post retrofit led before and after images solutions provider pdf

Post Retrofit Led Before And After Images Solutions Provider Pdf

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In November , Intel Corporation was confronted by angry customers demanding replacement of their Pentium microprocessors, which had been reported to have a flaw affecting mathematical calculations.

Intel claimed that the flaw was unlikely to affect most users—that it occurred only once in every 9 billion random calculations—but consumer confidence in the product already had begun to waiver.

The company stubbornly held its ground for more than a month in the face of a storm of protest. Then IBM, a major purchaser of the Pentium microprocessor, halted shipments of its computers containing the chip.

At last, on the brink of market disaster, Intel instituted a no-questions-asked returns policy. Grove, usually held in high regard by Wall Street and the business press, had learned about recalls the hard way.

Product recalls are increasing. In , the U. Consumer Product Safety Commission was involved in some recalls covering about 8 million product units. Five years later, in , those numbers had risen to recalls covering about 28 million product units. Recalls for both new and established products occur all too often, and they can have serious repercussions. In some cases, they have destroyed brands and even companies.

But even those managers who believe that their companies are prepared to handle a recall rarely understand what successful recall management entails. They may have a rudimentary plan for dealing with customers and with the press and a general idea of how internal communications should be handled in the event of a recall, but those preparations fall far short of constituting a plan that will truly minimize the damage threatened by a recall.

The strategy also should cut across time, dealing with all stages of the recall. For the purposes of discussion, we have delineated the following functional areas: policy and planning, product development, communications, and logistics and information systems.

If product recalls are handled properly, a company not only can keep damage to a minimum but also may find opportunities to reap unexpected benefits. As soon as it had tracked down the problem, Saturn voluntarily recalled 1, cars. After briefing dealers on the recall by closed-circuit television, the company contacted all customers by letter through an overnight delivery service and told them whether or not their car was affected.

The recall went so smoothly that the company incorporated it in its advertising campaign. One ad showed a Saturn representative flying to Alaska with a replacement seat. That car had been purchased elsewhere because there were no dealers in Alaska: the ad showed how far out of its way Saturn would go to satisfy customers. In fact, Saturn had decided how to respond to a recall more than a year before the October launch of its first car. Publication of the story led to national coverage of the problem.

In a display of trust, Intuit placed the corrected version of the software on major on-line services for anyone to copy and also offered refunds to customers who requested them. The company was able to avert a market backlash, in large part thanks to its quick and effective management of the situation. Saturn had a sound recall-management plan in place; Intuit, apparently, did not.

But in both cases, senior managers quickly confessed their mistakes and sought to make amends with appropriate corrections. Both companies reacted strategically, focusing on long-term marketing implications, and both emerged stronger for the experience.

Intel, on the other hand, initially reacted to its Pentium crisis tactically, focusing on the technical aspects of the problem, and it did not weather the recall storm particularly well. Each of the four functions delineated earlier must make advance preparations, must react appropriately during the recall, and must take the right steps afterward. Long before a recall becomes necessary, senior managers should be fostering an organizationwide recognition of the need for recall readiness.

They should ensure that employees understand the link between recalls and consumer safety and satisfaction, as well as the effect well-run recalls can have on corporate success. But there are a number of steps managers can take to move their companies in the right direction. First, the overall responsibility for product recalls should be assigned to one senior executive.

It might be the senior vice president for marketing, another senior vice president, or even the CEO, depending on the size of the company, its organizational structure, and its individual circumstances. The material in the manual should derive from marketing; in effect, a recall operation is based on a reverse-marketing plan.

Customer satisfaction and other marketing goals remain paramount; however, the task is to use marketing skills to retrieve the product from the customer. In creating a recall-ready organization, the person with overall responsibility should identify key managers throughout the organization who might be called on to act in a recall situation.

The idea is to avoid blindsiding anyone. Some companies also enlist the help of people outside the organization in anticipation of a recall. The vice president of marketing for Netscape Communications Corporation offered cash or prizes to anyone—inside or outside the company—who found problems in a test version of its software designed for browsing the Internet. The response team should be made up of those people the manager has tapped in advance from the various areas in the company.

Such an evaluation will help them determine the speed and type of response and will be especially useful when there is a risk of customer injury or illness. An incorrect assessment of the severity of the problem can lead to lasting trouble. After the team evaluates the situation, it should determine the scale of the response necessary. It should also decide what type of recall is warranted.

Does the situation require a full recall, a selective recall, a repair or retrofit offer, an optional recall, or a change in the production and distribution of the product? Can the problem be solved by offering customers an opportunity to exchange the product or by issuing an advisory? If a government agency has called for the recall, is it truly warranted? Are the charges accurate? Should the company refute them? If recall action is warranted, the response team should also determine the announcement who will make it; when and where; who should be notified; and what the script will be and coordinate the field response program who will be accepting the faulty products; how the company plans to monitor the products that have been returned; and who will be providing repairs or replacements.

The team should keep in mind that it is critical to arrive at a decision regarding the recall as swiftly as possible. A recall made too soon could give credibility to an unsubstantiated charge. In , for example, the Pepsi-Cola Company was confronted with the possibility of a recall when reports that syringes had been found in its canned cola beverages led to rumors that someone was tampering with the products prior to sale.

The data that Pepsi quickly accumulated following those reports did not, however, confirm the rumors. Although Pepsi, in cooperation with the U. Food and Drug Administration, launched a public relations campaign to inform consumers of the need for caution, authorities soon discovered that the syringes were being inserted after sale by unscrupulous individuals. Although delaying the recall of an unsafe product may increase the size and number of claims against the company—not to mention potentially endangering consumers and creating ill will—issuing a recall amounts to admitting that there is a problem and may open the door to a flood of lawsuits.

The recall response team should weigh all factors carefully before making a decision. The management task is no less important after a recall. The response team should design a resolution plan to bring the effort to a satisfactory close. Team members must set goals for closure; for example, a given proportion of distributed units returned. And they must anticipate stragglers. If the recall process is effectively shut down, how will the company deal with an unhappy consumer who somehow missed the boat?

The team should also figure out how to reintroduce the product to the market. A reintroduction plan—which ideally would be developed and implemented with the participation of several of the people who originally designed and launched the product—might include a relaunch marketing effort to reassert brand identity and to build share.

And team members should keep an eye on the competition. In , as Source Perrier labored to recall its bottled water globally because of reports that it contained benzene, rivals gained ground. Finally, the recall team should audit the recall. What gave rise to the recall? What factors influenced its effectiveness and success?

By conducting a review after the fact, managers can identify strengths and weaknesses of the effort and plan for a more effective response should another recall situation arise in the future. When the recall is over, the recall champion should recognize and reward the major participants, especially members of the response team. During the recall, most team members will have had to perform their regular duties under intense time pressure or be covered by other personnel. Because a recall can have dire consequences for a company, one might think it would not be necessary to motivate a recall team.

However, recalls are often conducted over several months and can become exhausting. Rewarding all participants, including retailers, is critical as well. For example, if a retailer played a major role in facilitating the process, the company might consider—within the constraints of the law—allowing preferential access to any of its products that are in short supply.

Mishandling the policy and planning side of a recall can have devastating consequences, even when it turns out that the product is not at fault. Witness the experience of Audi of America. In , Audi was pressured to respond to a recall request made by the Center for Auto Safety a group founded by consumer activist Ralph Nader to the U.

A number of incidents involving injury and death had been reported in which Audi s apparently surged out of control when drivers shifted from park to drive or reverse on their automatic transmissions. In most European cars, the pedals are located closer together than they are in American cars. Poor recall policy and planning can have devastating consequences, even if it turns out the product is not at fault.

Audi delayed its response for three months. Then it announced that it would replace the idle stabilization valve and relocate the brake and gas pedals on , Audi s from the years through However, in its July recall, instead of performing those tasks, Audi installed a gear shift lock that required drivers to depress the brake before shifting into gear.

The publicity also lowered the resale value of other Audi models; for example, the Audi depreciated 9. Even the Audi Quattro, which did not have an automatic transmission, depreciated 6. Follow-up actions such as resale-value assurance programs, advertising, and sales promotions helped to recover some sales, but at a high cost.

Then, in March , a report by the NHTSA revealed that the sudden acceleration problem was due to driver error, not to a mechanical cause. And Audi continues to fare poorly. It will take a long time to rebuild consumer confidence in the brand and company—an expensive outcome to a situation that was not even caused by a mechanical flaw.

In most cases, though, the culprit is, in fact, a faulty product. With hindsight, we can see that many recalls could have been avoided through a stronger commitment to product design and quality. But hindsight can become foresight when organizations acknowledge the possibility of a recall, particularly in their TQM and new-product development processes.

Braun, for instance, avoided a recall through comprehensive prelaunch product testing.

Myths about LED Lighting and LED Light Bulbs

The Southeastern Pennsylvania Transportation Authority SEPTA is a regional public transportation authority that operates bus, rapid transit, commuter rail, light rail, and electric trolleybus services for nearly 4 million people in five counties in and around Philadelphia. It also manages projects that maintain, replace, and expand its infrastructure, facilities, and vehicles. SEPTA was looking to upgrade the T12 linear fluorescent lamps on their underground platforms for their metro Philadelphia subway system. Their desire was to implement a system that would reduce energy consumption and maintenance costs, as well as improve the lighting conditions on the platforms for passenger comfort and safety. Below is a series of pictures of the subway platforms where you can see the visual impact of the before and after images of LED conversion. Download PDF Close.

Update your browser to view this website correctly. Update my browser now. After more than 20 years in Altenrhein, in Stadler moved to a newly built factory and competence centre for double-decker multiple unit trains in St. On an area of around 35, square meters, nearly employees develop, manufacture and assemble trains, trams, rolling stock and passenger carriages for the Swiss and international markets. In an additional 5, square meters of office space, around employees carry out development work and support Stadler throughout the company in the areas of calculations and approvals.

Post-retrofit energy savings were then determined in relation to this adjusted baseline. The post-retrofit lighting control system underwent a re-configuration from.

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Little Canada, MN They are now the standard in lighting technology and are a viable option for almost any application, in any climate. Simply put, an LED bulb can cost a few dollars. Earlier models were very expensive. LEDs have been around for many years now and they are readily available at all price points.

Myths about LED Lighting and LED Light Bulbs

A Strategic Approach to Managing Product Recalls

In November , Intel Corporation was confronted by angry customers demanding replacement of their Pentium microprocessors, which had been reported to have a flaw affecting mathematical calculations. Intel claimed that the flaw was unlikely to affect most users—that it occurred only once in every 9 billion random calculations—but consumer confidence in the product already had begun to waiver. The company stubbornly held its ground for more than a month in the face of a storm of protest. Then IBM, a major purchaser of the Pentium microprocessor, halted shipments of its computers containing the chip. At last, on the brink of market disaster, Intel instituted a no-questions-asked returns policy. Grove, usually held in high regard by Wall Street and the business press, had learned about recalls the hard way.

From its inception in , Hubbell Outdoor Lighting established its position in the lighting industry by manufacturing lighting products of the highest quality. Today Hubbell Outdoor combines innovative technology with practical lighting solutions and performance, servicing the commercial, industrial, electrical distributor and contractor markets. Pictures are worth MORE than a thousand words, lumens and uniformity.

By buying back streetlights from their utility provider, converting to energy- In order to build the case for implementing an LED streetlight retrofit project to both Metered lights – Individually metered lights, such as decorative post-to fixtures, have resulted in over-billing the municipality, then they can be corrected, saving.

A Strategic Approach to Managing Product Recalls

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There's so many optical effects and stuff to deal with. Disadvantages of Laser Projectors vs. The LED consume very less power and much life. Instant-intensity, added lux, and the ultimate contrast for your vehicles low and high beams. Dreamseek 1.

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  1. Mirko V.

    locations before and after the LED retrofit. Table 3: Average study location light levels pre- and post-retrofit. Metcalfe. Summit. Pre- retrofit. Post- retrofit.

    28.05.2021 at 21:33 Reply
  2. Saturno S.

    This after-hours lighting energy use enabled by auto- The evaluation of an LED linear retrofit solution paired with an hours without switching before the demonstration site returned to typical use of the Pre- and post-retrofit illuminance data and luminance mapping is Art galleries and museums.

    01.06.2021 at 21:30 Reply

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