考績法3趴考丙爭議 吳揆封口 【聯合報╱記者李明賢、鄭文正、張弘昌／連線報導】 2010.03.21 03:13 am
最近也是每晚看House, 而且是全家一起看, 滿有意思的, 它突顯出醫療的種種可能風險, 或是誤判, 或是巧合, 或是直覺經驗, 相較於傳統醫學觀念技術, 有些荒誕不經. 但總能有驚無險的治癒病患.
總之, House在以治癒病人為目的下, 與其醫療團隊所能採取的各種手段, 尋找病因以及醫療措施, 這還包括跨越了醫療體系所設定的紅色警戒線. 以及病患及其生活親近的人的溝通, 或者團對彼此間的溝通, 都可能成為病因的蛛絲馬跡, 這團隊猶如在尋找出整個病理體系(瞎子摸象)後, 好能採取適當措施治癒(也可能治死)病患.
トヨタ・リコール対策で副社長を増やす · トヨタがリコール対策の問題会社の収益を良くするための活動など
|トヨタ、副社長を５人から６人に リコール機に陣容厚く (12:20 ...|
トヨタ、副社長を５人から６人に リコール機に陣容厚く (12:20) | クレセントワークス[Crescentworks] 尼崎市 ホームページ WEBサイト制作.
從部落格看到您提到了"怪醫豪斯"，過去一年來，NCIS 及House M.D. 可能是我主
我覺品保的trouble shooting及客訴案有類似，但House M.D. 則提供了更多可以
House 團隊一起腦力激盪時 叫 differentiate 這是少數聽得懂的英文 或許醫學和人體我們都不熟(就像車輛2萬零件的問題) 所以這真是高科技
他說他們試過 不過不像我輩成為粉絲--說到粉絲 真妙 昨天知道某音樂系研究生要寫藝霞 我問為什麼還有記錄 原來都是fans 提供的
王寵惠先生文集 [王寵惠作] 中國國民黨中央委員會黨史委員會編輯 Wang Ch'ung-hui hsien sheng wen chi 此書有一張海牙國際法庭的明信片 王告訴未婚妻朱學勤女士每日在彼處之公務 民12年或1912年忘啦
Leadership on the line ,Harvard Bisoness Press 1995
告訴我們CLINTON 和議長GINRICH 都因輕敵或沒耐心而無法通過建保
這家近30年前與GM合組的公司的關閉 錯在Toyota 應在10年前就決斷才對
Workers Crushed by Toyota
California has been very, very good to Toyota. It is one of the largest markets in the world for the popular Prius hybrid. Nearly 18 percent of all Toyotas sold in the U.S. are sold in California. The state has showered the company with benefits, including large-scale infrastructure improvements for its operations and millions of dollars for worker training. California is one of the key reasons that Toyota is the wealthiest carmaker on the planet.
Toyota is paying the state back with the foulest form of ingratitude.
The company is planning to shut down the assembly plant in Fremont, Calif., that makes Corollas and the Tacoma compact pickup. The plant closure will throw 4,700 experienced, highly skilled and dedicated employees onto the street during the worst job market since the Depression, and it will jeopardize nearly 20,000 other jobs around the state.
It is a cold and irresponsible act on Toyota’s part, a decision that was not necessary from a business standpoint and that completely disregards the wave of human misery it is setting in motion.
The New United Motor Manufacturing Inc. plant (generally referred to as NUMMI) began as a joint venture between Toyota and General Motors in 1984. G.M. abandoned the venture when it collapsed into bankruptcy proceedings last year. Toyota declared that the plant was no longer viable because of the absence of G.M. and announced that it would close at the end of this month.
What has not been made clear to the public is that for many years the plant has been used primarily to produce vehicles for Toyota, not General Motors. A report prepared for a state commission that has been seeking to avert the plant closure noted that “G.M. accounted for only 10 percent of the plant’s production last year and an average of 15.4 percent between 2001 and 2009.”
In fact, from Jan. 1 to Feb. 27 this year, with G.M. gone, Toyota produced 61,000 sparkling new vehicles at the plant. That was more than double the 27,000 that were produced in the same period in 2009, when G.M. was part of the operation.
The report, written by Harley Shaiken, a labor professor at the University of California, Berkeley, noted that “Toyota could easily fill its production lines at NUMMI by building a higher percentage of the Corollas it sells in the U.S.,” or by adding a new model to the plant — a hybrid, for example.
What we’re dealing with here is the kind of corporate treachery toward workers and their local communities that has ruined countless lives over the past several decades and completely undermined the long-term prospects of the economy.
The NUMMI plant is a heck of a lot more viable than the nonstop dissembling of top Toyota executives. The company could keep the plant open and profitable if it wanted to. But, instead, it has decided to shift the production of these vehicles to Japan, Canada, Mexico and Texas.
The scale of the ingratitude is breathtaking. The U.S. is the largest market for Toyota vehicles in the world, larger even than Japan. The Corolla, one of the vehicles produced at NUMMI, is the best-selling car of all time.
Beyond sales, Toyota has reaped endless benefits not just from California, but from the U.S. government and other states as well.
The federal cash-for-clunkers program, for example, was a bonanza for Toyota. As Professor Shaiken’s report put it: “The automaker ranked first in ‘Cash for Clunkers’ sales in summer 2009, a stimulus effort that allocated $3 billion in incentives to trade in older models for newer, more fuel-efficient ones. The Corolla proved the most popular model.”
Among the infrastructure investments made by California on behalf of the NUMMI plant was the dredging of the Port of Oakland 12 years ago at a cost of $410 million. That was done to accommodate the types of cargo ships required by the plant.
It will be a crushing economic blow if Toyota, as planned, high-tails it out of Fremont. Like the rest of the nation, California is struggling with the worst employment crisis since the 1930s. The NUMMI plant closure would be the single biggest layoff in the state since the start of the Great Recession in December 2007.
Those who are trumpeting the alleged fact that the recession is over should consider that the unemployment rate in California in January (the last month for which complete statistics are available) was a mind-numbing 12.5 percent. That was the fifth worst in the nation. In eight California counties, the jobless rate — not the underemployment rate, mind you, but the official jobless rate — was higher than 20 percent. Those counties are suffering through a depression.
The human toll behind such data is of no apparent interest to the fabulously wealthy Toyota operation.