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Pressure from each hole is p felt over a chord of width D sin N Pd5 F r5 p N W F r2 Pd2 Fr2 Pd1 Fr1 Pd5 Pa Pd3 Fr3 Pd1

This list will vary depending on the type of product or service you are creating. For example, if you are making a Hollywood movie, you hardly need a training plan for your customers. And di erent industries will have di erent standard tools for performing this work and validating it. For example, software development can use a technique called use cases for validating a design speci cation against customer requirements. But in making a movie, there is less need to have a formal review comparing the storyboard to the script. Rather, the key is that the storyboard be satisfactory to the director and his or her team. As we discussed above, as the team does the work, we create and follow the project plan to keep it on course. We interact with the team a great deal, especially on quality and risk issues.

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tomers who might have first bought it during the sales blip, because there were virtually no such new customers. What s more, a typical short-term promotion reaches only a few of the brand s existing customers, say 10 or 20 percent. Yet promotions are very costly, and additionally, they have costly side effects on production and distribution logistics. Promotions do not seem to leave memory traces. ( What brand had 20 cents off six or so months ago ) Consumers seem to accept the idea that prices are sometimes cut (even for a BMW, say, or for air miles for first class). Large-scale promotions now occur even though management has traditionally sought to stop its salespeople from cutting the price. ( The only way I could nail the sale, sir. ) Marketing management itself now cuts the price, and even seems proud of it. Nonetheless, price promotions must generally be run at a loss; if they weren t there would be even more of them. And the bigger the promotional blip, the bigger the loss. So why is so much spent on price promotions Senior management would like to cut its promotional budget but usually does not know how to do so or what will happen if it does. The exception was the unknown CEO who said, If you re not sure, all you need is guts.

Fig 739: The load capacity of an aerostatic journal bearing the axial flow model [3]

In one way, the project is more than half nished. But if you look at it another way, it has not started yet. We have completed all of the planning: All of the items that t into the 1 of the 1:10:100 rule are done. Depending on the project, that could be anywhere from 30 to 90% of project e ort. Typically, though, it is about 60%. That may sound high, but remember: anything we have not done well by this point will cost us ten times as much to x in the development or transition to production stages.

in the clearance value due to different eccentricities The value calculated will be more than in practice due to the effects of dispersion and non-axial flow that distort the pressure distribution as seen in Figure 736 The effect of dispersion is clear in short bearings and bearings with fewer numbers of jets per row As the flow diverges from around the feed jet, the theoretical load is reduced by a factor known as the load dispersion coefficient, Cw, given by [32]

The effect of dispersion is clear in short bearings and in bearings with fewer numbers of jets per row In short bearings, the lubricant does not have sufficient time to fill the whole bearing before being exhausted This drawback does not exist in circumferential slot feeding Initially, it is assumed that there is no non-axial flow However, in practice, the circumferential pressure distribution causes the gas to flow around the bearing [3] This reduces both the pressure difference across the shaft and the load capacity The analysis is usually done using a computer program However, Shires has deduced a semi-empirical correction factor for non-axial flow in which the constant was derived from a series of experimental results by Robinson [33] The correction factor also makes some allowance for dispersion effect

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