadership.
GE wins with technology. We
invest 5%–6% of revenue back into
new products every year. Technology
creates competitive advantage and
margins. We spread ideas through
our Global Research Center with
six locations around the world. Our
products must be both innovative
and economical. I ran our Healthcare
business in the late ’90s, and we sold
three types of MR scanners; today we
sell many more with differentiated
customer benefi ts. We know how to
deliver the best technology at every
price point with high margins.
GE wins in growth markets. We
know how to be both global and
local. Most countries want the same
things — competitive capabilities
that create jobs, sense of pride
and progress that lifts all people up.
They want to tap into the global
marketplace for progress, ideas, and
the capability to export their goods.
GE is an excellent partner as countries
grow. For instance, we opened a
new business-process center in Saudi
Arabia that will employ thousands
of local women. This is good for GE,
while making us an integral part of
the Kingdom’s economy. Last year,
growth market orders passed $40 billion
and grew by 11%. Our revenues
exceed $1 billion in 24 countries.
GE wins by delivering customer productivity.
We understand the domain
in which our customers operate.
Our customers want outcomes: more
power, better fuel burn, no unplanned
downtime. We deliver these outcomes.
For instance, we have an innovation
for our power generation customers,
called the Advanced Gas Path. This
is a control and software upgrade to
our installed base. Implementing this
technology will extend our customers’
operating parameters, delivering
a 30% reduction in downtime and
saving fuel. We have a service backlog
of $180 billion, aligned with achieving
customer productivity.
We can leverage our enterprise advantages
as we win in new infrastructure
markets, like Oil & Gas. We have grown
this business from a “standing start”
to nearly $20 billion in 15 years. We
invest on the premise that the oil and
gas industry will require the same
technical intensity and execution as
Aviation, where GE leads. We can
draw on the “GE store”— gas turbine
technology, aviation materials, healthcare
imaging, global capability — to
solve customer problems. To win in Oil
& Gas, we have increased our R&D,
built research centers in Oklahoma City
and Brazil, and launched innovative
solutions in areas like advanced subsea
systems and enhanced oil recovery.
We are investing in new manufacturing
capacity in Angola, Indonesia,
Brazil and Russia. Through our
service offerings, we give our customers
resilient systems that improve their
output. Our ability to turn enterprise
capabilities into profi table growth is
valuable to investors.
The balance of our portfolio is a valuable
specialty fi nance franchise, which
we have decided to make smaller. We
settled the remaining liabilities of our
former Japanese consumer fi nance
business. This business had been
a fi nancial drag on the Company, and
our exit is a positive for investors.
And, we announced a planned split-off
of our Retail Finance business in a
capital-effi cient process beginning in 2014. We have a solid franchise in the
private label credit card business, but
it is a step removed from GE Capital’s
strength of lending to industrial
middle-market companies. By 2015, we
expect fi nancial services should be
30% of our earnings.
GE Capital is a valuable middle-market
franchise that builds on GE strengths
and our domain expertise. We have
strong leadership franchises in areas
like equipment and inventory fi nance,
and a portion of our assets are around
GE’s installed base. This gives us
unique capability in aviation, energy
and healthcare. We link our Capital
customers to GE through a program
called “Access GE,” through which we
share our best practices to help them
run their businesses better. GE Capital
has never been stronger or safer,
and we are making substantial investments
to meet the standards expected
from a Federal Reserve regulated
fi nancial institution.
GE’s portfolio sets our potential.
We have completed substantial work
over the past decade. We have
repositioned GE Capital as a smaller
and safer specialty fi nance leader
with less leverage and more liquidity.
We have redeployed capital from
businesses outside the GE core — like
insurance and media — to platforms
that can leverage our strengths like
Oil & Gas and Life Sciences. We expect
this portfolio to deliver valuable growth
and trade at a premium in the future.
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Leading in Productivity
We are consistently innovating inside
GE. In an “effi ciency-starved” world,
our innovations are focused on
productivity. We are investing in three
initiatives that can deliver big gains in
productivity for our customers and GE.
We will lead as the industrial and
analytical worlds collide. We believe
that every industrial company will
become a software company; that
ultimately deep domain knowledge
is tougher to come by than writing
code. In this sense, GE seeks to link
the “iron and the data.” Our assets
have sensors that produce a customized
stream of performance data.
We can harness this data to optimize
performance. We know that smart
machines, guided by domain-based
analytics, in a distributed setting,
will drive new levels of productivity.
We call this the Industrial Internet.
Our customers want our assets to
operate with no unplanned downtime
and optimal performance. Small
improvements in asset performance
could impact $20 billion of benefi ts
for our customers. We are delivering
software and analytical solutions
that can take data from our installed
base and turn it into productive
outcomes for our customers. We call
our data solutions “Predictivity,” and
so far, we have launched 24 offerings
generating $800 million of incremental
revenue. We expect Predictivity revenues
to exceed $1 billion in 2014.
Our systems can analyze the performance
of individual engines in the
Aviation installed base; this allows us
to differentiate repairs, saving money
and time for our customers. Through
GE’s Healthcare Asset Management,
radiologists can keep “images in the
cloud.” This improves clinician productivity,
expands networks of care and
enhances diagnostic confi dence. For
our rail customers, one point of system
effi ciency is worth $2 billion of profi t
every year. In this market, GE delivers
a complete solution from dispatch
to network planning to train handling,
called RailConnect 360. We plan
to shift a substantial portion of our
repairs to “condition-based” versus
schedule-based; this will deliver
substantial savings to our customers.
We will lead in advanced manufacturing.
We spend about $72 billion
each year in our factories. Material
science and analytics are transforming
the way that our factories can
operate. Digital tools will make us
faster and more effi cient.
We are investing in high-performance
computing so that we can reduce
design cycle time. We are a leader
in advanced fabrication innovations
like 3D printing, to lower product
cost and drive speed. We have
digitized our supply chain to enable
collaboration. We are at the leading
edge of robotics and automation.
Our factories are smarter, more
distributed and reconfi gurable.
Advanced manufacturing will create
a meaningful impact for our investors.
Our Aviation business has a $125 billion
backlog of new products and
services. We are launching one new
engine each year for the rest of the
decade. In the past, we might have
outsourced 40% of these engines
to global suppliers; in the future, we
plan to manufacture more at GE,
capturing an increased portion of
supply chain value. Manufacturing is
the basis on which we will compete
and win in the future.
We will lead in the “age of gas.”
Energy is becoming the major driver
of regional competitiveness. Shale gas
in the U.S. is creating electricity costs
that are substantially below the rest of
the developed world. But the U.S.
is not alone; gas is being discovered
and developed around the world.
This is creating a “tipping point” for
fuel substitution. Gas is replacing coal
in power generation around the world
based on effi ciency and environmental
impact. Gas is replacing diesel for
distributed power and transportation.
China plans to increase gas power
generation by 10 gigawatts annually
to clean its environment. Because
of this trend, there are billions being
invested in gas exploration, transportation
and monetization to connect
gas supply with demand. GE can
participate in every step of the gas
value chain.
The new drivers of productivity
represent a trio of “only GE” applications.
We are the only company that is linking iron and data. We are
uniquely positioned to lead in
advanced manufacturing. And, we
can create the “total gas solution”
because we are a technical leader at
every step. We are investing to win.
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We Are Simplifying Everything We Do
To achieve our goals, we must simplify
GE. We compete across eight platforms
in 170 countries with multiple
regulators. Having lived through multiple
crisis events in the past decade, we attempted to manage volatility
through layers and reviewers. Like
many companies, we were guilty of
countering complexity with complexity:
more P&Ls, more inspectors,
multiple reviewers. Along the way, we
had created a higher-cost structure,
an artifi cial sense of risk management,
and we were insulating our people
from the heat of the market. If you
want to see where speed and accountability
go to die, watch the third review
of anything.
We are transforming GE around the
“culture of simplifi cation.” This is not
a reorganization or an initiative. Rather,
it defi nes the way we make decisions,
work together and work with our customers.
We are focused on effi ciency,
speed and market impact. We are
driving decisions closer to markets and
making our teams accountable for
outcomes, not process.
We are driving a leaner structure. In
administration, less is more. We have
learned that fewer layers, simpler rules
and more fi eld empowerment actually
improve execution and accountability.
Every decision should have no
more than two approvers: We should
empower the experts in the market,
reinforced by governance and best
practice sharing. In addition, we plan
to execute the majority of our administrative
processes through shared
services, with common standards
across our businesses. This will make
us more competitive. We expect to
reduce our administrative overhead
cost by $4 billion between 2012 and
2016. Ultimately, we will end up with
selling and administrative cost of 12%
of revenue; this is a world-class benchmark.
Our Power & Water business
is reducing its overhead by more than
20%, while increasing its number of
new products and growing share. Our
Healthcare business has eliminated
one-third of its P&Ls, while improving
customer responsiveness. We are
creating more value with lower cost.
All processes are faster. We have
combined the principles of Lean Six
Sigma with the culture of “The Lean
Startup,” from Silicon Valley, in a process
called FastWorks. It is based
on fast action, quick adjustments and
measured outcomes. FastWorks accelerates
impact, learning, improvement
and validation. Dual-fuel power generation
is an important product gap
for our Distributed Power business. Our
initial approach was an investment
of $350 million and seven years of
development. Using FastWorks, we
will be in the market in 2014, while
investing a fraction of the initial estimate.
FastWorks is catching fi re inside
GE across multiple processes, improving
speed and competitiveness.
We are increasing customer intensity.
We have reconfi gured all of our
commercial processes to work at
market speed. Our commercial teams
are empowered to lead, supported by
enabling functions that are measured
on market success. We have
increased the number of experts in
the fi eld to deliver for our customers.
Because we have invested in our
growth market framework, we can move commercial decisions closer to
the customer. In our Aviation services
business, 75% of the fl ow commercial
deals are approved in the regions
with quick turnaround. Our Company
is beginning to feel the market speed.
In a digital world, the major source of
scale advantage derives from a lean
backroom structure with a foundation
of information. GE will be a major benefi
ciary of cloud computing, simplifi ed
systems and mobility.
We will still make a few mistakes. But
the biggest risks at GE are the inability
to seize market opportunities,
layers that block reality and leaders
who are not personally accountable.
Simplification is making us
more competitive.
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We Are Delivering for Investors
Executing our initiatives will deliver
results for investors. We would like investors to view our fi nancial performance
as a multi-year plan with
substantial progress reached each
quarter and year. By 2016, we expect
to have 70% of GE’s earnings from
our industrial businesses. We expect
to have industrial margins and returns
exceeding 17%, at the top of our peers.
We expect GE Capital to generate good
returns while delivering cash to the
parent. We expect to generate more
than $90 billion of cash to allocate,
returning the majority of that to you in
dividends and buyback. And, we plan
to grow EPS each year.
We made progress in 2013. We earned
$24.5 billion of segment profi t, up 7%.
We grew operating EPS by 9% and
returned $18 billion to you through dividends
and share repurchase. We ran the
Company well, with margins expanding
by 60 basis points and $17 billion of cash
generation, excluding NBCUniversal
deal-related taxes. GE Capital fi nished
the year with Tier 1 capital above 11%
and $75 billion of liquidity.
Our industrial segment earnings grew
5%. Performance was broad-based
with four businesses growing earnings
10% or more: Aviation, Oil & Gas,
Transportation and Appliances &
Lighting. We ended the year with
$244 billion in backlog, a record.
GE Capital grew its earnings by 12%,
behind strong performance in Real
Estate and international lending and
leasing. We continued to shrink our
balance sheet; ending net investment
was $380 billion at year-end, down
more than 40% from our pre-crisis
peak. With a shrinking balance sheet
and massive fi nancial strength,
GE Capital was able to pay a $6 billion
dividend to the parent.
Our total shareholder return expanded
by 38% in 2013, ahead of the market.
We added $64 billion of market cap
and, at $282 billion, are the sixth most
valuable company in the world. At
year-end, we increased our dividend
by 16%.
In 2014, we have planned for our
industrial earnings to grow by more
than 10%. We expect organic revenue
growth between 4%–7%. The big
initiatives will fuel our success. Growth
market orders expanded by 11%
in 2013; this will translate into solid
revenue growth. Our service revenue
is $45 billion, and we expect solid revenue
growth in 2014. We are planning
for another year of substantial margin
enhancement, beyond the 15.7% we
achieved in 2013.
Margins have been an area of focus
for GE. A decade ago, during the
power bubble, we had artifi cially high
margins. This has now been reset, and
we have been making steady progress.
Through simplifi cation, we have
made substantial reductions in structural
cost. FastWorks is focused on
equipment margins, which will be up
substantially this year. We are restructuring
our lower-margin businesses
with a target of at least 10% margins
for them in the near term.
GE Capital’s earnings will decline in
2014 and 2015 as we exit Retail
Finance. However, we plan to grow
earnings in line with industrial growth
thereafter. Our specialty fi nance
franchises have strong positions with
mid-market customers. We can originate
new businesses at high margins.
We should have more than $90 billion
of cash to allocate over the next
three years, based on CFOA growth,
balance-sheet effi ciency, GE Capital
dividends, and dispositions. We plan
to return the majority of this cash
to investors. Growing the GE dividend
remains most important to the
majority of investors. We will reduce
our share count, aiming for a 10%
reduction between 2012 and 2015.
We will accelerate growth through
“bolt-on” acquisitions. Early in the year,
we announced the purchase of Thermo
Fisher’s bioprocess manufacturing
business in Healthcare, and Cameron’s
reciprocating compressor business
in Oil & Gas. Both fi t our model of
opportunistic purchases where GE
adds value through technology, global
distribution and supply chain scale.
Importantly, they allow us to complete
market solutions for our customers.
Our plans for 2014 and beyond should
be attractive to investors. You will see
steady EPS growth, with a more valuable
mix. We have substantial cash
available to create shareholder value.
I am investing right alongside of you.
I have invested my entire bonus in GE
stock and have purchased 145,000
shares so far this year. I now own 2
million shares outright, with another
2.8 million available if we perform. Like
the rest of our leaders, I believe in GE.
DELIVERING FOR INVESTORS
Jeffrey R. Immelt
Chairman of the Board
and Chief Executive Officer
February 27, 2014
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What is progress?
What defi nes progress? For GE, it means improving the way the world works.
We do this by leading in infrastructure; by combining industrial capabilities
with analytical smarts to launch products that optimize effi ciencies; and by
simplifying processes, enabling us to more quickly respond to market shifts
and to collaborate more closely. We defi ne progress as the ability to better
compete, innovate and perform. At GE, we are successful—not because we
are perfect—but because we make progress. This is a commitment we make
to our customers, employees, shareholders and the world.
“We want to be a company that is always getting better. A company that
understands where it fi ts in the markets and in society and appreciates its
responsibility to both.” —Jeffrey R. Immelt
CK方法：统战，拉帮结派打击异己，内功团结。Genghis Khan 制造矛盾，树敌
Lyndon Johnson：零售（Retail Selling），精通沟通（Communication）和权谋诈术
De Blasio：善于与人打交道，总能找到共同立场，做事深谋远虑。求同存异，Diplomacy
McNerney：Help others get better. Priest Seminary/政工/政委/Vujicic
GE 的 继承人选们
劳资关系：Give peace a chance
暗黑政治教材
Lyndon B. Johnson
御宅族的小规模文化创意产业
特立独行的“老干妈”
Scale of an Infrastructure Leader
GE builds, moves, powers and cures the world. We are the global leader in
infrastructure, developing and changing markets. For example, GE Aviation’s
portfolio of engine technologies is helping improve air travel for customers
in the Middle East. At the 2013 Dubai Air Show, GE and its partners, CFM
International (GE and Safran) and the Engine Alliance (GE and Pratt & Whitney),
won more than $40 billion (list price) in commitments for advanced, fueleffi
cient jet engines. We lead in infrastructure because our products are
essential to our customers’ operations — and to the economic vitality of
every country and region in which we operate.
Leading in Productivity
Productivity drives wealth creation for the world. Just a 1% change
in energy consumption and capital expenditures can create
billions of dollars of savings across industries. At GE, we win with
innovations that are focused on productivity. We’re creating
efficiencies for our customers and for our Company with the power
of the Industrial Internet, with advanced manufacturing techniques,
and by taking a leadership position in the age of natural gas.
Simpler Company
At GE, we think simpler is better. Simplification means quicker
execution and closer collaboration with customers. It’s a focus on
efficiency, speed and market impact. With fewer layers and more
field empowerment, we’re putting accountability where it matters.
We’re bringing new ideas to market at a faster pace. And we are
increasing customer intensity throughout the Company, so that all
of us—from commercial teams to enabling functions—are aligned
with market success.
DYNAMIC TOOLS
FOR FAST GROWTH
What happens when we combine a Silicon
Valley startup mindset with Lean Six Sigma?
The answer is FastWorks—a set of tools and
processes to develop new products quickly,
achieve better outcomes for our customers,
and drive quality and competitive advantage.
FastWorks was behind our co-creation with
Chevron and Los Alamos National Laboratory
of a new solution for fl ow metering in multiphase
oil wells. In less than a year, we went
from a problem statement to prototypes, and
we now have an alliance with Chevron to
commercialize the resulting product. Known
as the GE Safi re fl ow meter, it will extend the
benefi ts of better reservoir management to
the entire oil and gas industry.
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Management’s Discussion of Financial Responsibility
Summary of Operating Segments
We believe that great companies are built on a foundation of
reliable fi nancial information and compliance with the spirit and
letter of the law. For General Electric Company, that foundation
includes rigorous management oversight of, and an unyielding
dedication to, controllership. The fi nancial disclosures in this
report are one product of our commitment to high-quality
fi nancial reporting. In addition, we make every effort to adopt
appropriate accounting policies, we devote our full resources
to ensuring that those policies are applied properly and consistently
and we do our best to fairly present our fi nancial results in
a manner that is complete and understandable.
Members of our corporate leadership team review each of
our businesses routinely on matters that range from overall
strategy and fi nancial performance to staffi ng and compliance.
Our business leaders monitor fi nancial and operating systems,
enabling us to identify potential opportunities and concerns at
an early stage and positioning us to respond rapidly. Our Board
of Directors oversees management’s business conduct, and our
Audit Committee, which consists entirely of independent directors,
oversees our internal control over fi nancial reporting. We
continually examine our governance practices in an effort to
enhance investor trust and improve the Board’s overall effectiveness.
The Board and its committees annually conduct a
performance self-evaluation and recommend improvements. Our
lead director chaired three meetings of our independent directors
this year, helping us sharpen our full Board meetings to better
cover signifi cant topics. Compensation policies for our executives
are aligned with the long-term interests of GE investors.
We strive to maintain a dynamic system of internal controls
and procedures—including internal control over fi nancial
reporting—designed to ensure reliable fi nancial recordkeeping,
transparent fi nancial reporting and disclosure, and protection of
physical and intellectual property. We recruit, develop and retain
a world-class fi nancial team. Our internal audit function, including
members of our Corporate Audit Staff, conducts thousands
of fi nancial, compliance and process improvement audits each
year. Our Audit Committee oversees the scope and evaluates the
overall results of these audits, and members of that Committee
regularly attend GE Capital Board of Directors, Corporate Audit
Staff and Controllership Council meetings. Our global integrity
policies—“The Spirit & The Letter”—require compliance with law
and policy, and pertain to such vital issues as upholding fi nancial
integrity and avoiding confl icts of interest. These integrity
policies are available in 29 languages, and are provided to all of
our employees, holding each of them accountable for compliance.
Our strong compliance culture reinforces these efforts by
requiring employees to raise any compliance concerns and by
prohibiting retribution for doing so. To facilitate open and candid
communication, we have designated ombudspersons throughout
the Company to act as independent resources for reporting
integrity or compliance concerns. We hold our directors, consultants,
agents and independent contractors to the same
integrity standards.
We are keenly aware of the importance of full and open
presentation of our fi nancial position and operating results, and
rely for this purpose on our disclosure controls and procedures,
including our Disclosure Committee, which comprises senior
executives with detailed knowledge of our businesses and the
related needs of our investors. We ask this committee to review
our compliance with accounting and disclosure requirements,
to evaluate the fairness of our fi nancial and non-fi nancial disclosures,
and to report their fi ndings to us. We further ensure
strong disclosure by holding approximately 400 analyst and
investor meetings annually.
We welcome the strong oversight of our fi nancial reporting
activities by our independent registered public accounting
fi rm, KPMG LLP, engaged by and reporting directly to the Audit
Committee. U.S. legislation requires management to report
on internal control over fi nancial reporting and for auditors to
render an opinion on such controls. Our report follows and the
KPMG LLP report for 2013 appears on the following page.
Management’s Annual Report on Internal Control
Over Financial Reporting
Management is responsible for establishing and maintaining
adequate internal control over fi nancial reporting for the
Company. With our participation, an evaluation of the effectiveness
of our internal control over fi nancial reporting was
conducted as of December 31, 2013, based on the framework and
criteria established in Internal Control—Integrated Framework
issued by the Committee of Sponsoring Organizations of the
Treadway Commission in 1992.
Based on this evaluation, our management has concluded
that our internal control over fi nancial reporting was effective as
of December 31, 2013.
Our independent registered public accounting firm has issued
an audit report on our internal control over financial reporting.
Their report follows.
JEFFREY R. IMMELT
JEFFREY S. BORNSTEIN
February 27, 2014
GE 的 继承人选们
劳资关系：Give peace a chance
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巴黎航展
航展名称：第50届巴黎-布尔歇国际航空航天展览会（巴黎航展）
展览时间：2013年6月17-23日
展览地点：法国巴黎附近的布尔歇机场
航展内容：军机、民机、武器系统、航空装备及周边产品
展览规模：云集来自40多个国家的2213家参展商，130架飞行器亮相，吸引超过35万名专业人士和普通观众
展会介绍：巴黎航展创办于1909年，由法国航空航天工业协会主办，每两年举办一次，是世界上历史最悠久，规模最大、最具影响的航展。
新华网巴黎6月23日电 （记者 李明）第50届巴黎-布尔歇国际航空航天展览会（巴黎航展）23日在巴黎北部郊区的布尔歇机场落幕。回顾此次航展，民用宽体客机、无人驾驶飞机和俄罗斯军机吸引眼球，惹人关注。
宽体客机：空客波音争霸
上一届巴黎航展，民用客机的主角是欧洲制造商空中客车（空客）公司推出的环保节能型单通道飞机A320neo。今年巴黎航展，中远程宽体客机成为主角，空客及其竞争对手波音为此使尽浑身解数。
目前，波音在中远程宽体客机市场方面略占上风，787“梦想客机”2011年9月投入使用，已获900多架订单；第二款机型787－9预计今年晚些时候首飞。今年巴黎航展，波音搬来卡塔尔和印度航空公司各一架787实体客机，或作静态展示，或作飞行表演。此外，波音还宣布正式启动787－10项目，计划于2018年推出第三款机型787－10X，目的是保持领先优势。
面对波音咄咄逼人的气势，空客毫不示弱。本届巴黎航展开幕前三天，空客新研制的A350XWB在法国图卢兹首飞成功，这架飞机随后飞临巴黎上空，公开亮相。虽然A350XWB实体飞机无法与公众进行零距离接触，但仍然博得眼球，成为本届航展的一个亮点。
在订单方面，空客A350XWB在本届航展上获得69架订单，价值214亿美元。而波音收获102架787－10和13架777－300ER订单，价值343亿美元。不过，空客表示，A350XWB市场潜力巨大，在过去五年中所获订单数与波音787在同期所获订单数的比例为2比1。
分析人士指出，在中远程航线上，航空公司需要在不增加航班次数的情况下，通过运送更多旅客来满足不断增长的市场需求。这一市场的需求和盈利空间均较大，空客和波音作为全球具备生产这一类型客机的两家制造商，将保持比较激烈的竞争。
2013 PERFORMANCE
GE Scorecard
787全球供应链
波音空客销售对比
表6 德国贸易差额主要来源
表6 美国贸易差额主要来源
马航MH370航班：波音777-200
波音777飞机是一种远程飞机，于20世纪90年代首次进入服务业领域。自2004年以来的统计表明，波音777型飞机致命事故发生次数较少，而马来西亚航空公司也不在近年事故多发的航空公司行列。MH370航班的239个生命，背后是许多期待亲人归来的家庭。
波音777是一款由美国波音公司制造的长程双引擎广体客机，为世界首架无图纸、无模型、用电子计算机设计的新型双发动机客机。MH370次航班所用波音777-200型客机最大油箱117340升，最大起飞总重230吨，最大航程9520公里，动力装置为两台涡扇发动机。
此次马航MH370航班涉及的客机机型为波音777-200，这个机型从既往飞行数据来看，安全性是相当高的。
据BBC报道，波音777在韩亚空难之前近20年内都没出现过致命事故。
除了2013年韩亚空难以外，波音777-200出过最严重的一次事故是2008年1月，在英国航空一架从北京发往伦敦的航班上，管道供热的燃气交换器出了事故，管道出现结冰现象，从而导致燃油流量下降，发动机动力减小，最终几乎两个发动机都失去了动力，但飞机最终迫降成功。从技术角度来看，迫降成功可以证明这个机型的飞机性能是非常好的。
京华时报记者张晓鸽
波音777近年飞行事故
2004年8月24日
新加坡航空一架波音777-300起飞时一个引擎爆炸。
2005年8月1日
马来西亚航空一架波音777-200航班飞行期间失速，机组人员驾机紧急迫降，无人伤亡。
2008年1月17日
英国航空一架波音777航班在伦敦希思罗机场降落时发动机失去动力，飞机滑出跑道，无人伤亡。
2011年7月29日
埃及航空一架波音777-200在开罗国际机场准备起飞时驾驶舱失火，机上人员全数逃生。
2011年11月3日
新加坡航空一架波音777航班在降落时主起落架多轮爆胎，险些造成仰翻，200多名乘客紧急逃生。
2013年7月6日
韩亚航空一架波音777航班在旧金山国际机场降落时发生事故并起火，造成3名中国人遇难。
无人飞机：各国竞相发展
本届巴黎航展，无人驾驶飞机引起各方关注，特别是欧洲六国研发的“神经元”无人驾驶战斗机首次在航展上亮相，以及中国航空工业集团公司（中航工业）展示的“翼龙”多功能无人机实体机。
目前，世界上有30多个国家在从事无人机的研究和生产，已有50多个国家使用无人机。其中，美国、以色列、俄罗斯三国在这一领域处于领先地位，并展开激烈竞争。欧洲国家不愿过多依赖美国技术，从2003年开始启动“神经元”项目，联合研发无人驾驶战斗机。法国希望无人机能够在2030年装备空军。
在法国、意大利、西班牙、瑞士、瑞典和希腊六个欧洲国家共同努力下，“神经元”无人驾驶战斗机2012年12月初完成首飞，并以实体机在巴黎航展上进行静态展示。有媒体称，这款无人机具有可探测性雷达的特征，能够自动飞行并获取攻击目标。分析人士指出，“神经元”无人机未必具有如此高的人工智能，但试飞成功和实体机展示，表明欧洲国家决心发展自己的无人驾驶战斗机。
中航工业研发的“翼龙”无人机在2007年10月完成首飞，今年首度以实体机在巴黎航展上作展示。中航工业负责人表示，该公司非常重视发展无人机产业，近年来投入大量研发力量开发无人机产品，并推出多种产品。“翼龙”无人机总体性能已经达到了国际上同类型无人机的先进水平。“无人机需求非常大，这个产业也刚刚起步，世界各国都想掌握最先进的技术，我们希望展现中国航空工业的实力，”这位负责人说。
军用战机：俄罗斯重装回归
受美国政府削减财政支出影响，美国空军今年缺席巴黎航展。而逐渐恢复元气的俄罗斯军事航空工业则重装回归，带来了苏－35战斗机、雅克130军事教练机和卡－52武装直升机等产品。
俄罗斯军用战机中最引人注目的是苏－35战斗机和卡－52武装直升机。苏－35战斗机以出色的机动性，在飞行表演中完成各种特技，让现场观众赞不绝口。卡－52武装直升机由俄罗斯卡莫夫设计局研发，采用同轴反转双旋翼、无尾桨的经典设计。该机首次以实体机参加巴黎航展，并携外挂进行飞行表演，也受到现场观众热捧。
俄罗斯航空工业历来是世界航空工业中一支重要力量。苏联鼎盛时期建立起强大的航空工业体系，能够研制、试验、生产几乎所有类型的现代航空装备。但苏联解体后，航空工业深受重创。近年来，俄罗斯航空工业进行了国有化整合，逐渐恢复元气。
分析人士指出，俄罗斯正在努力重返世界航空制造业的第一集团行列。目前，该国仍在军事航空领域保持较高的研发和生产水平，但民用航空工业由于伤筋动骨，恢复昔日水平还需要时间。
GE 2013 PERFORMANCE
GE Scorecard
THE GE WORKS EQUATION
DELIVERING FOR INVESTORS
Summary of Operating Segments
【俄罗斯之声电台网站6月22日报道】题：俄罗斯征服了布尔歇（记者 纳塔利娅·科瓦连科）
俄罗斯飞机的航空展演征服了布尔歇。雅克-130教练机、卡-52“短吻鳄”武装直升机、苏-35战斗机均首次向外国公众亮相，震撼了专家和观众。
在布尔歇机场举行的第50届巴黎航展上，俄罗斯派出了近年来最强大的参展阵容。俄方共有46家公司参展，苏霍伊、米格、伊尔、伊尔库特、安泰、俄罗斯国防产品出口公司等著名军工厂商悉数到场。在展厅、露天展场和航空表演过程中，观众得以目睹俄罗斯航空工业的最新成就。
此次航展上，苏-35首次在国外进行飞行表演。苏-35是当今世界上最强悍的第四代战机，配备30毫米口径机炮，雷达最大搜索范围超过400公里，在不进行空中加油的情况下航程可达3500公里以上。强大的发动机使其可以完成各种超高难度动作，包括横滚、平面螺旋、“普加乔夫眼镜蛇”等特技。它还有独一无二的绝活——“摊煎饼”：在水平方向不减速的情况下突然进行360度调头飞行。西方媒体惊呼：“这不是飞机，简直就是UFO。”
联合飞机制造公司总裁米哈伊尔·波戈相院士对苏-35的此次亮相非常满意。他说：“苏-35超出所有第四代机型，其性能不仅体现于卓越的空气动力学工艺水平上，还体现在独特的机载设备和攻击能力方面。这还不是我们的最新成果，因为我们还在同时研制第五代战机。这两种机型未来可实现互补，提升俄罗斯和使用俄制武器国家的空军战力。”
据悉，本次巴黎航展期间已达成约100架苏-35出口协议。
卡-52“短吻鳄”直升机是此次航展的另一个新面孔。这是一种全天候侦察攻击直升机，可摧毁任何地面目标和空中低速目标。俄公司已收到卡-52的首批正式询价函，尽管竞争对手在航展表演时大耍花招：当卡-52已经启动发动机准备升空时，表演突然被取消，取而代之的是德法联合研制的“虎”式直升机表演。等轮到卡-52表演时，观众已散去大半。
中型干线客机MS-21也引起了业内人士的关注，这种客机将在市场上与波音和空客一争高下。MS-21是“21世纪干线飞机”的缩写，专家认为其出口前景相当乐观。
除飞行表演外，俄方专业人士还在此次航展上向外国客户展示了当今俄罗斯国内最新航空航天技术设备。
俄罗斯特技飞行研究中心总设计师、功勋试飞员阿纳托利·科沃丘尔表示，俄罗斯公司借本次航展提升了俄航空工业的形象。他说：“任何一次展览都是为了争夺市场。此外，这也是各大国科研、技术和生产水平的一次展示，俄罗斯理应向世界证明，它仍然是航空工业大国之一。如果说在1989年我们只是与美法两个国家竞争的话，那么今天我们还要和中国、巴西同台竞技。”
初步统计显示，俄罗斯公司此次在布尔歇的签约金额高达26亿美元。共有来自44个国家的2000多家公司在本次航展上展示了自己的军用和民用航空航天设备。
（《参考消息》2013年6月24日 星期一 6版：军事瞭望）
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Matthew Wieciech
Full Stack Engineer | Content Manager
Full Stack Web Developer with wide-ranging experience in enterprise level website content management. Expert in HTML, CSS and responsive web design. Advancing skills in Javascript, jQuery, mySQL, MongoDB, Node.js and AWS. Dedicated to making clean web applications from the ground up with a strong focus on mobile-first and responsive designs based on years of experience with web content management.
Projects
Book Collection
Application to create a unique account and manage books to read and a reading list. Built using Express, Passport, Sequelize, mySQL, and Node.js
Esports Tournament Tracker
Track tournament stats and find the most popular twitch streams for their favorite esports. Built with Jquery, PandaScore esports data API and Twitch API. Bulma CSS framework for design.
README Generator
Back-end node.js application to generate a professional README file from prompts on the command line.
Full Stack MVC List Maker
A full stack application that allows a user to create an item, in this case a burger, which is added to a list on the front end via express handlebars, then also added to a mysql database. The user than can choose to devour the burger, which will transfer the burger to the devoured list, and also update its status in the database. Built with an MVC design.
Harry Potter Trivia
A timed trivia game that is Harry Potter themed! Answer 10 questions before the 60 second timer runs out. Keeps an updated scoreboard in local storage. Built with vanilla Javascript.
Day Planner
Keep track of your day by the hour. Input events and items so you don't forget to complete them throughout your day. Built with Javascript and Moment.js.
Experience
Total Wine & More | Web Content Coordinator | 1.5 Years
Under Armour | Senior Web Content Manager | 4 Years
Celerity IT | Web Content Manager | Portal Administrator | 1.5 Years
Education
Virginia Tech | BA Economics | 2013
George Washington University | Full Stack Web Development Boot Camp | 2020


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