A BP spokesman told The Associateda world in a grain of sand Press an oil containment box known as a "top hat" was being brought to the site and undersea robots would position it over the gusher by Thursday. The new device is much smaller than one that failed ovr the weekend.
Ramifications from the environmental crisis spilled over into landmark climate change and energy legislation that is coming out Wednesday.Hold infinity
The bill from Sens. John Kerry and Joe Lieberman proposes letting coastal states veto drilling projects off the shores of neighboring states if they can show the potential for harm.The impact is being felt in the realm of regulation, Make youself a better persontoo. Interior Secretary Ken Salazar proposed splitting his department's Minerals Management Service in two to make safety enforcement independent of the service's Whatever happens,happens for a reasonother main function — collecting billions in royalties from the drilling industry.Senators sought assurances that BP PLC will pay what couldthe gateway to a world amount to billions of dollars in economic and environmental damages. McKay repeatedly said his company would pay for cleanup costs and all "legitimate" claims for damages, and not try to limit itself to an existing federal limit of $75 million on such damages.BP was the exploratory well's owner and overall operator, Transocean the rig's owner and Halliburton a subcontractor that was encasing the well pipe in cement before plugging it in anticipation of future production.
The explosion is thought to have begun with a surge of methane gas from deep within the well, and while the cause is still under early investigation, the testimony Tuesday provided some insight into what might have been involved.Republican Sen. Jeff Sessions of Alabama grew frustrated grilling the executives on why engineers replaced a heavy "mud" compound in the well with much lighter sea water — thereby reducing downward pressure on the oil — when they were temporarily capping the site for future exploitation. He quoted an oil rig worker saying, "That's when the well came at us, basically.""I'm not familiar with the individual procedure on that well," BP's McKay said.
Steven Newman, Transocean's president and CEO, and Halliburton executive Tim Probert repeatedly told Sessions they did not know how often sea water instead of the compound was used to seal Gulf wells. "Well, you do this business, do you not?" the senator demanded. "You're under oath. I'm just asking you a simple question." New Jersey Democrat Frank Lautenberg remarked in the day's other hearing: "The conclusion that I draw is that nobody assumes the responsibility." McKay said that a key piece of safety equipment, the aptly named blowout preventer, had failed to work and made it clear it was owned by Transocean. "That was the fail safe in case of an accident," said McKay.
But Transocean's Newman said offshore production projects "begin and end with the operator, in this case BP" and that his company's drilling job was completed three days before the explosion and there's "no reason to believe" the blowout protector mechanics failed.
And Newman wanted senators to know Halliburton was in the process of pouring cementnto the pipe to plug it but the final well cap had not yet been put in place. alliburton's Probert said his company followed BP's drilling plan, federal regulations and industry practiceshttp://www.vp.donetsk.ua/forum
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Sunday, May 16, 2010
Execs grilled on oil spill 'cascade of failures'
WASHINGTON – Congress called something insideBP and its drilling partners to account Tuesday for a "cascade of failures" behind the spreading Gulf oil spill, zeroing in on a crucial chain of events at the deep-sea wellhead just before an explosion consumed the rig and set off the catastrophic rupture.
In back-to-back Senate inquiries, lawmakers chastised executives of the three companies at the heart of the massive spill overno good thing ever dies
attempts to shift the blame to each other. And they were asked to explain why better preparations had not been made to head off the accident.
"Let me be really clear," Lamar McKay, chairman of BP America, told the hearing. "Liability, blame, fault — put it over here." He said: "Just have a little faithOur obligation is to deal with the spill, clean it up and make sure the impacts of that spill are compensated, and we're going to do that."
By "over here," McKay meant the witness table at which BP, Transocean and Halliburton executives sat shoulder to shoulder. And despite his acknowledgment of responsibility, each company defended its own operations What do you want from the future? and raised questions about its partners in the project gone awry.
Lawmakers compared the calamity to some of history's most notorious mishaps from sea to space in the first congressional inquiry into thea plan to make all of this right April 20 explosion and so-far unstoppable spill. In the crowded hearing room, eight young activists sat in quiet protest, with black T-shirts saying, "Energy Shouldn't Cost Lives." Several wore black painted spots near their eyes to symbolize tear drops made from oil.
Said Sen. Jeff Bingaman, D-N.M., chairman of the Energy and Natural Resources Committee, "If this is like other catastrophic failures of technological systems in modern history, whether it was the sinking of the Titanic, Three Mile Island, or the loss of the Challenger, we will likely discover that there was a cascade of failures and technical and human and regulatory errors."The corporate finger pointing prompted an admonishment from Republican Sen. Lisa Murkowski of il-rich Alaska that "we are all in this together" in trying to shut off the oil and find a safer way to exploit vital energy."This accident has reminded us of a cold reality, that the production of energy will never be without risk or environmental consequence," she said. Still, she said, "there will be no excuse" if operators are found to have violated the law.
Failure to plug the leak was intensifying impatience, from the contaminated Gulf waters to the White House.
"The president is frustrated with everything, the president is frustrated with everybody, in the sense that we still have an oil leak," said spokesman Robert Gibbs. "That includes us, that includes everybody that's involved with this."http://ausfish.com.au/vforum
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In back-to-back Senate inquiries, lawmakers chastised executives of the three companies at the heart of the massive spill overno good thing ever dies
attempts to shift the blame to each other. And they were asked to explain why better preparations had not been made to head off the accident.
"Let me be really clear," Lamar McKay, chairman of BP America, told the hearing. "Liability, blame, fault — put it over here." He said: "Just have a little faithOur obligation is to deal with the spill, clean it up and make sure the impacts of that spill are compensated, and we're going to do that."
By "over here," McKay meant the witness table at which BP, Transocean and Halliburton executives sat shoulder to shoulder. And despite his acknowledgment of responsibility, each company defended its own operations What do you want from the future? and raised questions about its partners in the project gone awry.
Lawmakers compared the calamity to some of history's most notorious mishaps from sea to space in the first congressional inquiry into thea plan to make all of this right April 20 explosion and so-far unstoppable spill. In the crowded hearing room, eight young activists sat in quiet protest, with black T-shirts saying, "Energy Shouldn't Cost Lives." Several wore black painted spots near their eyes to symbolize tear drops made from oil.
Said Sen. Jeff Bingaman, D-N.M., chairman of the Energy and Natural Resources Committee, "If this is like other catastrophic failures of technological systems in modern history, whether it was the sinking of the Titanic, Three Mile Island, or the loss of the Challenger, we will likely discover that there was a cascade of failures and technical and human and regulatory errors."The corporate finger pointing prompted an admonishment from Republican Sen. Lisa Murkowski of il-rich Alaska that "we are all in this together" in trying to shut off the oil and find a safer way to exploit vital energy."This accident has reminded us of a cold reality, that the production of energy will never be without risk or environmental consequence," she said. Still, she said, "there will be no excuse" if operators are found to have violated the law.
Failure to plug the leak was intensifying impatience, from the contaminated Gulf waters to the White House.
"The president is frustrated with everything, the president is frustrated with everybody, in the sense that we still have an oil leak," said spokesman Robert Gibbs. "That includes us, that includes everybody that's involved with this."http://ausfish.com.au/vforum
http://www.lacomunidadvirtual.com
http://www.bigfishing.ru/board
http://www.finditireland.com/forum
http://www.aljobran.net
Achievements
July, 2005-Feb, 2008 STMicroelectronicsralph lauren polo shirts Customer Service for key account( Changhong/ Huawei)Customer service (Key ctms on hand-Huawei, Alcaltel, Sonyerisson and so on)ain responsibilities:1, Manage and lead Customer Program (VMI, JIT and so on) negotiation and implementation with internal and external customers, achieve Service Program performance2, Drive European Cheap Lacoste Polo ShirtsBusinessCheap Lacoste Polo Shirts Unit and Asia Pacific factory to secure supply support to key chi hair straighteneraccounts, especially when ‘allocation’ happens3, Understand overall manufacturing strategy, supply bottlenecks and their impact on customers, own supply escalations, resolution and communication4, Understand and recommend service options based on customer/ST strategy 5，Improve order coverage to RFP andchi hair straightener order entry to lead time6，Ensure compliance to SOP, PA, SOX, customer audits
7, Address customer scorecards and metrics8, Develop and own service strategy for customers9, Understand customer’s supply chain and identify continuous improvement opportunities10, Represent ST Supply Chain Operations in customer meetings and internal meetings
11, Collaborate with different teams, such as sales, marketing, plant, product division and logistics teams12, Manage customer satisfaction improvement program to strengthen customer loyalty13, Plan and control inventory of customer program, settle the liability issues of aging stock.
14, Drive forecast accuracy, forecast collaboration and influence Sales Demand Signals15, QuotationEventCoordinate and organize important shows, such as global sales convention, CHINA CENTRAL BROADCAST NETWORK event 1. Identify potential new sources of supply or new technologies within market/industry for soft goods and materials.2. Awareness of market forces (i.e. regulations, demand situation, politics)
3. Work with suppliers and customers on new product development. Create timetable for:a) Sampling, pilot and production run,b) Validate sample run with customer quality department,c) Work with customers to identify technical /quality issues,4. Participate in supplier evaluation and audit5. Develop and maintain vendor capability & capacity matrix by product line6. Work closely with vendors to maintai a report on:a) Technical issues/concerns that are identified, b) Employ statistical techniques such as trend analysis to be proactive in problem solving,c) Identify opportunities for improvement of manufacturing process in cooperation with vendors,7. Responsible for ensuring that all products conform to order, drawing and specification requirements.8. Work with suppliers and USA staffs to develop and implement inspection protocol from sampling to productionhttp://www.starcraft2forum.org/forums
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7, Address customer scorecards and metrics8, Develop and own service strategy for customers9, Understand customer’s supply chain and identify continuous improvement opportunities10, Represent ST Supply Chain Operations in customer meetings and internal meetings
11, Collaborate with different teams, such as sales, marketing, plant, product division and logistics teams12, Manage customer satisfaction improvement program to strengthen customer loyalty13, Plan and control inventory of customer program, settle the liability issues of aging stock.
14, Drive forecast accuracy, forecast collaboration and influence Sales Demand Signals15, QuotationEventCoordinate and organize important shows, such as global sales convention, CHINA CENTRAL BROADCAST NETWORK event 1. Identify potential new sources of supply or new technologies within market/industry for soft goods and materials.2. Awareness of market forces (i.e. regulations, demand situation, politics)
3. Work with suppliers and customers on new product development. Create timetable for:a) Sampling, pilot and production run,b) Validate sample run with customer quality department,c) Work with customers to identify technical /quality issues,4. Participate in supplier evaluation and audit5. Develop and maintain vendor capability & capacity matrix by product line6. Work closely with vendors to maintai a report on:a) Technical issues/concerns that are identified, b) Employ statistical techniques such as trend analysis to be proactive in problem solving,c) Identify opportunities for improvement of manufacturing process in cooperation with vendors,7. Responsible for ensuring that all products conform to order, drawing and specification requirements.8. Work with suppliers and USA staffs to develop and implement inspection protocol from sampling to productionhttp://www.starcraft2forum.org/forums
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Responsibilities and Achievements
Feb, 2008-----Today NXP Semiconductorcheap nike shoescheap nike shoes (Philips) Account service mgr & Customer forecast mgr for global key account（Huawei/ TCL/ SKYWORTH/ KONKA）1. Develop and maintain a professionalcheap womens nike shoescheap womens nike shoes
and positive working relationship with key chi hair straightenerchi hair straightener
customer contacts 2. Ensure the competitiveness of the NXP service offering through active benchmarking and adopting best practices3. Establish and maintain regular dialogue with key partners within Account teams, Business Lines and Support Teams ensuring that relevant customer information with regards to business fulfillment and service is shared and acted upon4. Perform regular forecast and business opportunities reviews with key customers to discuss, review and agree global forecast and align with Demand Managers5. Aid Business Planning for Key Account teams, do consolidated review and check consistency.6. Monitor the sales expectations as a result of forecasting compared to AOP and initiate corrective actions 7. Monitor the OEM sales fulfilled through EMS/Disti channels compared to forecast and initiate corrective actions8. Create, champion & coordinate the execution of competitive Account Service Roadmaps for Global Key Accounts and identify new Service opportunities / needs, balancing the risks and interests of NXP.9. Drive Vendor Rating process into Key Accounts for Business Fulfillment10. Escalation management; takes lead when pressures / disputes arise with Customers for structural global Business Fulfillment issues 11. Collaborate with Supply Chain Management for global improvements12. Assist Key Account Managers for Customer relationship management w.r.t. Business Fulfillment 13. Support for Global Account Pricing negotiations 14. Provide supply chain solution to balance the gap between customer requirement and the current company customer program, such as the promotion of 3-tier buffer program raised by Huawei15. Lead key account customer service representative team to improve order fulfillment performance(including workload allocation, benchmark standardization)6. Plan and control inventory, especially for the buffer stock of customer program.17. Manage escalation of supply issues, and work with PL directly.18. Take lead for special supply shortage, such as ‘allocation’ for hot product, to secure key accounts.19. Offer insight of supply chain program opportunity（VMI, Consignment, JIT, RLT） to key accounts to shorten lead time and minimize supply shortage issues, ultimately get more market share for business20. Participate monthly sales review meeting and quarterly DI-DW(design-in and design-win) review with product line together21. Audit the buffer stock or backlog with distributors biweeklyhttp://www.nbatrky.com
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and positive working relationship with key chi hair straightenerchi hair straightener
customer contacts 2. Ensure the competitiveness of the NXP service offering through active benchmarking and adopting best practices3. Establish and maintain regular dialogue with key partners within Account teams, Business Lines and Support Teams ensuring that relevant customer information with regards to business fulfillment and service is shared and acted upon4. Perform regular forecast and business opportunities reviews with key customers to discuss, review and agree global forecast and align with Demand Managers5. Aid Business Planning for Key Account teams, do consolidated review and check consistency.6. Monitor the sales expectations as a result of forecasting compared to AOP and initiate corrective actions 7. Monitor the OEM sales fulfilled through EMS/Disti channels compared to forecast and initiate corrective actions8. Create, champion & coordinate the execution of competitive Account Service Roadmaps for Global Key Accounts and identify new Service opportunities / needs, balancing the risks and interests of NXP.9. Drive Vendor Rating process into Key Accounts for Business Fulfillment10. Escalation management; takes lead when pressures / disputes arise with Customers for structural global Business Fulfillment issues 11. Collaborate with Supply Chain Management for global improvements12. Assist Key Account Managers for Customer relationship management w.r.t. Business Fulfillment 13. Support for Global Account Pricing negotiations 14. Provide supply chain solution to balance the gap between customer requirement and the current company customer program, such as the promotion of 3-tier buffer program raised by Huawei15. Lead key account customer service representative team to improve order fulfillment performance(including workload allocation, benchmark standardization)6. Plan and control inventory, especially for the buffer stock of customer program.17. Manage escalation of supply issues, and work with PL directly.18. Take lead for special supply shortage, such as ‘allocation’ for hot product, to secure key accounts.19. Offer insight of supply chain program opportunity（VMI, Consignment, JIT, RLT） to key accounts to shorten lead time and minimize supply shortage issues, ultimately get more market share for business20. Participate monthly sales review meeting and quarterly DI-DW(design-in and design-win) review with product line together21. Audit the buffer stock or backlog with distributors biweeklyhttp://www.nbatrky.com
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