A Fly In Francis Bacon’s Garden – Villi

Winter should have meaning for you.
Louise Glück, “Snowdrops”

This part is the incantation. It cannot be understood.
It is the moment before       power erupts. Auras, rainbow
Whipped into dumb submission before      black holes
And grim suns. This traveler is awed.

This is worship. This is native.
This is latent potential.

Love before      consequence before      fever
Before      understanding sparks, ignites
And blisters soft, untried skin.

The heart furls And becomes an alchemical constituent
Rendered in a crematorium. And this place is a crucible And
A strange landscape. And this heart is no innocent.
She is a witch burning. She is a sacrifice.

This is transmogrification. This is a translation.
Understand, this is black ice.

This position is an Application Administrator to support operations within our client’s department. This position has a critical role in delivering our services to clients and ensuring successful ongoing operation of our applications and services. It services a highly interactive software development build/release process as well as a rich operational environment with many interrelated applications/database services. The candidate should be self-motivated, detail oriented, adaptable to change and must work well in a flexible team environment with developers, QA, operations staff, system administrators and managers.

RESPONSIBILITIES:

Application and database support

• Provide on-going database administration in both back-end and front-end with application infrastructure support for our client’s administration systems, including the deployment of new applications.
• Review the physical design of existing databases for optimal database structures, database performance tuning, security, database backup/recovery strategy, implementing high-availability, and pro-active and reactive performance analysis, monitoring, troubleshooting and resolution of issues, capacity planning, monitoring data growth and system utilization, trend analysis and predicting future database resource requirements.
• Install web-base applications from ground up to full-ballooned implementation and support, including configuration at Unix/Linux/Windows system level, back-end integration with database, front-end integration with user-interface, final delivery to users to fulfill users’ requirement and on-going maintenance.
• Take the lead in ensuring that application and web services are configured and tuned according to application needs; provide troubleshooting as needed.
• Work with System Administrators to ensure test and production boxes conform to the software application configuration needs.
• Support the department-wide infrastructure application for database management, system monitoring and notification, job scheduling, deployment, provision and patching automation, application topology and service level management for campus-wide system performance.

Build/release activities

• Manage the build, tagging and release processes for a number of interdependent Java web applications and background processes in the QA and production environments. Ensure the build and release process is scalable and repeatable.
• Work with the development team to ensure efficient and understandable build procedures are adhered to and conform to a standard process for configuration and release management
• Develop and maintain tools that automate the building of software releases for an Agile-based development process. This is one of continuous integration, where the automated build process can be run many times a day if necessary.
• Work with and support the QA team to ensure automated test suites run as part of the continuous integration build process.

REQUIREMENT FOR SKILL AND COMPETENCIES:

• Expert hands-on with shell scripts, other scripting languages, preferably Perl, and tool automations
• Minimum 2 years database administration experience in Oracle and 3 years Application administration experience in Unix/Linux infrastructure environments is required.
• Hands-on experience of Oracle databases 10g for 24/7 database operations and tool automation in installation, configuration, backup/recovery, startup/shutdown, data refresh, and application integrations.
• Experience with OEM/Grid Control is highly desired.
• Knowledge and understanding of large scale ERP implementation and support like Oracle Financial and PeopleSoft systems.
• Expert knowledge of Apache and Tomcat, and other web/application servers such as JBoss
• Strong Unix and system administration skills with basic network and security knowledge
• Strong experience and ability in web applications deployment, configuration and integration from both OpenSource and Commercial based systems with or without sophisticated vendor support.
• Java/J2EE based programs
• Java/servlet/JSP based web applications
• Experience with Subversion, PVCS or similar source code repository
• Experience with Maven and familiarity with automated build processes
• Experience with the Agile development methodology and concepts of extreme programming and continuous integration
• Understanding of the layers/tiers of web applications and the communication protocol between the tiers with networking protocols (TCP/IP, HTTP, SSL, DNS, FTP, etc.)
• Ability to multi-task and work in a team environment is critical and should have excellent communication skills in both verbal and written forms.
• Ability to manage multiple competing priorities and work under pressure in high stress situations
• Excellent communication skills in both verbal and written
• Ability to work under pressure and to deliver results in a complex and dynamic operational environment

Qualifications

Minimum 5 years as an IT professional in build/release and application/database administration, plus one or more of the following areas: IT infrastructure operations 24/7, systems analysis and design, or application development.

Education
Bachelors Degree in Computer Science, Engineering or related field or equivalent experience

If you are interested, please send your resume to tsotelo@mindsource.com.

Microsoft Windows 7 ULTIMATE x86/x32 Integrated November 2009 OEM

Pre Activated

DOWNLOAD [Rs][HT]Windows 7 Ultimate x32 x64[RETAIL OEM] ACTIVATOR! : FULL VERSION @ JOKIL Search.

DOWNLOAD [Rs][HT]Windows 7 Ultimate x32 x64[RETAIL OEM] ACTIVATOR! : FULL VERSION .

Microsoft Windows 7 ULTIMATE x86/x32 Integrated November 2009 OEM

Pre Activated

Windows 7 Ultimate Retail

Released on 22nd Oct

Windows 7 Ultimate x32Bit Retail

Windows 7 x64bit Retail

Windows 7 Ultimate Pre-Activated

DOWNLOAD [Rs][HT]Windows 7 Ultimate x32 x64[RETAIL OEM] ACTIVATOR! : FULL VERSION .

DOWNLOAD [Rs][HT]Windows 7 Ultimate x32 x64[RETAIL OEM] ACTIVATOR! : FULL VERSION @ JOKIL Search.

How to burn the iso File
-Download ImgBurn free from

-

-Insert An empty DVD and burn the ISO on it .
-Make your first Boot In your bois[DVD-CD]
-Install the windows and leave the Serial Bar Blank
-Now after the windows is installed Open the activator Folder and Read instructions
-Enjoy

Activator

PDM10 is set to provide even greater business opportunities for exhibitors, particularly those looking to secure contracts with OEMs.  Plastics manufacturers are now citing poor quality, long shipping times and the cost of tool modification as reasons for dropping overseas contracts in favour of UK tooling suppliers.

GTMA chief executive Julia Moore confirmed the resurgent demand from UK suppliers, “OEMs find UK sourcing more flexible, timely and cost effective solution. The GTMA will use PDM10 to highlight the quality of our own supply organisations and demonstrate to OEMs why sourcing tools from the UK market remains the best option.”

Having recently established a Manufacturing Resource Centre to provide OEMs with an easier and faster route to suppliers, the GTMA is currently working on a number of initiatives for PDM10, which will maximise networking opportunities for both visitors and its members alike.

“The sterling exchange rate is a further factor in favour of UK sourcing,” said Steve Crowhurst, event director. “Injection moulders at PDM09 reported a growing interest by OEMs and I can only see this growing at PDM 10. Now is an excellent time for UK companies to benefit from this resurgent demand.”

In 2009 PDM  played host to such prominent OEM visitor names as Aston Martin Lagonda, BMW UK Manufacturing, Bosch, Braitrim, Dyson, Epson, Gillette UK, Honda, Hozelock, JCB, Linpac Allibert, P&G, Pfizer, Philips Avent, Reckitt Benckiser, Tyco Electronics and Unilever.

To register or find out how you can exhibit at PDM 10 visit www.pdmevent.com

Introduction

Build a Hackintosh Mac for Under $800

When you see headlines like this, it really makes your consider trying out those Macs that everyone is talking so much about these days. One of the biggest barriers to switching to a Mac is that they are very expensive.   So, why not take their operating system that has gotten such rave reviews, and put it on a cheaper PC computer, right?

Since Apple has made the switch to using Intel and nVidia technology in their computers, they’re essentially the same stuff that’s in PCs too.   So why not?  Because Apple doesn’t let you.  Even if you bought the software, you are not allowed to.  You agree to those terms when you use the product.  I’ll better explain the ramifications, and headaches you will run into by making your own “Hackintosh” Computer.

————————————-

Apple Legal Stuff and Licensing

Here are just a few things to consider if you want to legitimately use the Mac Operating System on a non-Mac Computer.  This is concerning the software license around the OS

Apple Legal – Software License for Snow Leopard

0. Geography

What The Paperwork Says:“11. Export Control. You may not use or otherwise export … Apple Software may not be exported or re-exported (a) into any U.S. embargoed countries or (b) to anyone on the U.S. Treasury Department’s list of Specially Designated Nationals or the U.S. Department of Commerce Denied Person’s List or Entity List. “

What It Really Says: “It’s not a matter of copyright or distribution laws if you can use our software.  You have to be on the USA’s side.”

1. Liability for Damages

What The Paperwork Says:“In no event shall Apple’s total liability to you for all damages (other than as may be required by applicable law in cases involving personal injury) exceed the amount of fifty dollars ($50.00).”

What It Really Says: “We’re not responsible for the software we make.  If for some reason it hurts you, the most we’ll give ya is $50!”  — If you put it on another computer, you’re not in compliance and you dont get that $50!

2. Liability… Again

What The Paperwork Says:“SHOULD THE APPLE SOFTWARE OR SERVICES PROVE DEFECTIVE, YOU ASSUME THE ENTIRE COST OF ALL NECESSARY SERVICING, REPAIR OR CORRECTION.”

What It Really Says:“Should it be proven that our product is defective, your responsible for replacing and paying for the defective parts/repairs – even if it’s our fault” – Aside from your Mfr Warranty

3. Apple’s Rights With Your Computer

What The Paperwork Says:“Apple and its licensors reserve the right to change, suspend, remove, or disable access to any Services at any time without notice. In no event will Apple be liable for the removal of or disabling of access to any such Services. Apple may also impose limits on the use of or access to certain Services, in any case and without notice or liability.”

What It Really Says: “We can change, remove, or disable any part of your Mac computer at any time without any notice.  And you can’t come after us for doing it.”

4. The Types of Hardware Allowed to Run OSX

What The Paperwork Says: “You agree not to install, use or run the Apple Software on any non-Apple-branded computer, or to enable others to do so. “

What It Really Says:“If you bought this software, you can’t put it on any machine.  It has to be a Mac or else! And your not allowed to help or show others to do it”

5. General Licensing

What The Paperwork Says: “This License does not allow the Apple Software to exist on more than one computer at a time, and you may not make the Apple Software available over a network where it could be used by multiple computers at the same time.”

What It Really Says: “We license our Operating System no different than Microsoft.”

————————————-

How Apple Reacts to Hackintoshers

Apple’s Snow Leopard Update Zaps Bugs, Kills Hackintosh Netbooks

When it comes to Apple’s feelings towards people making their own Hackintosh computers, please reference the link above.  That’s right.  Apple will fix the bugs in their computers, and shut down you hackintosh if you update.

Regardless if you have purchased the software or not legitimately, it is not in compliance with their terms of use.  Therefore illegal.  Therefore not supported.  Therefore it’s only going to cause you problems down the road – no matter what.

Apple will defend it’s intellectual property rights now matter what.  They are no different than Microsoft in this case.  Although they may find a way of warning you more “poetically,” like they did to the OSx86 project:

“Your karma check for today:
There once was a user that whined
His existing OS was so blind
He’d do better to pirate
An OS that ran great
But found his hardware declined.
Please don’t steal Mac OS
Really, that’s way uncool.
(C) Apple Computer, Inc.”

Apple’s code is often laced with lines that explicitly tell you  not to pirate their software, too.

——————

Can I Buy A Pre-Installed Hackintosh?

Kinda-Sorta – But definitely not legally.  There is a company called PsyStar that has blatantly disregarded Apple’s License Terms and started selling PCs pre-installed with Mac OS on it.  Apple got angry.  So Apple sued, and won.  No big suprise there.

Apple Wins Big Against Psystar

In that case the judge also:

• Ruled out a “fair use” defense for Psystar
• Psystar also argued that it had the right to sell OS X as part of the first-sale doctrine. The judge ruled that any copies were not made with the permission of Apple
• Noted the copies installed on the Open Computers, in some cases, did not even match up with the “backup copies” sold together with the computers
• Said: “The inclusion of the copyrighted Mac OS X with the above-described additions and modifications makes Psystar’s product an infringing, derivative work”
• “The judge also noted that Apple had not raised claims on breach of contract, induced breach of contract, trademark dilution, and infringement, and other breaches of California law.”

PsyStar has been left without a legal foot to stand on.  The trial resumes December 14th.  But clearly Apple has sent a precedent to all those other people out there distributing and selling their own “Hackintoshes” that the matter will not be taken lightly by them.

I don’t know what the execs at PsyStar were thinking, trying to win a legal battle like this against Apple – over their own intellectual property. Quite frankly it was plain stupid of them.  For every copy of OSX they claimed to sell, they had a license agreement to go along with it.  Not once did ANYONE at that company bother too look at it.  Especially for a reseller to be selling illegitimate software, that doesn’t match the license on the machine.

That puts PsyStar in the “Pirate” category.  There’s nothing wrong with being a pirate (or a ninja for that matter).  But there’s something definitely wrong about cashing in on other people’s code, and exploiting another company’s intellectual property for your own personal gain.

——————

But Can It Be Done?!

Yes, my children it CAN be done.  I’ll have a video up here in the coming days to show it can be done, and I can do it.

Unfortunately,  with my experiences – it’s just plain simpler to install a netbook-ready distribution of linux on your computer.  Like Ubuntu Netbook Remix.

Take Care,

The_Ubuntu_Geek

Since 1961, Pacbrake has been the industry leader in custom designing, engineering and manufacturing OEM automotive components. The innovations and developments in products such as engine brakes, exhaust brakes, exhaust control valves, air springs, and unique adapters for tight fit exhaust systems continue to shape and redefine the industry. Pacbrake is on the cutting edge of vehicle technologies.

Orange County Diesel has THE BEST PRICE on Pacbrake products online! Visit www.OCDiesel.com to find all your Pacbrake needs for your Dodge Cummins, Ford Powerstroke, and GM Duramax applications.

Just read a research piece published by BoA/ML on A123 (Nov 3, 2009). They rightly observe that yes, the company could be $10bn revenue business by 2020. However, a lot of things may become larger impediments than anticipated today. None of the issues are material in isolation and can be addressed, particularly the management issue. However, I’d concur with the conclusions made by the authors that there is time to be a significant holder of equity at this point. In fact at a 6.7x P/S versus Ener1’s 2.6% P/S the stock better delivers on its promises!

Firstly, A123 is still fighting a patent litigation. At worst, a one-off payment or a 2% of Sales royalty could be the consequence. Near term it has been and may continue to be a distraction for management. Management itself could, apparently, do with more experience in the Automotive sector.

Secondly, Asian competitors are likely to have a larger resources pool. BoA/ML lists LG Chem, Panansonic/ Sanyo, NEC, GS Yuasa as key competitors.

Thirdly, battery costs must come down 33%-50% for electric vehicles to be competitive.

Fourthly, although some OEM deals have been signed it needs manufacturing contracts; the deal with Chrysler presents key-customer risk.

The Ford Story

Posted using ShareThis

The recently published list of the Global 100 Most Sustainable Corporations, as derived by Innovest, is based on a comprehensive analysis of organisations on four factors; Strategic Governance, Human Capital, Environment and Stakeholder (Not Shareholder) Capital. The Forbes article has been quick to point out that three most admired organisations as of today, Google, Apple and Microsoft, have not featured on the risk because of reasons very particular to them. The way I see it, the factor that stands true for all three of them is that they were all Entrepreneurial ventures to begin with, with clear cut leaders and focus areas. The fact that none of the entrepreneurs behind these three will survive a 100 years, at least two won’t even last another 25 years, is a very important factor. The one attribute common, as per my understanding, to the organisations that do feature on the list is that a majority of them don’t have clear cut leaders on which are the face of the organisation, as is the case with both Apple and Microsoft, are not there. They don’t actually have a face of the organisation, but the organisation itself is a brand in itself, whether through its products/services, logos or size. This is possibly why the authors of the article have stuck to companies without a person representative of their brand. I personally could not think of one person whom I could relate to any of these corporations, which is probably why they are actually sustainable since the responsibility of the organisations representation lays with the organisation itself, and not just with the Entrepreneur himself.

Michelin, the world’s second largest tyre maker, is an Entrepreneurial venture started by André and Edouard Michelin in 1888 to address a gap in the market. It was started when a cyclist with a busted pneumatic tyre approached the brothers, who ran a rubber factory at the time, to fix it. Upon their analysis of the tyre and the fact that it was glued to the rim of the bicycle, they identified a gap in the market in the form of a ‘removable pneumatic tyre’ which didn’t need to be glued to the rim to function properly and could be replaced faster than the conventional pneumatic tyres which took a couple of hours to dry. The brothers filed a patent for the same in 1891.Thereon, the organisation has made a large number of innovations, from improving the design of the pneumatic tyre to the Radial tyre in 1941 to the ActiveWheel system which has motors built into the wheel, and is to be launched in 2012. Michelin is the creator of, arguably the most recognized trademarks in the world, The Michelin Man or Bibendum, which was introduced in 1898 and represents Michelin in over 150 countries. Bibendum is essentially a man made out of numerous stacks of tyres and is used by the organisation in various promotional related activities across the world, and is shown doing a variety of activities in Michelins advertisements.

Innovation then runs in the blood of Michelin. This, for me, is the most prominent feature of an entrepreneurial venture as it is the factor that distinguishes the entrepreneur from the businessman. An Entrepreneur innovates existing products/services and creates one that is more functional or utilitarian, which is exactly what the Michelin brothers established. With tweaks in the design of the pneumatic tyre, they managed to have it grab the rim of the wheel without actually gluing the tyre which essentially allowed the repairing of tyres to become a much quicker and easier job. This transformed the entire industry to develop into what we know it as now. Had this innovation not been thought of, we’d be carrying glue in the back of our vehicles along with the spare tyre. To prove the usability of their version of the pneumatic tyre, the brothers actually scattered nails on the road during a cycle race and depicted to the people there the superiority of their tyre over the conventional tyres. The organisation then went on to focusing on developing tyres for Cars and eventually partnered with Citroën to develop the Radial type tyre.

Michelin, as an organisation, has grown exponentially in the past, especially with the grown in the global auto sector post-world war 2, which was followed by two decades worth of stagnancy, and then growth again beginning the late 1980’s, during which Michelin picked up OEM, or Original Equipment Manufacturer, contracts with General Motors, Volkswagen and Volvo to name a few. The evolution of Michelin as a company was stupendously fast during the first five decades of its existence, mostly because the tyre market was still maturing, along with the auto industry. Off late, especially in the last three decades, Michelins growth has primarily been focussed on motorsports, primarily Le Mans and A1 GP. The primary reason for this focus, as Michelin puts it, is to help develop better tyres for street cars and motorbikes alike. This has proved to be of some substance with Michelin coming up with continual augmentations being made to tyres already being produced. With a decade of research and few tweaks, Michelin has managed to improve its Energy Saver tyres, which reduce fuel consumption by 0.2 litres per 100 Kilometres, and consequently reduce CO2 emissions by up to 4 grams per kilometre. Another innovation which the company is working on is the ‘Tweel’. The Tweel is a replacement for the very invention that took Michelin from Zero to Hero, the Radial tyre. The Tweel is made out of rubber and doesn’t need any air; instead the spokes of the wheel twist and bend as opposed to staying fixed solid. This not only allows for a more comfortable ride as the surface area of the tyre and the wheel are incorporated, but also allows for more flexibility and of course, punctures will be history once this tyre is put into use. These are just few of the many innovations Michelin is working on, which is why it features on the Forbes 100 list of companies that will survive a 100 years. Another reason why Michelin features on the Forbes 100 list is probably that they’re not afraid to admit failure and pull out of a non-profitable or unviable business. They did so with both Formula 1 and MotoGP because they understood that their products weren’t competent enough to go head to head with the master of all circuit racing tyres, Bridgestone. They do, however, still supply tyres to A1 GP and a host of other races where they know they have the cost advantage. This also is conceivably Michelins Achilles heel. Simply because they could not match the functional superiority of Bridgestone, they packed their bags and bid adieu as opposed to developing their product to meet the rigorous requirements of the pinnacle motorsport divisions. 

Michelins success, at least the way I see it, can be attributed to innovation, and by innovation, I refer specifically to those which were required by the market. The fact that Michelin have been able to sustain their spot in the global tyre market, even when competitors with differentiated, and sometimes superior, products have come in to snatch away segments of the market, is a symbol of their unwavering spirit to succeed, which has primarily been done through a deep, clear understanding of market trends and providing what actually mattered, as opposed to anything out of the sandbox. Whether it’s the Energy Saver Tyres, or the Tweel or the ActiveWheel, they are all innovations which have purely been derived out of the need of the market, and not as an attempt to display technological or operational superiority. Michelin, hence, can, and will, survive over a hundred years, because they don’t just change the rules of the game, they change the entire game.

References:

http://www.michelin.com

http://www.michelinman.com

http://www.michelin-passion.com/passion/home/en/home.jsp?lang=EN

http://www.forbes.com/2009/01/28/long-lived-companies-leadership_0128_sustainability.html

http://en.wikipedia.org/wiki/Michelin

Hi!  Welcome to the Miami Corporations blog and our very first blog post.  Here is where you can find posts and discussions on things that are important to the automotive OEM and aftermarket industry and maybe answers to some questions you may have.  You will be able to sign up to our feed, leave comments and start some posts on topics you want to see discussed.

Happy blogging!

Brett Patrick Markley
41839 Amberly Dr.
Clinton Twp., Michigan 48038
Home: 586-416-4875
Cell: 586-214-8027

Objective
To promote the implementation and advancement of technology where my skills, education, and experience can be utilized.

Functional Experience

Senior Lead Electronics Repair Technician/Software Engineer
ABB Inc.
Auburn Hills, MI
06/2003 – 10/2009
Administrate Daily Repair Operations, Coordinate Personnel And Work Assignments, Provide Production And Performance Tracking Of Jobs And Technicians. Forecast Monthly Earnings And Provide Monthly Reports And Analysis. Assist With Warranty Tracking, And Problem Resolution. Facilitate Weekly Departmental Safety Talks. Manage And Source Equipment, Supplies, And Parts. Build, Maintain, Audit, And Repair Test Equipment. Analyze And Expand Repair Capabilities, Create Documentation, And Procedures. Manage, Train, And Assist Repair Technicians. Clean, Test, Repair, And Refurbish ABB OEM Electronics. In-circuit Repair Of Discrete And Surface Mount Component Technology. Administrate Test Computers, Robot Controllers, Networking, Internal Software, Customer Software Creation, Firmware, And Firmware Production. Submission Of Bug Information And Change Requests To Main Office. Expand Product Knowledge Through Periodic Training. Provide Technical Support For Electronics, Computers And Software. Member Of ABB Emergency Response Team, ABB Certified For Hazardous Material Manifest.
Electronics Service Engineer

St-Lawrence-Troy LLC
Madison Heights, MI
10/2001 – 06/2003
Third Party Repair Services. Clean, Test, And Repair Power Supplies, Servo Amplifiers, Teach Pendants, Main CPU, EMG Modules, And I/O Boards From Various Manufacturers Containing Both Discrete And Surface Mount Technology. Identify, Source, Order And Maintain Components And Consumable Inventory Used For Repair. Prepared Documentation For Repairs And Test Procedures.

Electronics Service Engineer/Proposal Engineer
Argus & Associates Inc.
Wixom, MI
10/2000 – 06/2001
Contracted for FANUC Robotics North America Inc. Rochester Hills, MI. Creation Of Custom Rebuild, Refurbishment, Repair, P.M. And Spare Parts Support Packages. Coordinate Customer Contact Meetings, Part Orders, Part Packages, And Material Planning. Provide Interdepartmental Communications And Data Acquisition. Clean, Test, And Repair Power Supplies, Servo Amplifiers, Teach Pendants, Main CPU And EMG Modules Containing Both Discrete And Surface Mount Component Technology. Prepared Documentation For Repairs And Test Procedures. Expand Product Knowledge Through Periodic Training.

Electronics Service Engineer/Proposal Engineer
Epcom Corporation
Troy, MI
01/1999 – 10/2000
Contracted for FANUC Robotics North America Inc. Rochester Hills, MI. Creation Of Custom Rebuild, Refurbishment, Repair, P.M. And Spare Parts Support Packages. Coordinate Customer Contact Meetings, Part Orders, Part Packages, And Material Planning. Provide Interdepartmental Communications And Data Acquisition. Clean, Test, And Repair Power Supplies, Servo Amplifiers, Teach Pendants, Main CPU And EMG Modules Containing Both Discrete And Surface Mount Component Technology. Prepared Documentation For Repairs And Test Procedures. Expand Product Knowledge Through Periodic Training.

Electronics Service Engineer
Tarus Products Inc.
Sterling Heights, MI
08/1997 – 01/1999
Clean, Test, Repair, Assemble, And Retrofit Prototype/Production Computers And Circuit Boards Containing Both Discrete And Surface Mount Component Technology. Software And Hardware Installation And Support. Field Service Support Of CNC Milling And CMM Inspection Machines. Installation And Support Of In-House Network. Organize And Maintain Component Inventory.

Education

ABB Inc.
Auburn Hills, MI
06/2003 – 10/2009
Certifications In S2, S3, S4, S4C, S4C+, IRC5, Trallfa, S4P, S4P+ Electrical Maintenance, Robot Safety, Electrical Safety, Mechanical Safety, HAZMAT, ERT, Ethics, Diversity, SAP, JDE, Leadership, Team Work.

FANUC Robotics North America
Rochester Hills, MI
01/1999 – 06/2001
Certifications In R-J, R-J2, And R-J3 Electrical Maintenance And P200 Mechanical Rebuild, BAAN, MS Office, Visual Basic, ACT, Safari Report Writer, Robot Safety, Electrical Safety, Mechanical Safety, HAZMAT, ERT, Ethics, Diversity

ITT Technical Institute Associate Degree
Troy, MI
03/1996 – 4/1998
Computer and Electronics Engineering Technology
GPA Of 3.85 Member Of National Vocational Honor Society

Affiliations

National Vocational Honor Society in Electronics Engineering Technology Member
06/1997 – Present

Skills

Fabrication & Assembly
Customer Service
Hardware
Programming
Servers
CMM
Database
Industrial Controls
Project Management
Software
CNC
Design
Installation
Repair
Technical Support
Communications
Electronics
Microsoft/Windows
Rework
Technical Writing
Computers
Engineering
Networking
Robotics
Training
Content Management
GNU/Linux
Open Source
Schematics
Troubleshooting
CSS
XHTML
XML
PHP & MYSQL
Apache

Lately, I have been reading a lot about users stating that they have been able to perform clean installation with the Windows 7 Upgrade media. There is a significant catch in how and why it is being allowed. While researching a bit more for some genuine information on this subject, I finally turned to ZDNet’s blog post by Ed Bott, who happens to be an award-winning technology writer. He explains the whole phenomenona in detail. You would get a little suprised by some of the facts that he reveals in his blog post.

In short, Windows 7 does allow upgrade from Windows XP and Windows Vista. However, the upgrade mechanism may differ a little. For instance, when upgrading Windows XP, you will need to do a clean install and then migrate your settings etc to the new installation of Windows 7. This is also considered to be an upgrade. This is what is mentioned on the upgrade box:

For the rest of the story, you can read through the Ed Bott’s blog post: Clean install with Windows 7 upgrade media? Get the facts!

This is one of the best summaries I’ve found that explains who was behind the 9/11 Attacks and the destruction of the World Trade Center. Why reinvent the wheel, when my friend DrDebug has already put it all together better than anyone else can?

In 1986 Paul Bremer was appointed Ambassador-at-Large for Counterterrorism and started to develop all kinds of plans with possible terrorists events. Even though the plans appear to have been created to prevent terrorism there is also the likelyhood that they were created for false flag terrorist events. Paul Bremer has extensive connections to the neo-conversatives, Henry Kissinger and in 1999 he becomes chairman of the National Commission on Terrorism and also joins the board of directors at Marsh Inc.

He describes his time at National Commission on Terrorism as follows in an interview at the Heritage foundation: “catastrophic terrorism … in the event of a catastrophic attack … tens of thousands of casualties, where the American people are going to be screaming for a response, that a President is going to want to consider using the military in some fashion … the example we use is Pearl Harbor …” Since Paul Bremer has made many similar remarks, there is reason to assume that he was one of the chief architects of 9/11.

Jerome Hauer worked in 1999 at the SAIC’s Center for Counterterrorism Technology and Analysis. One of his task was the design of the Office of Emergency Management, an emergency command center, which Rudy Giuliani wanted to have build on the 23rd floor of 7 World Trade Center (WTC7). Even though everybody around Rudy Giuliani and Jerome Hauer ridiculed the “bunker” on the 23rd floor, the decision was made to build it.

Since this office has never been used for its intented purpose and a different command center was established and used at Pier 92, there is reason to believe that the Office of Emergency Management was used to coordinate the World Trade Center attacks since it could withstand anything and had a perfect view on both the towers and the area around World Trade Center. There is no better place and safer place to coordinate World Trade Center than the Office of Emergency Management.

Later Jerome Hauer started to work for Kroll, a company closely linked to Marsh and at present a subsidiary. Kroll has been named at least twice as a CIA front organization or a privatized CIA.

The most vital part in the 9/11 plan was getting the correct government. There are very close links between the Greenberg family (AIG, Kroll, Marsh etc.) and the Bush family and they have participated in companies like Harken Energy, Texas Rangers and Trilateral Investments among others. The Greenbergs had their own law firm called Greenberg-Traurig, currently independent but probably still has very close links.

Greenberg-Traurig represents Governor Jeb Bush and has close links to Antonin Scalia, Jack Abramoff and they represented George W. Bush in the Bush-Gore 2000 Florida election vote recount which was vital in stopping the recount.

Adnan Khashoggi is believed to be the hidden owner of Huffman Aviation and playing a major role behind the scenes in al-Cokeda, the drug running part of the intelligence community to finance black operations. Florida election official Theresa LePore was a private stewardess of Khashoggi’s private plane. Theresa LePore is the mastermind behind the butterfly ballot which presumably lead to thousands of votes from Al Gore to go to Pat Buchanan.

ChoicePoint, the company which purged the Democratic posters from the voter role, wanted to merge with Kroll, however negotiations failed for unknown reasons. They were used in 9/11 as well for the identification of the victims and were at the scene almost instantly.

One of the major goals of 9/11 was enabling the war in Afghanistan. The planning of the war had started in 2000 and was related to both an oil and gas pipeline through Afghanistan and a diminished heroin flow. Officially the restrict opium trade was blamed on the Taliban’s strict interpretation of Islamic Shari. There are reasons to believe that Afghanistan didn’t supply al-Cokeda any more and wanted to go into business for themselves. The Greenberg family and Adnan Khashoggi were also involved in both the oil and gas line in Afghanistan and the heroin from Afghanistan.

The United States started secret negotiations in 2001 with Afghanistan to ensure the flow of heroin and for the development of an oil and gas pipeline through Afghanistan. The secret negotiations failed. In the summer of 2001 officials threatened war against Afghanistan and in July the BBC reported that if military action would take place, it would take place before the snows started falling in Afghanistan, by the middle of October at the latest.

A lot of mergers and last moment preparations were taken place in New York. On July 24, 2001, 6 weeks prior to 9/11 Silverstein took control of the lease of all the WTC buildings following the Port Authority decision on April 26. Marvin Pierce Bush makes sure that he is no longer connected to the security of the World Trade Center.

Kroll merged with Armor Holdings thus adding two more specialized teams to their company: Defence Systems Limited, a British Private Military Contractor who protects the British Queen among others and Alpha Firm, the former top-KGB team during the cold war. With that merger they had at least four teams in their company and probably the best teams as well. AIG international reinsured the WTC buildings and made sure that their competitors got most of the reinsurance.

Louis Freeh, the director of the FBI at the time, is more or less forced out of his position and the same is done with John O’Neill, the former top anti-terrorist specialist, who gets offered a job at the World Trade Center security.

A lot of companies move into the World Trade Center who have some scandals and some other companies move out of the World Trade Center at the last moment.

Three weeks prior to 9/11 inside trading with put-options starts and is mainly focused on American Airlines, United Airlines, Marsh and numerous insurance agencies and companies with offices in the World Trade Center. From Thursday before 9/11 it reaches historic levels and is a global event.

No investigation into inside trading is made even though it is solid evidence for 9/11 preknowledge. A Canadian list of 38 companies is published and lists many companies inside the World Trade Center, defense contractors, almost all major airlines and several other companies with connections to either AIG or Citigroup (WTC7 was mainly occupied by Salomon Smith Barney who is a part of Citigroup. Deutsche Bank was the biggest inside trader of the all and that is maybe because the US CEO, “Buzzy” Krongard, is also the #3 man at the CIA, it would have been the intelligence community itself who used their own bank because they would never say who was doing it.

A wire specialist is discovered on the 84th floor of WTC2 – who is not listed on any official tenant listing and never mentions that they were there – and there are about 200 electric engineers working in the World Trade Center around the time. The Pentagon construction was performed by AMEC. Both AMEC and Tully Construction play a major role in the clean up of Ground Zero and both have specialized Controlled Demolition companies. No links to AIG have been discovered upto now.

Several war games were being played during 9/11 including one by Mr. Fulton and his CIA team who were running a pre-planned simulation to explore the emergency response issues that would be created if a plane were to strike a building.

The main team at WTC would have comprised of Kroll and Marsh and since those companies have a privatized CIA inside, all kinds of spooks could have been added to the mix. The same could be true for Raytheon which also has an overlap, however EVERYTHING was probably privatized, so no government agencies, since that would endanger deniability.

9/11 started at WTC1, because that was on Marsh’s own territory and if that failed, it could be called a weird accident and that’s it. Rudy Giulani and all the others establish an emergency center at Pier 92.

In Rudy’s own words for the 9/11 Commission: “The reason Pier 92 was selected as a command center was because on the next day, on September 12, Pier 92 was going to have a drill, it had hundreds of people here, from FEMA, from the Federal Government, from the State, from the State Emergency Management Office, and they were getting ready for a drill for biochemical attack. So that was gonna be the place they were going to have the drill. The equipment was already there, so we were able to establish a command center there, within three days, that was two and a half to three times bigger than the command center that we had lost at 7 World Trade Center.”

The next attacks were at WTC2 and the Pentagon since both were more difficult. Because the “impacts” on both WTC1 and WTC2 were in control of the Greenberg family especially WTC1 which was under full control by Marsh, there is the question whether planes are necessary. So I prefer the no-plane option, however they could have installed a plane magnet or a homing beacon at their offices to ensure a perfect hit (personally I think that there never were any planes). The 767/757 scenario is very unlike. Either there were no planes or it were Global Hawk-like missile with a specific homing beacon in WTC/ Pentagon.

WTC1 and WTC2 were destroyed with a Controlled Demolition to hide any evidence and after the whole game had been played WTC7 was pulled also because it contained the command center for the attacks.

Rudi Giulani and his team immediately set out to ship off all the debris without any investigation. The Bush administration immediately blaims al-Qaeda for the attacks and wants to implicate Saddam Hussein as well for another war in Iraq. The attack is blamed on the drug dealers working for their own organizations since they were Arabs and could be used as Muslim extremists. The Bush administration had no intention of investigating 9/11 since any investigation could turn up wrong doing.

The bin Laden family and all the other Saudis were the only people allowed to fly out of the United States.

Edwin Meese and Paul Bremer co-chaired the Heritage Foundation’s Homeland Security Task Force, which created a blueprint for the Department of Homeland Security and a company associated with Paul Bremer offering privatized Homeland Security already registered the required domain prior to 9/11. The Bush administration immediately approves of their plans.

The United States, with support from the United Kingdom, Australia, Canada, the Northern Alliance and many more nations, invaded Afghanistan on October 7, 2001 as part of its War on Terra campaign. It should be noted that it is completely impossible to launch a full scale war with extremely detailed plans on such a short notice. In 2002, Opium production was back to a pre-war level of 3,400 tons and the construction of the oil and gas pipeline had started.

Because of tremendous pressure to launch an investigation into 9/11, a commission headed by Henry Kissinger was proposed, however nobody trusts a guy for whom a case for Crimes against Humanity exists and who can’t leave the United States anymore.

A Kean Commission was used instead with close links to Condi Rice, Warren Buffett and Fiduciary Trust (one of the companies in WTC2). The commission piles lie upon lie and Dr. David Ray Griffin has found 115 lies. http://globalresearch.ca/articles/DAV504A.html demonstrates with mathematical techniques that the official acccount on 9/11 is simply not true based on a limited of lies. Applying David Griffin’s research would result in a probability of correctness which is astronomically small.

On March 20, 2003 a war against Iraq was launched based on the 9/11 attacks without any evidence of wrong doing. Paul Bremer later became the Ambassador of Iraq and under his reign the insurgency started to spin out of control.
DrDebug – Oct-21-06

To increase the number of days history of stats stored in OEM,

1) Login as sysman to repository database

2) INSERT INTO MGMT_PARAMETERS (PARAMETER_NAME, PARAMETER_VALUE) VALUES (‘mgmt_raw_keep_window’,'14′);

14 days would be the time to keep historical data for all metrics.

Title says it all, flawless. Spotless paintjob + oem stuff is cool. This is how you do it ya’ll!

Watch and learn B1bodykitclub! Yeah I’m dishing out some already

This entry provides instructions for “silently” installing MySQL on a Microsoft Windows server.  I use the term “silent install” to describe the method of passing parameters to the Microsoft Installation Package (MSI) to bypass installation screens.  This allows you to deploy MySQL with your application and to install MySQL without end-user intervention.  The developer can define the install location, the appropriate storage engines, the root password and the server configuration.

Most application developers use some sort of software for creating an application installer.  Common tools include Install Shield, Wise Installation, InstallBuilder and Windows Installer.  These installation software tools can also be used to install MySQL by launching the MySQL MSI and the MySQL Instance configuration utility ( MySQLInstanceConfig.exe ) from the command-line.

To get started, download the Windows Essentials from http://dev.mysql.com/downloads.

Then, look for an option in your installation tool to execute the following:

C:\>msiexec /q /log install.txt /i mysql-advanced-5.1.32-win32.msi datadir=”c:\installs\myapp” installdir=”c:\installs\myapp”

The MSI installer will add MySQL to the start menu, add registry values and add MySQL to the add/remove programs option from the control panel.

To configure the server, prepare the my.ini, set the root password and start the service, you’ll need to execute the following:

C:\>MySQLInstanceConfig.exe -i -q “-lC:\mysql_install_log.txt” “-nMySQL Server 5.1.234” -pC:\installs\myapp”   -v5.1.234  “tc:\installs\myapp\my-small.ini” “-cC:\mytest.ini ServerType=DEVELOPMENT DatabaseType=MIXED ConnectionUsage=DSS Port=3311 ServiceName=MySQLCust RootPassword=1234

This installation method has the benefit of adding MySQL to the control panel and the startup menus.  It also installs the default mysql tables.  The only remaining task is to import your application tables into MySQL by running mysqldump ( http://dev.mysql.com/doc/refman/5.1/en/mysqldump.html ) on your development server and then loading the dump files into the target server.

In a future blog entry, I’ll discuss launching the mysqld.exe directly without actually installing MySQL.

Believe it or not, these delicate little lacy seat doilies were an OEM option for JDM EGs