text:
If you have been in the faith anytime at all, you have heard Christians claim their decisions are in line with God's will with the simple words, "I have peace about this decision." This common Christian phraseology is often used in the context of decision-making as a guidepost for God's will. Is God's peace subjective? Or is this philosophy more akin to Buddhist pageantry? The question should arise, does trusting the feeling of "peace" about a decision provide evidence that it is God's will? Can we trust attributes of our fallen nature, in this case emotions as a means by which the Holy Spirit chooses to communicate and direct us?
There are many New Testament passages that promise peace to the believer. These passages, however, are not primarily concerned with an emotional feeling but with an objective fact. As the Apostle Paul explains in Romans 5:1, "Therefore, since we have been justified through faith, we have peace with God through our Lord Jesus Christ." According to the Scriptures, believers experience objective peace as a result of being reconciled to God in Christ and not as a result of making the right decisions.
In all seriousness, as a Christian when you say you "have peace" about something it means nothing more than you "feel well" about it or there is an absence of emotional conflict. Some Christians refer to a "supernatural peace" taking their cue from Philippians 4:7, "The peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus." This is a comforting passage, but one that is often mistakenly called upon when trying to determine God's will. This is a mistake because the scripture never gives us instruction to use "peace" as a method for determining God's will—rather, the scripture uses conviction.
We should look at the letter to the Philippians for the context in which Paul was speaking when he briefly made his reference to the "peace of God which surpasses all understanding." First, look at when Paul said what he said, as it will aid our understanding of Paul's context. Paul wrote this epistle while imprisoned by Rome awaiting judgment by Caesar for his evangelism activities (1:7). This was equivalent to a charge of political treason, punishable by death. Paul had peace about what he was doing and about what he would suffer because he had already made a decision—in advance—that it was right for him to set his face toward imprisonment and suffering.
During Paul's time in Ephesus he set his face to go to Jerusalem knowing full well that if he preached Jesus while there (and being Paul he could not avoid it) he would be confronted and arrested. Look carefully at Paul's words to his Ephesian brothers. "I am going to Jerusalem, constrained by the Spirit, not knowing what will happen to me there, except that the Holy Spirit testifies to me in every city that imprisonment and afflictions await me. But I do not count my life of any value nor as precious to myself…" (Acts 20:22-24).
Did you notice that phrase, "constrained by the Spirit?" This is Paul's way of saying, "I'm not really sure I like this idea, but God is moving me in this direction so I must do it regardless of my personal feelings." Paul did not look to his feelings of "peace" to make his decision about God's will. Paul didn't need supernatural peace for the decision-making process; he used conviction provided by, as he said, the Holy Spirit. Revealed truth was his guide post.
Upon his arrival in Jerusalem Paul attempted to appease an angry mob of Jews that God had given the same blessing of salvation to Gentiles (Acts 22:21-22). At every step making his defense over a period of years Paul upped the ante saying things to his prosecutors and accusers that were all but assured to get him into further trouble. It was as if Paul was orchestrating things so that he could get to Rome, under Roman guard, to force a hearing for Christianity before the Roman emperor himself (Acts 25:11-12, 26:31-32, 28:18-20).
It was in this environment of difficult, sacrificial, painful choices and imprisonment that Paul wrote to his Philippian brothers, urging them to sacrifice themselves for one another, writing that his own life was nothing apart from Christ, even noting his suffering and many sacrifices to get to where he was. Isn't that an interesting notion? I've sacrificed a lot to get to prison where I can suffer and be mistreated for the sake of Jesus, and possibly cause you more suffering.
In the midst of all of this, when Paul knew that great suffering awaited him still, then and only then does Paul refer to the "peace that surpasses understanding." In fact, Paul went on in the same chapter to describe how to attain that peace: "What you have learned and received and heard and seen in me, practice these things and the God of peace shall be with you" (4:9). What example did Paul set for his Philippian brothers? He was an example of a man who lived godly as he embraced suffering and imprisonment with both arms for the sake of the Church and the sake of Christ. It was in that context that Paul wrote about peace – a context where Paul intentionally chose to intentionally suffer though he could have if he wanted, intentionally avoided it.
In this context what do we learn from Paul's admonition of peace? It is that "peace that passes understanding" isn't something that is given to make decisions. Where will I live, where will I go to school, what will be my job, who will I marry, etc.? Paul didn't even use the emotion of "peace" to make decisions about the persecution of the church. He used conviction. The peace that Paul refers to is supernatural because extreme circumstance requires extreme conviction, and sometimes extreme encouragement. Emotions as a guide will fail to direct according to God's will in the face of adversity.
Peace in the biblical sense is that exceptional, "how does he do that" sense of security and firm conviction in the face of absolutely overwhelming odds and opposition where no sense to accept it. It is what the Apostle Peter had when he walked calmly to his own execution and purportedly begged to be crucified upside down because he felt unworthy of his Lord. It is what the early martyrs experienced when they smiled at the flames alight under their feat as the kindling began searing their flesh. It is what Paul experienced after he resolutely, firmly, and purposefully with deep conviction set his face to go toward imprisonment and suffering and embraced it at every step of his journey until the butcher's axe severed his head from his neck. It is not to stand when the world demands you sit. It is the conviction to stand when the world cuts off your legs, when your conviction persuades others to stand with you.
The night before the Lord Jesus was led away to be crucified he prayed in the Garden of Gethsemane asking the Father to, "remove this cup from me" (Luke 22:42). Yet at the same time his resolution was set, "not my will, but yours be done." Did Jesus have "peace" at this momentous moment of decision – the decision to embrace the cross? Not in the slightest. Look at the following passages: "And there appeared to him an angel from Heaven, strengthening him" (22:43).
Rhetorical question: Why would Jesus need strengthening? Answer: Look at the following verse, even more revealing: "And being in agony he prayed even more earnestly" (22:44). It has been said that Jesus' stress was so great that it brought about hematohidrosis, causing blood vessels around sweat glands to burst so that he "sweat drops of blood" (22:44). Was this a Jesus "at peace" or was this a Jesus resolute in his decision regardless of his feelings? Clearly, the latter.
He was suffering great mental and emotional stress knowing what was to come. Yet remarkably he embraced the cross anyway. In stark, almost violent contrast Hebrews 12:2 paints the picture of Jesus' kind of peace this way: "Who for the joy set before him endured the cross, despising its shame…" Jesus didn't embrace the suffering of the cross because he "had peace about it." He embraced the suffering of the cross for the peace it would bring us later.
We can find multiple stories in the Bible that directly contradict the commonly held "peace" divination concept. For example, consider the story of Moses (Exodus 3:11 – 4:13). God spoke to Moses and made his will for Moses known. Yet Moses did not feel peace about the decision God was calling him to make. To the contrary, Moses was using every excuse he could find to get out of it! First he tried, "Who am I that I should go to Pharaoh?" When God didn't accept that excuse Moses tried a second: "Suppose they ask me who sent me? What should I tell them?" When that excuse didn't work Moses looked for another: "What if they do not believe me or listen to me?" When God refused that excuse Moses tried another: "But I have never been eloquent. I am slow in speech and tongue." Finally, with no plausible excuses remaining, Moses directly asked God for an out: "Pardon your servant, Lord. Please send someone else."
As God's prophet, Jonah knew with certainty God had called him to go to Nineveh. Yet Jonah did not feel peace about that decision so he fled in the opposite direction. In doing so, Jonah was going directly against God's revealed will. He was so at peace with his decision that he was able to sleep soundly on his get-away ship in the middle of a violent storm. While everyone else on the ship was concerned about their life, Jonah was peacefully sleeping below deck! Jonah knew precisely what God's will was. Yet he did not feel peace about making that decision. Instead, he felt peace as he fled — in willful rebellion — from the decision God told him to make.
God's Word often provides explicit instructions about what decisions we should and should not make and, even where it does not, it still supplies us with sufficient information to make a decision, confident that it is God's will. The Word does this by revealing to us who God is, what he is like, and what he wills. Like it did Moses, though, sometimes peace can evade us even when we know we're acting according to God's will.
When you make decisions about what course your life will take remember that the emotion of "peace" so-called, is not God's guide for decisions. If that were the case then all of our decisions would flee from suffering and toward safety. Rather, peace is the byproduct of decisions that are pleasing to God, regardless of suffering or joy. Yet also remember the suffering of the Lord Jesus who did not experience peace in the immediate aftermath of his decision. Instead he set himself resolutely to go to the cross because of his conviction and love for us.
In contrast to the worldview that runs from suffering, that makes it decisions through escapism, the scripture encourages times when we must embrace suffering, for out of it and through it great deeds are done, lives are transformed, and heroes of the faith are forged. There is nothing admirable about a person who embraces their personal peace at the expense of doing the right thing.
_______________________________In conclusion, "peace" is the effect of being in God's will, but not the criteria for personally defining it. Therefore "peace" in itself is not erroneous when it is a result of a correct choice.
Pastor Voddie Baucham delivered an exceptional sermon in 2011 on this topic called, "Modern Spirituality and Your Mind." The sermon outline is as follows, "Have you ever asked someone for advice about a specific situation only to receive the cliché response: "Just pray and the Lord will give you a "peace" about what you should do." Is that really a Biblical response? How does that fit in with Romans 12:2 which state that we are supposed to have our "minds" engaged in what we are doing? In this sermon, Pastor Voddie exposits this text and gives the church the implications behind this line of reasoning." http://www.gracefamilybaptist.net/se...and-your-mind/


text:
Everywhere You Go, Take The Music With You
On the Move with Ribbon
As you commute to work on the train reading the news, there is no need to quit browsing just to change tracks. Simply press the button on the Ribbon to skip and carry on multi-tasking.
Use your Ribbon to stream music in your car and change tracks without touching your phone.
When you get home carry on the party by simply plugging into your speaker dock and keep the tunes pumping out. You can even use your phone as a remote control.
The Ribbon comes with its own true-to-life sound earbuds, an AC charger, 3.5mm Stereo AUX cable and a USB cable.
Super Smart
The Ribbon has an iPhone on screen battery meter so you always know how much charge you have left and there is a free Android Application* so you can hear your text messages** read back through your Ribbon.
More Energy
A single charge will give you up to 6 hours of play time, up to 250 hours of standby time and a full charge takes less than 2 hours. The Ribbon features an industry standard MicroUSB charge port for easy charging when you need it.
If the Ribbon is not connected to your phone for 5 minutes it will automatically power off to save battery.
3 Ways to Play
Wear It – connect your headphones and listen to the music.
Stream It – in the car for music and GPS directions from an app on your phone.
Share It – at home through your Hi-fi, speaker dock or surround sound.
* on supported Android devices
**Siri reads back text messages on iPhone

subset: commoncrawl


text:
Sisley Paris
Le Phyto Rouge Lipstick
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Product Actions
- Sign in to add to Wish List
This item is worth 190 loyalty pointsSign up to Liberty Loyalty to see your purchases converted into vouchers you can spend in-store or online.
- Product features
- Editor's notes
- About
- Delivery
Product features
- Suitable for all skin types
- Leaves lips plump, hydrated, comfortable and conditioned with a bold slick of colour
- Full coverage, subtle sheen
- Enriched with Hyaluronic Acid, Konjac Glucomannans, Camellia Oil and Jojoba Oil
- Angular hexagonal tip for definition
Editor's notes
A revamped rendition of Sisley's signature lipstick, Le Phyto Rouge blurs the line between makeup and skin care with a high-impact, colour-saturated formula enriched with a blend of conditioning natural oils.
Two leading active ingredients, hyaluronic acid and konjac glucomannans, form an innovative hydrobooster complex that plumps your pout with filling microspheres and boost of moisture. Nourishing camellia oil and soothing jojoba oil enhance and maintain the condition of the lips, while a unique hexagonal tip delivers precision colour with ultimate definition – a makeup bag staple for everyday colour.
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text:
"AYRSHIRE, a maritime co. in the SW. of Scotland, adjoining the cos. of Renfrew, Lanark, Dumfries, Kirkcudbright and Wigtown. It is in the shape of a crescent, with the concave side, measuring about 70 miles, adjacent to the Firth of Clyde. Its greatest breadth, across the middle, is 30 miles. Area, 1128.5 sq. m., or 729,186 ac. Pop. 217,519 or 193 persons to each sq. m. The coast in the S. is rocky and destitute of natural harbours, but becomes low and sandy northwards from Ayr. The lofty islet of Ailsa Craig is comprised in this co. The surface slopes with slight undulations from the landward border, which is hilly in most parts, and is mountainous in the SE. The soil is various, sandy near the coast, of a rich clay in the middle parts, and moor in the uplands. The rivers are the Garnock, Irvine, Ayr, Doon, Girvan, and Stinchar. The largest lake is Loch Doon, on the SE. border. The minerals are coal, iron, limestone, and sandstone, all of which are extensively worked. The co. is famous for dairy produce and a fine breed of cows. The mfrs. are valuable and include woollen, cotton, iron, and earthenware."
Bartholemew's Gazetteer of the British Isles, 1887
Ayrshire Towns and Parishes
- Alloway
- Ardrossan
- Auchinleck
- Ayr
- Ballantrae
- Barr
- Beith
- Colmonell
- Coylton
- Craigie
- Dailly
- Dalmellington
- Dalry
- Dalrymple
- Dreghorn
- Dundonald
- Dunlop
- Fenwick
- Galston
- Girvan
- Irvine
- Kilbirnie
- Kilmarnock
- Kilmaurs
- Kilwinning
- Kirkmichael
- Kirkoswald
- Largs
- Loudoun
- Mauchline
- Maybole
- Monkton
- Monkton & Prestwick
- Muirkirk
- New Cumnock
- Newmilns
- Newton-on-Ayr
- Ochiltree
- Old Cumnock
- Prestwick
- Riccarton
- Sorn
- St Quivox
- Stair
- Stevenston
- Stewarton
- Straiton
- Symington
- Tarbolton
- Troon
- West Kilbride
For Ayrshire townships unconnected to parishes, see the list of Miscellaneous places mentioned in the 1868 National gazetteer.
For Ayrshire places mentioned in the 1868 National gazetteer, see Where is it in Ayrshire?
Note that some Ayrshire parishes are partly in other counties.
The three Ayrshire District Councils have assumed responsibility for the county archives that had been managed under the former Strathclyde Region. Details are given at the archives page.
In addition, the Scottish Cultural Resources Access Network (SCRAN) is a Millennium Project to build a networked multimedia resource base for the study, teaching and appreciation of history and material culture in Scotland. The SCRAN website has an easy to use search engine.
You can contact the National Records of Scotland (formerly the National Archives of Scotland). It also used to be called the Scottish Record Office.
The following books provide an Ayrshire-wide perspective of their topic. They are included here as a central list.
"Sources for Family History in Ayrshire" Published 1995 by Troon @ Ayrshire FHS
"Family history: a guide to Ayrshire sources" edited by Jane Jamieson. Published Ayr, 1984 (now out of print).
"History of the county of Ayr: with a genealogical account of the families of Ayrshire". James Paterson, published Ayr, 1847.
"Ayrshire Nights Entertainment: A Descriptive Guide to the History, Traditions, Antiquities of the County of Ayr" by John MacIntosh of Galston, Ayrshire, published in 1894, by John Menzies & Co. of Kilmarnock, Dunlop and Drennan.
"Ayrshire & Arran: an Illustrated Architectural Guide" Rob Close, published in 1992 by RIAS (ISBN 1-873190-06-9) and available from RIAS bookshops in Edinburgh and Glasgow.
"Ayrshire: its history and historic families" by William Robertson, published Kilmarnock, 1908.
"Mining: Ayrshire's Lost Industry" by Guthrie Hutton, published 1996 by Richard Stenlake Publishing (ISBN 1-872074-88-X).
"Tracing Your Family Tree - sources in East Ayrshire Libraries" is published by the East Ayrshire District Library, Local Studies Department, The Dick Institute, Elmbank Avenue, Kilmarnock, Ayrshire KA1 3BU, Scotland.
See our Scotland census page for a description and national indexes.
FreeCen for Ayr has an index including a substantial part of the 1841 census for the county, and welcomes more transcribers for this project providing free access to 19th century census indexes.
East Ayrshire Family History Society publish CDROMs of an 1851 census index (190,000 entries) and 1861 census index (almost 200,000 entries).
For information on records for a particular parish, see that parish's page (where available).
The original Old Parochial Records of the Church of Scotland are held in the General Register Office for Scotland [GRO(S)] in Edinburgh, and copies on microfilm may be consulted in LDS Family History Centres around the world. The birth and marriage records are indexed on microfiche. Copies (not necessarily of all parishes) are also held by some of the Family History Societies in the county and also in some local libraries. The birth, marriage and death records can also be searched at ScotlandsPeople - the online database of Scottish Birth, Marriage and Death Indexes at the General Register Office. (Note that this site charges for access to the database.)
Note that on September 1, 2017, FamilySearch will discontinue its microfilm distribution services. (The last day to order microfilm will be August 31, 2017.)
The Kirk Session of a parish consists of the minister of the parish and the elders of the congregation. It looks after the general well-being of the congregation. In centuries past, the Kirk Session was responsible for parochial discipline. Some of the Kirk Session records for the Presbyteries covering Ayrshire are held in the Scottish Record Office in Edinburgh. Some Kirk Session material is often to be found amongst the Old Parochial Records. Click here for a tutorial on Old Parochial Records.
The Heritors were the landowners in each parish who were responsible (until 1925) for the maintenance of the church and manse and (before 1878) for the parochial school. They were also responsible, with the Kirk Session, for the poor of the parish until 1845. Their records are also to be found in the Scottish Record Office in Edinburgh.
Records of many other churches, particularly the Free Churches and United Presbyterian Churches, may also be found in at the National Records of Scotland, formerly known as the National Archives of Scotland and the Scottish Record Office, in Edinburgh. Some of these records include baptism and marriage registers.
To assist in the identification of the different entities that have existed during the turbulent history of the Church of Scotland, there is a diagram and set of notes, based on those originally compiled by Linda Merle, which may be of assistance.
Registration of Births, Marriages and Deaths began in Scotland on 1st January 1855. For details of these records held at the General Register Office (Scotland) in Edinburgh, see GRO(S) tutorial.
Records of testaments, inventories etc. are held at the National Records of Scotland, formerly known as the National Archives of Scotland and the Scottish Record Office.
In amplification to the historical description of the county at the head of the page, it should be noted that for local administrative purposes, Ayrshire was divided into the North Ayrshire, East Ayrshire and South Ayrshire Districts, each with its own unitary council. These districts are not much different from the more romantically named Cunningham, Loudon, and Kyle & Carrick districts which existed previously under the Strathclyde Regional Authority. The names of Cunninghame, Kyle and Carrick are those of the three areas which were brought together to form Ayrshire in medieval times.
An 1837 description of the county is given in this extract from Pigot's Directory for Ayrshire. The transcript was provided by Keith Muirhead from Queensland.
See also the entry for Ayrshire in the National Gazetteer of Great Britain and Ireland, 1868.
See the entry for Ayrshire in Groome's Ordnance Gazetteer of Scotland, 1896.
Family History in Scotland pages offer an introduction to the subject and the differences derived from Scotland's own, legal, religious and political systems.
There is now an electronic mailing list for Ayrshire researchers. To subscribe to AYRSHIRE-L, or to its digest form AYRSHIRE-D, send an email message to either for the List or for the Digest delivery. Leave the subject field blank and put "subscribe" in the body of the message. Your request will be confirmed by a message from RootsWeb giving details of using the List and Digest.
This page offers a glossary of some of the Scots legal and vernacular terms and some Latin terms that genealogists may encounter in researching their ancestry in Ayrshire.
The county has long established military connections with two major units of the British Army; the Royal Scots Fusiliers, one of the oldest infantry regiments; and the Ayrshire Yeomanry, an ancient volunteer cavalry unit. Both of these regiments are still represented today in the British Army's establishment. More details on the history of both units are available at the Ayrshire Military page.
- Rolls of Honour and War Memorials (monuments) are one good resource for family historians, but need to be addressed with some caution - it should not be assumed that they are either complete or accurate. Memorials (and Rolls of Honour) were created at the local parish level after asking the local inhabitants whose names should appear. Thus:
- Some names may have been omitted, for a variety of reasons.
- Some names may appear on more than one memorial.
- Some names may be misspelled, or given names transposed.
- Some people may be listed as killed in action, but were not.
- Some people may be listed who were not in the service at all.
- Some people may have been confused with others of a similar name.
- A Roll of Honour may sometimes list the names of all who served, not just those who died.
- Some of the original records may have been incorrect, for a variety of reasons.
- Some (more recent) research may be incorrect.
- View a list of the Rolls of Honour for Ayrshire.
There are some details of the sources of military records, both unit records and those of personnel who served in them, at the Ayrshire Military page.
Ayrshire researchers may also be interested in the possibility of contacting others interested in Ayrshire family history through the contacts pages on the Ayrshire GenWeb Page.
The county wide coverage of the Ayrshire Post and other newspapers in the group can be seen at their web site. Other more local newspapers are listed under the respective parish pages.
The occupations of Ayrshire people were and still remain associated with three traditional occupational areas: farming and its by-products, milk, meat and wool; maritime business both fishing and commercial trading; the mining of coal and iron. The later years of the 20th century have added commercial aviation and the recreation and leisure industries.
Here are some figures showing the county's population through time:
There are a large number of local and family history societies in the county. Dave Killicoat is the secretary of the co-ordinating federation whose mail address is:
Ayrshire Federation of Historical Societies, Dennison House,
11 Chalmers Road, Ayr KA7 2RQ, Scotland.
Family History Societies covering Ayrshire include:


text:
NASHVILLE, Tenn. – On Saturday, the Tennessee State men's basketball team will go for its first win of the season when the squad travels to Wichita State for a matchup with the Shockers.
This past weekend, the Tigers played three contests in Honolulu for the Outrigger Hotels Rainbow Classic and fell to Hawai'i, New Mexico State and Western Michigan.
TSU was led by senior Patrick Miller who was the Tigers' leading scorer, pouring in 62 points for an average of 20.7 points during the three games. He made 24 of his 60 attempts (40 percent) from the field and held a 4-for-13 (30.8 percent) line from behind the three-point line.
Miller has scored 38 percent of the team's 162 points this season.
The Tigers should focus on getting in the pain against the Shockers as they are shooting 43 percent from inside of the arc. From three, the team has hit 7-of-45 shots for a 15 percent conversion rate.
Another key player for TSU this year has been M.J. Rhett who recorded a double-double against Hawai'i (11 points and 12 rebounds) and narrowly missed his second versus Western Michigan (10 points and nine boards).
Rhett is averaging nine points and 8.3 rebounds in TSU's first three contests and has 33 percent of boards brought in by the Tigers.
Tennessee State will face its biggest test of the young campaign when the team takes on Wichita State (2-0) which made the Final Four last season.
The Shockers have outscored Emporia State and Western Kentucky, 158-99, and boast three players who average in double figures in Cleanthony Early (16), Fred Van Vleet (14.5) and Ron Baker (10).
WSU has made 50 percent of its shots, is forcing 20 turnovers and blocking nine shots per game.
The last time that TSU has faced a defending Final Four team was in 1998-99 when the Tigers played Kentucky; TSU lost that game, 97-47. Tennessee State has never met Wichita State.
The Tigers and Shockers will tipoff at noon on Saturday, Nov. 16 in the Charles Koch Arena.


text:
Mike Bosch necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 23 diseños de 5 diseñadores freelance.
Coyote Software - Caseworks, Scanworks, Formworks
We are a professional software company with a track record. Not an upstart, we have been around since 1992. That said, our corporate and product logos need some new passion and energy injected into them.
Our specialty is designing and delivering tailored technology solutions to service-oriented agencies and businesses.
We offer a full range of software development, business consulting and systems integration services, tailored to the unique needs of the following industries: health and social services, the green industry (http://www.dynascape.com) , and other service businesses.
This project is focused on our work in the Health & Social Services area.
Coyote is one of Canada's leading developers of information, evaluation, and planning systems for health and social service organizations. Our CASEWORKS system has become the software of choice for thousands of human services providers.
Custom Business Solutions
Coyote has extensive experience designing custom software for specialized, often hard-to-automate service businesses. We have streamlined the operations of companies in a variety of sectors, including retail, transportation, and museums.
The typical audience is upper management and clinical leadership staff in our target markets.
Typically these are white-collar educated professionals, living in North America.
Our clients are organizations in the health and social service area - (outside of the hospital sphere). This would include Children's Aid Societies, Family Service Organizations, Behavioural Health, Counselling or Community Mental Health Centers, Domestic Violence Shelters, Case Management Services, Primarily Mental Health and/or Substance Abuse Services, Children's and Youth Services/ Child Welfare, etc.
We are looking for 4 related logos based on the logo concepts in the attached file. One for our company, and one for each of our three related products.
We are looking for a combination of established, professional and competent with passionate, and high energy.
Logo #1. Our corporate logo. Coyote Software. See our site at http://www.coyotecorp.com
Please NO Coyote heads. Focus on our tagline of transforming businesses. Maybe a connect the dots kind of logo like the Emergis logo (do a google image search for Emergis)
That said, for this logo we are leaning towards a watermark similar to the one in the concept file.
The logo concept in the Coyote Logo concepts pdf file we like, but our designer changed occupations - so we need you to finish it!
Over the years we had made many attempts to incorporate the figure or head of a Coyote. This has never worked. It always ends up looking like the logo for a sports team - not a professional software company. We would discourage you from pursuing this route.
Logo #2. Caseworks. Client and case management.
Logo #3 Scanworks - Scanning and management of scanned documents.
Logo #4. Formworks - Management of electronic forms.
The product logos are part of one family of products. They work together and should thus be similarly styled.
We have attached our existing logo, and existing Caseworks brochure as a good way to understand who we are and what we do.
We would like the product logos to incoporate the product name and a graphical picture/logo.
For our corporate logo, it could use the words Coyote Software and have a logo, or it could use a wordmark or other variations.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


text:
ILIA Beauty Lip Gloss SALESee All ILIA Beauty
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Our skin is our largest organ, and can absorb just about anything we put to its surface. ILIA is formulated with this in mind, and dedicated to creating the purest products possible. The ethical-sustainable approach embodied in each piece is filled with certified organic bio-active botanicals that nourish and rejuvenate the skin.
The quality of the product is mirrored in its packaging. All cream lip products are housed in a sleek recycled aluminum case. Each product is filled with up to 85% bioactive organic ingredients. A combination of on trend pigments and super nourishing elements has set ILIA apart from the conventions of organic beauty.
ILIA launched its first collection of 6 Tinted Lip Conditioners in Vancouver, Canada in 2011. The philosophy behind the now LA based brand grew from the curiosity of understanding the ingredients on the back of a lipstick box a few years prior by its founder, Sasha Plavsic.
Contrary to many organic cosmetic brands on the market at that time, Sasha referred to her roots in branding and focused on the visual aesthetic of the line. Once the contemporary packaging was in place, it was important that the quality of the product performance stood out as something new and unique in the beauty industry. From here, she sought out several chemists and an organic supplier to create an ethical product and maintain full visibility from start to finish.
Sasha was born in Vancouver, and grew up in a rural setting 30 minutes outside of the city. Her younger brother and now business partner, Zachary Ilia, suffered from acute asthma and allergies as a young child. Her mother, sought out homeopathic remedies to help heal her son, which included co-founding an organic food co-op with several families. Through trial and error, Zac was healed primarily through diet, and went on to compete in the 2008 and 2012 Olympic Games.
Sasha's interests fell into design, studying Typography in London and New York. Throughout her twenties, she moved several times, landing in Los Angeles in 2006 for a branding and marketing position in the eyewear industry. Working alongside brands such as Oliver Peoples, Chrome Hearts and Cartier brought an awareness to the world of wholesale and retail. Returning to Vancouver in 2009 after a sabbatical of travel, Sasha re-branded a local aromatherapy company by day, and the beginnings of ILIA at night.


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Good news for video producers : the Judiciary Committee has passed the Goodlatte Bill to Modernize the Video Privacy Protection Act
Washington, DC, October 13, 2011: Today the House Judiciary Committee passed bipartisan legislation introduced by Congressman Bob Goodlatte, Chairman of the Subcommittee on Intellectual Property, Competition, and the Internet, which updates the Video Privacy Protection Act (VPPA) of 1998 to keep up with today's technology and the consumer marketplace.
The VPPA was passed by Congress in the wake of Judge Robert Bork's 1987 Supreme Court nomination battle, during which a local Washington, D.C. newspaper obtained a list of video tapes the Bork family rented from its neighborhood video tape rental store. This disclosure caused bipartisan outrage, which resulted in the enactment of the VPPA.
Rep. Bob Goodlatte writes:
The commercial video distribution landscape has changed dramatically since 1988 . . . With today's technology, consumers can quickly and efficiently access video programming through a variety of platforms, including through Internet Protocol-based video services—all without leaving their homes. My legislation will ensure that the Video Privacy Protection Act is updated to reflect the realities of the 21st Century
The Goodlatte legislation, H.R. 2471, updates the VPPA to allow video tape service providers to facilitate the sharing on social media networks of the movies watched or recommended by users.
Specifically, it is narrowly crafted to preserve the VPPA's protections for consumers' privacy while modernizing the law to empower consumers to do more with their video consumption preferences, including sharing names of new or favorite TV shows or movies on social media in a simple way. However, it protects the consumer's control over his information by requiring consumer consent before any of this can occur. And, it makes clear that a consumer can opt-in to the ongoing sharing of his or her favorite movies or TV shows without having to provide consent each and every time a movie is rented. It also makes clear that written, affirmative consent can be provided through the Internet and can be withdrawn at any time.
This amendment does not change the scope of who is covered by the VPPA, the definition of "personally identifiable information," or the privacy standard adopted by Congress when the VPPA was first enacted. Specifically, it preserves the requirement that the user provide affirmative, written consent."
H.R. 2471 has been referred to the full House of Representatives for further consideration.
Bob Goodlatte
Serving Virginia's Sixth District
Video Privacy Protection Act ~ VPPA
Read and Track H.R. 2471


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I just returned from a long holiday weekend in Montreal. It was my first time to that city and it was awesome. Montreal is nicely urban and dense with a great metro system, but it also felt very approachable and non-intimidating. Anyway, as is always the case, I come back from a trip like this with a ton of photos and examples to share of what other cities are doing that we could do here in Denver to improve our urban environment.
For our first example, let's talk about bidirectional on-street bike lanes. In Denver, our major off-street bike trails, like along Cherry Creek or the Platte River, are bidirectional, but do we have anything in Denver like these examples below from Montreal?
Without curbs:
With curbs:
The street in Montreal without curbs was a local residential street with very little traffic. The street with curbs was a bit more of a major neighborhood street, something similar to, say, E. 11th Avenue in Capitol Hill.
I saw many examples of this in Montreal; in fact, I think I saw more bidirectional on-street bike lanes than unidirectional lanes. They appear to treat bicycles as a true transportation mode worthy of its own system within the public right-of-way rather than as something you accommodate if there's enough room on the street to paint a few lines without inconveniencing the motor vehicle system too much.
The Downtown Denver Partnership has recently asked the city to study the possibility of a bidirectional bike lane system on 15th Street in Downtown to connect Civic Center with LoDo. Where else do you think Denver should or could implement bidirectional bike lanes? What routes would bike commuters suggest? Where do you think the right-of-way width/configuration would allow for bidirectional lanes? Discuss.
By the way, the city is currently updating its bicycle and pedestrian master plans through an effort called Denver Moves. If you are interested in this issue and want to provide feedback to the city on this important topic, please get involved in Denver Moves. For more info, visit: http://denvermoves.org/


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Partnership Brings Fans New Culinary Entertainment During Their Luxury Vacations at Sea Starting July 2014
NEW YORK, NY & MIAMI, FL - February 4, 2014 - Celebrity Cruises and Bravo's "Top Chef" invite fans on a global culinary adventure with the new "Top Chef at Sea" partnership. The premium vacation brand and the Emmy(R) Award-winning culinary competition series unveiled an exclusive licensing partnership that offers fans custom "Top Chef" experiences onboard Celebrity's modern luxury ships. Building on last year's popular "Top Chef: The Cruise" charter, fans can enjoy an exclusive taste of the well-known series with enhanced culinary experiences for foodies and globetrotters alike. This marks the cruise industry's first Top Chef-themed licensing partnership on a large scale as well as Celebrity's first exclusive Top Chef-inspired experiences available onboard 10 Celebrity ships. For a sneak peek at "Top Chef at Sea," visit http://www.bravotv.com/blogs/the-dish/top-chef-is-setting-sail-for-the-high-seas
Celebrity will launch four cruises featuring former "Top Chef" contestants departing July 27, August 15, September 19 and November 15. While vacationers sail away to dream destinations, such as Bermuda, Alaska, Europe and the Caribbean, they will have the opportunity to participate in complimentary cooking demonstrations, the show's famous, interactive Quickfire Challenges and other activities. For a more exclusive experience, guests can enjoy private cooking classes and events hosted by former chef'testants at an additional cost as part of their vacation experience.
In addition to the four exclusive cruises with "Top Chef" alums, Celebrity will also introduce Quickfire Challenges and "Top Chef"-inspired menu evenings to its modern luxury vacations onboard 10 ships for all sailings departing July 2014 - June 2015.
"Embodying passion for creativity and culinary excellence, 'Top Chef' perfectly complements our already exceptional culinary line-up and innovative dining that guests enjoy while vacationing with us," said Lisa Kauffman, VP of Marketing, Celebrity Cruises. "We are thrilled to offer new, diverse experiences in the coming year that invite vacationers to engage in their favorite entertainment and culinary options exclusively onboard Celebrity."
"'Top Chef' viewers are constantly asking for their chance to get a taste of the show first-hand," said Jamie Cutburth, SVP of Partnerships, Bravo & Oxygen Media. "With their commitment to and excellence in providing top-tier gastronomic experiences, the partnership with Celebrity Cruises is a delicious way for us to satisfy this request for Bravo's loyal and passionate fan base."
Recognized for its industry-leading dining experiences, Celebrity Cruises has been applauded for its signature, award-winning cuisine and impeccable service across its luxurious fleet. From cooking exclusive dinners at the prestigious James Beard House in New York City to launching the cruise industry's first pop-up restaurants in New York and San Francisco, "Top Chef at Sea" is the next step in embarking guests on a rich vacation experience of endless culinary possibilities.
The finale of the current season of "Top Chef" shot in Maui, Hawaii will air on Bravo on Wednesday, February 5 at 10pm ET/PT. In what the judges call the closest decision in "Top Chef" history, the final two chef'testants are challenged to create a pop-up restaurant and cook a meal that proves to the judges they deserve to be named "Top Chef." Bravo recently announced the series will return for a twelfth season in Fall 2014. "Top Chef" is produced by Magical Elves with Dan Cutforth and Jane Lipsitz serving as executive producers.
For more details about "Top Chef at Sea," visit www.celebritycruises.com/topchef
About Celebrity Cruises:
Celebrity Cruises' iconic "X" is the mark of modern luxury, with its cool, contemporary design and warm spaces; dining experiences where the design of the venues is as important as the cuisine; and the amazing service that only Celebrity can provide, all created to provide an unmatchable experience for vacationers' precious time. Celebrity Cruises' 11 ships offer modern luxury vacations visiting all seven continents. Celebrity also presents immersive cruisetour experiences in Alaska, Australia/New Zealand, Canada, Europe and South America. Celebrity is one of six cruise brands operated by global cruise vacation company Royal Caribbean Cruises Ltd. (NYSE, OSE: RCL). For more information, dial 1-800-437-3111, visit www.celebritycruises.com, or call your travel agent.
About Bravo:
Bravo is a program service of NBCUniversal Cable Entertainment, a division of NBCUniversal, one of the world's leading media and entertainment companies in the development, production, and marketing of entertainment, news, and information to a global audience. Bravo has been an NBCUniversal cable network since December 2002 and was the first television service dedicated to film and the performing arts when it launched in December 1980. For more information, visit www.BravoTV.com. Follow us on Twitter at https://twitter.com/BravoPR.


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Ethernet/IP & Ethernet TCP/IP to DH+ / DH-485 ($1,250)
DataLink Technologies Gateways, Inc. is an engineering company, providing a single converter, multi-protocol gateway for (AB) Allen Bradley PLC users; providing a one-box protocol DH+/DH-485 converter between Ethernet/IP, AB Ethernet, ModTCP and serial (DF1, ASCII, Modbus) protocols. Custom engineering to AB Data Highway Plus (DH+) and DH-485 are available.
The GW1000 platform is a lower priced ($1,250 list), multi-protocol gateway that performs like a "mini" DH+ Controllogix gateway that can be easily converted by the client for other applications including serial DF1, ASCII, Modbus, ModTCP & custom to AB's DH+ and DH-485.
Call +1 (866) 286-2745.
DataLink GW1000 multi-protocol gateway most common applications include:
Ethernet/IP to DH+ GW1000-ABEIP Functionality:
• Ethernet Remote Programming to Legacy PLCs: SCADA/MMI/Programming Software (RLSINX/LOGIX/VIEW,Wondware, Kepware, Citect, Intellution, etc.) packages using AB Ethernet /ModTCP Drivers can read/write data from/to multiple DH+/DH-485 nodes.
• New AB PLCs to Legacy PLCs: Any AB Ethernet & Ethernet/IP PLC (MicroLogix, SLC 5/05, CompactLogix, FlexLogix, PLC-5E, ControlLogix) as Master will be able to send either read or write MSG (message) instructions to any DH+ PLC (SLC 5/02 SLC 5/03 SLC 5/04, PLC-5/20, PLC 5/30, PLC 5/40, etc.).
• New AB PLCs to Legacy Panelviews: DH+ as Master allows applications such as Panelview on DH+ to message SLC 5/05 on Ethernet.
Serial (DF1, Modbus RTU ASII interface to DH+) Functionality:
• GW1000-DHP1: DF1 to DH+ alternative to Allen-Bradley's 1770-KF2 and 1784-U2DHP. It also provides an external option for the 1784-P(KTX), 1784-PKTX, 1784-PCMK or SST 5136-SD.
• GW1000-DHPM: Modbus RTU to DH+ gateway that allows any DH+ node to communicate to Modbus RTU devices in either Modbus Master or Modbus Slave mode.
• GW1000-DHPA: Scanners, printers, and message displays located anywhere on a DH+ network can send and receive ASCII messages to and from PLCs in other locations.
Contact us or your local AB distributor for pricing and application details.
Low Cost AB Replacements
GW1000 Product Line
- GW1000-DHPA – Ascii to DH+ Network
- GW1000-ABEIP – Datalink Ethernet IP to DH+
- GW1000-DHP1 – Replacement for 1770-KF2
- GW1000-485EIP – Ethernet/IP to AB's DH+ & DH-485 – DH+ to Ethernet
- GW1000-DH4851 – DF1 to DH-485
- GW1000-DH485A – Ascii to DH-485 Network
- GW1000-DH485E – Datalink Ethernet TCP/IP to DH-485
- GW1000-485PME – DataLink Mod TCP (Modbus TCP/IP) to DH+
- GW1000-DH485M – Modbus Gateway to DH-485 Network
- GW1000-DHPME – DataLink Mod TCP (Modbus TCP/IP) to DH+
- GW1000-DHPM – Modbus to DH+ Network (Modbus to DH+)
- GW1000-MODTCP – Datalink MOD TCP to DH+
- GW1000-DHPE – Datalink Ethernet TCP/IP to DH+
Traditional applications include:
DF1, ASCII & Modbus interfaces to AB's Datahighway Plus (DH+) & DH485. DataLink's more cost efficient and reliable solutions include replacements to 1770-KF2, 1770-KF3, 1784-KTX, 1784-PKTX, 1784-PCMK products. We have many customizable DH+ & DH-485 solutions for all types of AB PLC applications. Replacements to SST 5136-SD.
Low Cost AB Replacements
1784-PKTX Replacement
SLC 5/02, and SLC5/03 processors (only via 1785-KA5)
- communicate with SLC processors on DH-485 networks
- communicate to DH+ and Remote I/O via SoftLogix-5
- communicate to ControlLogix through a 1756-DHRIO module
act as a remote I/O scannerThe 1784-PKTX performs data transmission, management, and local network diagnostics. The interface to the host processor is through a board-resident dual-port memory.
1784-KTX Replacement
1784-PCMK Replacement
DF1 to DH+ Network (DH+ DF1). Alternative / Replacement for 1770-KF2, 1784-PKTX – (1784-PKTX, 1784-KTX), 1784-PCMK or SST 5136-SD.
1770-KF2 Replacement
1770-KF3 Replacement
DF1 to DH+ Network (DH+ DF1). Alternative / Replacement for 1770-KF2, 1784-PKTX – (1784-PKTX, 1784-KTX), 1784-PCMK or SST 5136-SD. GW1000.
Newer applications include
HMI & SCADA Applications
Our Guarantee
Satisfaction Guaranteed. Your complete satisfaction with all our products is essential. We offer a 30-day money-back guarantee and a five-year warranty on parts and service.
Product Testimonial
The GW1000-DHP1 is unbelievable….it keeps on running in the most disgusting, hazardous environment you could ever imagine. We didn't even know what the controller was because of all the messy residue covering the box….it just keeps on working. J.S. , Gas Material Corporation. DF1 to DH+.
This device connects DH+ to DF1.


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(Laguna Beach, CA) May, 2013 – Watching the Laguna Playhouse's production of Steel Magnolias was very reminiscent of the theme song from the hit television series Cheers, most notably the following lines, "Sometimes you want to go where everybody knows your name/and they're always glad you came./You wanna be where you can see,/our troubles are all the same./You wanna be where everybody knows your name." Singer/songwriter Gary Portnoy couldn't have been more correct. There are certain public venues which somehow draws like-minded individuals together like a nurturing sanctuary. They share stories of past glories, gossip about outrageous misfortunes, and in many cases, bond over unforeseen tragedies. It can be a Boston bar (like the one in Cheers), an Arizona diner (like Mel's Diner in Alice, from both the television series and the Martin Scorsese film the series was based on), a beachside coffeehouse (anywhere in Laguna Beach), or a Louisiana beauty shop where Robert Harling's play takes place. And the occupants of this particular establishment do indeed share many laughs and many tears. In this character-driven production, the talented acting ensemble provides healthy doses of heart and soul.
At Truvy's Beauty Shop, dramas are playing out left and right, whether they are of paramount importance or just simple mild annoyances. Hair stylist and owner Truvy (Stephanie Zimbalist) ponders if she will ever get her husband off the sofa and "reawaken" their deep-felt sense of romance they once had when they first got married. Her assistant Annelle (Joanna Strapp) worries if her drug-dealing, absentee husband will finally go to jail so she can continue on with her life. The matronly heiress Clairee (Von Rae Wood) is in search of a passion that gives her purpose, which includes football, owning a radio station, and traveling around the world. The young newlywed Shelby (Alyson Lindsay) wants to have a child, much to the concern of her overprotective mother M'Lynn (Elyse Mirto). And the ornery spinster Ouiser (Teri Ralston) is just...well...grumpy about everything—However, as she insists, she's not crazy; she's just been in a bad mood for the past forty years. But it is Shelby's unexpected pregnancy that serves as a catalyst which brings this group closer together with each passing day.
There is a lot of storytelling going on in Magnolias, with each character making their presence known in monologues that are oftentimes powerful and in some cases hilarious. And Jenny Sullivan's crisp direction matches well with the performances by keeping the play going and maintaining the audience's attention. Jim Prodger's beautifully detailed set design captures the late 1980s with nostalgic care. But there is a disappointment regarding D Martyn Bookwalter's lighting design. Although the set is well lit, the colors seem too hot and flat, not showing any kind of depth or balance to the set design with any of the cooler tones, like subtle blues and greens. If these cooler, softer colors are indeed present, the hot colors wash them completely out. Also, the exterior surrounding the beauty shop set is all dark, giving the impression that all the scenes are taking place at night (which they aren't). This lack of "exterior lighting" or a daylight backdrop adds to the "flatness" of the set, missing any opportunity to enhance the Louisiana setting and flavor of the story even more.
But it's the actors that drive this production's emotional punch. Zimbalist's Truvy serves as the hub of the character wheel that composes Steel Magnolias. Her brassy and earthy nature is intertwined with a type of motherly tenderness and loyalty. She may not be the eldest of the group, but she is very well the wisest whose insights all of her friends hold in high regard. Mirto's M'Lynn begins her incredible character transformation from being overbearing and domineering to exhibiting a type of pain that is shown in one of the most heartbreaking moments of the play. Her scenes with Lindsay's Shelby (who phenomenally changes from being young and naive to displays of mature dignity) show a perfect mother/daughter chemistry. Strapp's Annelle is adorable as her enthusiastic devotion to her Christian beliefs provide additional humor and especially poignancy to the story. And both Wood's Clairee and Ralston's Ouiser are the comic firecrackers who whip out biting verbal zingers at each other and the other players. Their timing is unmatched, which provides the final "hair styling touch" to the Laguna Playhouse's production of Steel Magnolias.
Steel Magnolias opened April 30 and runs to May 26, 2013
Laguna Playhouse
606 Laguna Canyon Road
Laguna Beach, CA. 92651
Photos by Ed Krieger


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Managing Preventive Maintenance
Written by Joel Levitt, Springfield Resources Saturday, 01 February 1997 19:57
Excerpt from Joel Levitt's book, Managing Factory Maintenance, explains how to justify a preventive maintenance program and provides insight into how to set up a program.
What is preventive maintenance (PM)? It is a series of tasks that either
1. Extends the life of an asset (greasing a gearbox, for example) or
2. Detects that an asset has had critical wear and is going to fail or break down (quarterly
inspection of a pump seal).
These tasks are assembled into lists. Each task is marked off when it is completed. There should always be room on the bottom or side of the task list to note comments. Actionable items should be highlighted.
These tasks should be directed at how the asset will fail. The rule is that the tasks should repair the unit's most expensive, most likely, or most dangerous failure modes. Caveat: There will still be failures and breakdown even with the best PM systems. Your goal is to reduce the breakdowns to minuscule levels and convert the breakdowns that are left into learning experiences to improve your delivery of maintenance service.
PM systems also include
1. Maintaining a record keeping system to track PM, failures, and equipment utilization.
Creating baselines for other analysis activity.
2. All types of predictive activities, including inspection, taking measurements, inspecting
parts for quality, and analyzing oil, temperature, and vibration. Recording all data from predictive activity for trend analysis.
3. Short or minor repairs up to 30 minutes in length. This activity is a great boost to
productivity because no additional travel time is required.
4. Writing up conditions that require attention (conditions that will lead or potentially lead to a
failure). Writeups of machine condition.
5. Scheduling and actually doing repairs written up by PM inspectors.
6. Using the frequency and severity of failures to refine the PM task list.
7. Continual training and upgrading of inspectors' skills, improvements to PM technology.
One point that is commonly missed is that PM is a way station to the ultimate goal of
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maintainability improvement. PM can be an expensive option because it requires constant inputs of labor, materials, and downtime. The ultimate goal of maintenance is high reliability without the inputs.
Some benefits of a PM system Your inspectors are your eyes and ears into the condition of your equipment. You can use their information on decisions to change your equipment makeup, change specifications, or increase availability.
Equipment has a breakdown curve; once over the threshold, failures increase rapidly and unpredictably. Working lower on the curve adds predictability and reliability.
Early detection prevents core damage and gives you more time to plan and secure parts and specialized tools.
Predictability shifts the maintenance workload from emergency fire fighting due to random failures to a more orderly scheduled maintenance system.
The frequency of user-detected failures will decrease as inspectors catch more and more of the problems. Decreased user problems translates to increased satisfaction.
Cost justification for PM One way to sell PM is to discuss the effect of downtime from breakdowns. Breakdowns can be a strong selling point when we develop data on the costs.
Accumulate your average number of breakdowns per year and compare 70 percent of that cost to the cost of inspections, adjustment, cleaning, bolting, lubrication, short repairs, and corrective maintenance. We assume that 70 percent of your breakdowns will be eliminated through an average quality PM system. The following formula should be true to go ahead with a PM system:
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(Number of breakdowns x average cost per breakdown x 70 percent) > cost of PM system.
Management needs to see the longer view on the nature of proper maintenance that only you can show. Sometimes, at trade conventions or meetings, managers hear that PM is hot this year and they use this enthusiasm to help get a program approved or upgraded. Be conservative in your return on investment estimate and liberal on the amount of funds it will take.
The benefits possible from a PM program are real. Getting the benefit of the installation of a PM system requires a commitment to the elements of a successful system. To maximize the return on investment in your equipment, technicians must keep equipment in peak operating condition.
The PM approach is the long-term approach. Anything less than peak operating condition results in increased operating, maintenance, ownership, or downtime costs. These costs vary slowly. Low overall costs of operation are the result of years of good maintenance policy.
Anyone can reduce maintenance costs for a few quarters by cutting back on PM inspections and associated repairs. The temptation to cut back is sometimes great because the piper gets paid 1 to 2 years down the road.
Because of the temptation and the length of time to get a return on the investment, most organizations have either no PM system or only a partial PM system. Some organizations inspect, lubricate, and adjust but don't feed back repairs to be scheduled unless there are clear and present dangers. Other organizations use fixed PM task lists with fixed frequencies without any review of failure, histories, or service.
Selling PM to management The first step is to determine the cost of operating in your current mode. The second step is to prove through rigorous modeling that savings or significant improvement to service will result from the proposed improvement.
When possible, include other departments such as production, accounting, or even marketing to
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help prepare your arguments. Good maintenance effort affects every part of the plant, so every part of the plant has candidates to contribute in your discussions. Marketing is often a good choice because good maintenance will help them with the customers by ensuring delivery dates and maintaining quality.
The end customer is sometimes the strongest voice for PM. All new vendors to General Motors are subject to a plant audit. One of the elements of the audit is the existence of a PM system (that seems to work). They don't want to put their production in the hands of an organization that uses haphazard maintenance practices.
In some cases maintenance costs increase while overall costs decrease. The offset comes from decreased downtime, improved customer service, or other areas.
We are in an extremely competitive battle for the organization's investment dollars. Investments in maintenance can earn big returns. We must sell our strong suits, which are cost avoidance, improved customer satisfaction, and reduced downtime. Use the language (and issues) of your organization to sell a PM program. In every organization some issues are more important than any others. The benefits of PM are summarized in the section "Benefits of a PM System: The Stakeholders' Priorities."
Steps for installing a PM system
1. Set up the PM task force. The PM task force should include craftspeople (I prefer to include the shop steward in union environments or another opinion leader), one or two staff people (particularly an old timer who has seen everything), and someone from data processing (if you are computerizing at this point). In a modern production facility members of production and production control should be involved on some basis.
2. Analyze the needs and concerns of the maintenance stakeholders. Look at each group and
see how they contribute to the success of the organization. Determine who is affected by changes in maintenance. The stakeholders should include at least production, production control, stores, plant manager, top management, purchasing, accounting, housekeeping, maintenance craftspeople, maintenance staff (supervisors, planners, clerks), and even outside vendors. Remember each stakeholder group must be sold individually. Each one has different needs, concerns, fears, and prejudices.
3. Provide the task force with available resources (people/skills/hours), the required demands
(zero-based budget documents), and an analysis of the replacement cost of the asset being
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supported. The value of the productive output and its associated factory cost also is useful.
4. Have the task force set goals from the system. Objectives are set. At this early point consider
training for members of the task force in computer skills (if you plan on computerizing) like typing, Windows, word processors, and spreadsheets. Create daily situations in which the newly trained people have to interact with the computer, such as using the word processor or developing spreadsheet templates. This practice is essential at the early point because you want the task force members to have expertise with computers before computerization of maintenance. Also consider putting in a manual work order system at this point (if you don't have one).
5. After the goals are set, pick a name for the effort. I suggest you stay away from PM system
as a name because it has negative connotations for nonmaintenance professionals. Some good names might include PIE (Profit Improvement Effort), DEEP (Downtime Elimination and Education Effort), or QIP (Quality Improvement Effort). The name should reflect the goals.
6. Prepare a preliminary budget for the project and divide the numbers into setup and ongoing.
Setup budget items
- Modernization of equipment to PM standard (capital costs)
- Pay for system to store information
- Labor for data collection, data entry
- Labor to train inspectors
- Labor for task force meetings, losses on shop floor
- Labor to set up task lists, frequencies, standards
- Purchase of any predictive maintenance devices
- Labor to train all mechanics in entry and use of system.
Ongoing budget items
- Labor to carry out PM task lists, short repairs
- Parts costs for task lists, planned component replacement
- Additional investments in predictive technology
- Funds to carry out writeups (corrective maintenance tasks that will maintain a higher standard of maintenance).
7. Sell the PM project to all stakeholders, focusing on their needs, concerns, and fears. When
approval or sign-off is given, continue to the next steps. If approval is withheld, retrace your steps and reanalyze.
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8. Inventory and tag all equipment to be considered for PM. Compile a list of all of the assets (or
units) that you are responsible for. If no list exists, start the process with the accounting asset list. This list is a starting point; beware of assets too old and fully depreciated on the accounting list because these assets are the biggest maintenance consumers. The accounting list will aggregate all building systems under "building" rather than breaking them out to electrical distribution system, compressed air piping, etc.
The list should include the following:
- Asset number, brass tag number, or unit number. It should be a unique number.
- Make and model of the equipment, if relevant.
- Serial number, basic specifications, and capacities.
- Physical location.
- Financial location (where to charge)--department, area of responsibility.
- Subcomponents of the asset. Include high cost items, especially if they require special skills to support.
9. Select a system to store information about equipment and select forms for PM-generated
work orders and check-off sheets. Design first draft of performance reports, to be revised later, that audit the PM system.
10. Draft a standard operating procedure (SOP) for the PM system. This document will be
revised many times before the first year is up. Begin training in the SOPs with the rest of the crew.
11. Task force members or other people from the shop and staff complete data entry or
preparation of equipment record cards. Rotate this job so many people have experience. Make sure the SOP truly reflects how to enter new assets (modify as required).
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12. Consider temporary workers to replace the task force's hours on the shop floor (and to
replace anyone who is rotated through the data entry position). Take this opportunity to build critical mass in knowledge of your system by having your people do the data entry.
13. Conduct daily audits of data typed into the system. Verify the previous day's entries against
the source document or (even better) against the nameplate information on the machine. Rotate the audit job with the data entry job.
14. Select and train people to be inspectors. Allow their input into the next steps. Consider using
inspectors to help set up the specifics of the system. Include training in root cause analysis.
15. Determine which units will be under PM and which units will be B'n'F (Bust'n'fix). Remember
that there is a real cost associated with including any item in the PM program. If, for example, you spend time on PM tasks for inappropriate equipment, you will not have time for the essential equipment. Costs to include in a PM program:
Cost of inclusion = cost per PM x number of PM tasks per year.
To decide which units to include in the PM system, apply the principles outlined in the section "Rules for Inclusion of Equipment in a PM System."
16. Schedule modernization on units requiring it. Plan to retire bad units if possible. Bad units
that are not fixed present big problems for PM systems. It may be better to leave bad units off the system. A bad unit on the system will numb and demoralize the inspectors because they are asked to not see the problems when it comes up for PM because nothing is done between inspections.
17. Select which PM clocks you will use (days, utilization, energy, add-oil). A clock is designed
to indicate wear on a system or asset. Using the number of days elapsed (every 30 days, 90 days, 1 year) is good for assets in regular use. A compressor used irregularly might respond better to run-time hours (PM every 500 hours). A concrete plant might use yards of product (PM every 10,000 yards); a steel mill might use tons of steel.
7 / 9
18. Decide what predictive maintenance technologies you will use. Train inspectors in
techniques. Even better, provide the information to the inspectors or to the task force and let them pick the modalities.
19. Set up task lists for different levels of PM and different classes. Factor in your specific
operating conditions, skill levels, operator experience, etc. Consider unit based, string based, future benefit based, and both interruptive and noninterruptive techniques. Consider a pilot program on a piece of critical equipment. Build your support through publicizing your successes.
20. Be sure inspectors are well equipped for their jobs. They need the following:
- Actual task list with space for readings, reports, observations. Task list should include specifications for the completion of the tasks and individualized drawings if indicated.
- Equipment manual, access to unit history files. Inspectors or operators should be
encouraged to look through and familiarize themselves with the manuals.
- Standard tools and materials for short repairs. Operators should be given the exact tools
needed for the PM or cleaning (10 mm wrench, 4 mm allen wrench, etc.). A cart designed for most short repairs (with tools and commonly needed materials) can significantly improve productivity of the mechanics.
Any specialized tools or gauges to perform inspection.
Standardized PM parts kits, lubricants, cleaning supplies.
Log sheets to write up short repairs.
Forms to write up longer jobs.
Assign work standards to the task lists for scheduling purposes. Observe some jobs to get
an idea of the time.
22. Engineer the PM tasks. Look at the tasks through the eyes of an industrial engineer. Try to
simplify, eliminate, speed up each task. Improve the tooling and ergonomics of each task.
23. Determine frequencies for the task lists (based on the clocks chosen earlier). Select
parameters for the different task lists.
8 / 9
24. Implement system, load schedule, and balance hours. Be sure you predict when the PM hours are going to be needed and balance these needs to the crew availability. Schedule December and August very lightly. Allow catchup times.
Managing Factory Maintenance (ISBN 0-8311-3063-6), published by Industrial Press Inc., New York, provides considerably more information on preventive maintenance than is contained in this brief excerpt. The book also covers most every aspect of maintenance management, including maintenance department evaluation, communication and delegation, zero-base budgeting, predictive maintenance, total productive maintenance, managing maintenance with a computerized maintenance management system, planning and scheduling techniques, time management, and supervisor evaluation. To purchase a copy of the book, contact Industrial
Press by telephone, (212) 889-6330, or on the Internet, www.industrialpress.com , or your book
Joel Levitt is president of Springfield Resources, a maintenance consulting and training company in Philadelphia, PA; (800) 242-5656; e-mail email@example.com. He also has produced a set of audio tapes and a workbook that can be used with the book for self-study or education of plant personnel. He has published additional articles on his Internet site at www.m aintrainer.com
9 / 9


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Thursday, April 03, 2014
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When I find that I have neglected a spiritual
discipline for a while, the absence of this practice
is noticeable. For instance, when I haven't been
sitting in the solitude and silence of the morning,
my days seem longer and my patience thin. When I
haven't read the Bible outside of Sunday morning
worship, my own story, feels lonely and
insignificant. But I find that when I take the time
to engage the disciplines that give me life, like
taking time to read the story of God slowly and
deliberately, I begin to recognize how my story and
God's intersect.
During my 2 days down, my 2 dogs took good care
of me.
In church, we are constantly assessing our
relationship with God. We sing, we pray, we listen,
and give as a response to God's goodness in our
lives. An important part of this goodness is our
bodies. When we worship, it is important not just
that we exercise our souls, but our physical selves
as well. In passing of the peace, we touch our
neighbors and acknowledge their physical presence;
in sharing our joys and concerns we audibly respond
and recognize one another's physical presence; and
in communion, especially as we have lately practiced
it by intinction, we come forward together, sharing
in a common loaf and a common cup, bumping shoulders
and saying "excuse me" to the physical presence of
our neighbor. In worship, we respond with our
physical selves, because even our flesh belongs to
In her book An Altar in the World (currently
the subject of our Sunday night book group reading
during Lent), Barbara Brown Taylor admits that it
took her time to understand that God loved all of
her—not just her spirit but also her flesh. She
says, "When understanding finally came—not by reason
but by faith—the first thing I understood was that
it was not possible to trust that God loved all of
me, including my body, without also trusting that
God loved all bodies everywhere." [1] She continues:
"while we might not have one other thing in common,
we all wear skin."
Our bodies have a way of telling us to slow down.
For instance, when we get sick, as with a bad cold,
this is usually our bodies forcing us to stop,
gather ourselves, and rest. This happened to me
Monday and Tuesday. After going, going, going for a
few weeks, I finally listened to my body that said,
"Adam, rest."
rest I did.
In this rest, I was able to read, write, and return to some
disciplines I hadn't practiced in a long time (although, most of
Monday and Tuesday were spent asleep from coughing the previous
night). This period of forced slowness reminded me of this important
truth: that all of our selves need to be filled. Whether by reading
a good book, taking a long walk, or taking a sick day to recover
from a busy few weeks, our bodies will benefit from slower paces and
healthier ways of using our time.
I leave you all with this poem I stumbled across in the midst of my
recovery. It is a healthy reminder that even as we are still in
Lent, who we are is defined by much, much more than what we do.
Camas Lilies
by Lynn Ungar
Consider the lilies of the field,
the blue banks of camas opening
into acres of sky along the road.
Would the longing to lie down
and be washed by that beauty
abate if you knew their usefulness,
how the native ground their bulbs
for flour, how the settlers' hogs
uprooted them, grunting in gleeful
oblivion as the flowers fell?
And you—what of your rushed
and useful life? Imagine setting it all down—
papers, plans, appointments, everything—
leaving only a note: "Gone
to the fields to be lovely. Be back
when I'm through blooming."
Even now, unneeded and uneaten,
the camas lilies gaze out above the grass
from their tender blue eyes.
Even in sleep your life will shine.
Make no mistake. Of course
your work will always matter.
Yet Solomon in all his glory
was not arrayed like one of these.
[1] Barbara Brown Taylor. "An Altar in the World." (New York: Harper
One Publish, 2009,) 41.
[Adam Quine, First Presbyterian Church]
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Financial Statement Explanation
The following financial statements for fiscal year 2010 (prior fiscal year), 2011 (current fiscal year) and 2012 (upcoming fiscal year) seek to the answer the question: Will the state's operating budget end the year in balance?
But what does "in balance", in this instance, mean? And how do the financial statements go about determining whether the Commonwealth ends a year in balance in accordance with that definition?
First and foremost the definition of statutory balance can vary significantly from that of GAAP or structural. Statutory balance is just that, a reflection of statutory conditions informed by the Legislative process. Statutory balance is outlined in state finance law (Massachusetts General Law Chapter 29).
Here is the definition of "balanced budget" according to state finance law:
"Balanced budget", a condition of state finance in which the following requirements are met:
So what is the "consolidated net surplus"?
|"Consolidated net surplus in the budgetary funds", the sum of the undesignated balances in the budgetary funds, except funds established by section 2H and section 2I and by section 2C of chapter 131.
So what is a "budgetary fund"?
|"Budgetary funds", state funds which are subject to appropriation as provided in section six (of Chapter 29).
The budgeted operating funds are subject to appropriation of the state Legislature and receive most of the non-bond and non-federal grant revenues of the Commonwealth. Two of the budgeted operating funds account for most of the Commonwealth's spending, the General Fund and the Commonwealth Transportation Fund. Further background on each of the operating budgeted funds can be found in the "Budget Development" section of this document.
So, in essence, statutory balance is a measure of the fiscal condition of the Commonwealth that requires, after accounting for current year revenues and expenditures plus any designated revenues from prior years, stabilization deposit and funds carried forward, that five of the ten active budgetary funds (General Fund, Commonwealth Transportation Fund, Workforce Training Fund, Tourism and Substance Abuse Prevention and Treatment Fund) close the fiscal year with an ending balance in those funds equal to 1% of that years tax revenue, 1/2 of that amount to be carry forward into the following fiscal year and the other 1/2 to be deposited into the Stabilization Fund. Any remaining undesignated balances after the calculation of the Consolidated Net Surplus would be deposited into the Stabilization Fund. It is important to note that not all of the budgeted operating funds are used to calculate Consolidated Net Surplus. Some of them, such as the Inland Fish and Game Fund and the Stabilization Fund, are excluded by law from the calculation. Therefore any remaining balances in these funds at the end of the year due not count toward whether the Commonwealth remains in balance.
As stated earlier, we are speaking in terms of "statutory balance" and that the Legislature can amend the definition of balance as it sees fit. As an example, in recent years the Legislature has suspended the 1/2 of 1% deposit to the Stabilization Fund. It has also provided for the first $10 million of any remaining surplus be dedicated to the Massachusetts Life Sciences Center. A further review of each fiscal year's financial statement yields greater clarity about what amendments the Legislature may have made to the definition of balance for that respective year.
Now that we have a better understanding of what the term "balance" means in this instance, let us review a number of the lines from the Financial Statement to understand how balance is arrived at after accounting for all of the various inflows, outflows and statutory conditions placed on the state budget.
There are three main parts to the Financial Statement: beginning balances, current year revenue and spending, and ending balances.
Part 1. Beginning Balances
"Undesignated Fund Balance"
This line represents the undesignated closing balances in the budgeted funds from the preceding year. This line usually is comprised with whatever the 1/2 of 1% carry forward turned out to be and any of the budgeted funds that are not part of the Consolidated Net Surplus calculation and are allowed to retain any year end balances that they may have. The Inland Fish and Game fund is one such example.
"Stabilization Fund Balance"
This line, unsurprisingly enough, reflects the ending balance of the Stabilization Fund. The purpose of the fund was to create and maintain a reserve to which any available portion of a consolidated net surplus in the operating funds would be transferred to and from which appropriations may be made for the following purposes: "(1) to make up any difference between actual state revenues and allowable state revenues in any fiscal year in which actual revenues fall below the allowable amount and (2) to replace the state and local loss of federal funds or (3) for any event which threatens the health, safety or welfare of the people or the fiscal stability of the commonwealth or any of its political subdivisions".
"Designated for Continuing Appropriations into FY2012"
This line includes the value of "Prior appropriations continued" or "PACs", a phrase used to reappropriate unexpended and unencumbered monies from one fiscal year for the subsequent fiscal year. In essence the Legislature appropriated money in one fiscal year that for one reason or another went unspent by the time that fiscal year closed so the money was carried forward to be made available for expenditure in the next fiscal year.
"Designated for Debt Service"
This line represents unspent balances reserved for debt service (where money must remain with the escrow agent after being transferred there during the fiscal year). Due to certain covenants in debt service trust agreements (for example gas tax bonds) the Commonwealth is required to deposit specific streams of revenue with bond trustees. At the end of each fiscal year, this revenue is held by the fiscal agent and applied to the following year's debt service. These amounts show as reserved or designated on the Commonwealth's financial statements, and reduce the undesignated balances.
Part 2: Current Year Revenue and Spending
"Current Year Revenues and Other Sources "
This section includes budgeted revenues and other financial resources pertaining to the budgeted funds' such as inflows from tax and non tax sources, including Taxes, Federal Reimbursements, Departmental Revenue and Consolidated Transfers, that are directed by law to be accounted and reported to a fund which is subject to annual appropriation. Descriptions of each revenue category are provided below.
"Gross Tax Revenues"
On or before January 15 of each year, the Secretary is required to develop jointly with the House and Senate Committees on Ways and Means a consensus tax revenue forecast for the following fiscal year. The "Gross Tax Revenues" figure represents this consensus revenue estimate, upon which the three branches base their respective budgets on, before adjusting for statutorily required transfers to off budget trust funds (see descriptions of "Sales Tax Dedicated to the MBTA", "Sales Tax Dedicated to the SBA" and "Annual State Contribution to State Pension System" below for further background on these transfers).
"Tax Related Revenue Initiatives"
This line reflects tax related revenue initiatives recommended by the Governor - further detailed in the "Budget Development" section of this budget document.
"Transfer to New Off Budget Workforce Training Fund"
House 1 includes a reform to the funding structure of the Workforce Training Fund by funding the program through an "off-budget" trust fund. Tax revenues will be deposited directly into the non-budgetary trust fund and the new trust fund will not be subject to appropriation.
"Sales Tax Dedicated to the MBTA"
The amount dedicated to the Massachusetts Bay Transportation Authority is the amount raised by a 1% sales tax (not including meals), with an inflation-adjusted floor.
"Annual State Contribution to State Pension System"
Beginning in fiscal year 2005, state finance law has required that the consensus tax revenue forecasts be net of the amount necessary to fully fund the pension system according to the applicable funding schedule, which amount is to be transferred without further appropriation from the General Fund to the Commonwealth's Pension Liability Fund.
"Sales Tax Dedicated to the SBA"
The amount dedicated to the School Building Authority is the amount raised by a 1% sales tax (not including meals).
"Federal Reimbursements"
Federal revenues are collected through reimbursements for the federal share of entitlement programs such as Medicaid and through block grants for programs such as Transitional Assistance to Needy Families (TANF). The amount of federal reimbursements to be received is determined by state expenditures for these programs.
"Departmental Revenue"
Departmental and other non-tax revenues are derived from licenses, tuition, fees and reimbursements and assessments for services.
"Consolidated Transfers"
Consolidated transfers reflect inflows to the General Fund from non-budgeted funds which include annual tobacco settlement proceeds received as part of the Master Settlement Agreement with tobacco companies, net revenues from the State Lottery Fund, fringe revenue to recoup the cost of various statewide benefits assessed on non-budgeted funds and revenues from the Commonwealth's Abandoned Property Division.
"Section 2 Direct Appropriations"
This line represents all appropriations made through various appropriation vehicles – for the most part by the budget act (General Appropriations Act or GAA) and supplemental spending bills.
It also captures:
- "Prior appropriations continued" or "PACs", a phrase used to reappropriate unexpended and unencumbered monies from one fiscal year for the subsequent fiscal year. In this row we are spending out what was carried in the "Designated for Continuing Appropriations into FY2012" row in the Beginning Balances section of the document.
- "Retained revenue", the income of state agency or other public instrumentality from its operations which by law it is allowed to expend for a particular purpose up to a specified limit without further appropriation which would otherwise be subject to direct appropriation.
"Section 2E Operating Transfers"
This line reflects a transfer of funds from a budgeted fund to non-budgeted funds, an example of this is the transfer from the General Fund to the Commonwealth Care Trust Fund. The distinction between these transfers and the SBA, MBTA and Pension transfers is that those are required by law to be netted from the Consensus Revenue estimate and are not subject to appropriation.
"Contingency Reserve"
This row captures estimates for any potential further appropriations that may be requested through supplemental budget legislation for projected funding deficiencies.
"Unspent Appropriations Continued to Fiscal 2013"
This row reflects current year available spending that will be carried forward to be spent in the next fiscal year, in other words it represents current year PACs. PACs are reflected as a negative figure because they are reducing the current year spending total. The distinction between this row and the PACs carried in the "Direct Appropriations" row is that the latter is spending PACs from the previous fiscal year whereas the former is PACing money to the next fiscal year.
"Designated for Continuing Appropriations"
You may recall that the current year spending number does not count PACs as being spent; instead it counts PACs as a reduction in total available and therefore a reduction in total spending. However, showing PACs as unspent would increase the Undesignated Fund Balance in a misleading way since the extra balance created by the negative PAC entry is not undesignated and cannot be calculated as part of the Consolidated Net Surplus. The PACs must be considered spent or reserve for the calculation of surplus. This row accomplishes this by adding the PAC number back in so that we can have an accurate representation of "undesignated fund balances" that will ultimately be calculated as part of the Consolidated Net Surplus.
'Transfer of Fund Balances"
Prior to calculating the Consolidated Net Surplus, the state Comptroller is under law required to eliminate deficits in any of the budgeted funds by transferring positive balances, proportionally, in any other budgeted funds that contribute to the Consolidated Net Surplus.
|(c) all transfers specified in this section shall be made from the undesignated fund balances in the budgetary funds proportionally from those undesignated fund balances, but no such transfer shall cause a deficit in any of those funds; provided, however, that prior to certifying the consolidated net surplus in accordance with this section, the comptroller shall, to the extent possible, eliminate deficits in any fund contributing to the surplus by transferring positive fund balances from any other fund contributing to the surplus.
"Balances Reserved in Other Budgeted Funds"
As mentioned earlier, state finance law excludes balances in certain budgeted funds from being used as part of the calculation of the Consolidated Net Surplus. This line eliminates those balances from the calculation as well as eliminating any funds that were reserved for future use, i.e. PACs.
Part 3. Ending Balances
"Statutory Carry Forward to FY2013"
This is where the first measure of the Consolidated Net Surplus is calculated:
|"(a) an amount equal to 1/2 of 1 per cent of the total revenue from taxes in the preceding fiscal year shall be available to be used as revenue for the current fiscal year…. "
"Statutory Transfer to Stabilization Fund"
This where the second measure of the Consolidated Net Surplus is calculated:
|"……and 1/2 of 1 per cent of the total revenue from taxes in the preceding fiscal year shall be transferred to the Stabilization Fund."
"Fiscal Year 2012 Surplus"
Any remaining funds available after the calculation of the Consolidated Net Surplus would be deposited into the Stabilization Fund.
|"(b) any remaining amount of such consolidated net surplus after amounts made available in clause (a) shall be transferred to the Stabilization Fund;"
Of course the Legislature could put further restrictions on how the surplus is allocated. For example the Governor's fiscal year 2012 budget recommendation includes an outside section that would transfer the first $10m in any surplus to the Massachusetts Life Sciences Center. Such a condition was also put in place in the fiscal year 2011 General Appropriations Act.
"Undesignated Fund Balance"
"Stabilization Fund Balance"
"Designated for Continuing Appropriations in FY2013"
"Designated for Debt Service"
The definitions of these four rows are identical to their counterparts in the "Beginning Balances" section, albeit with different figures due to the current year activity that took place.
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Monday, February 15, 2010
Fabulous File Folders: Six Ways to Make Filing More Fun
Hardly anyone enjoys filing - but would it be less repulsive if you had interesting file folders? How about these fish file folders from Waste Not Paper? Update on Sept. 19, 2011: I'm no longer finding these folders for sale.
Whitney English has some interesting file folders; one place to buy them is Silver Papery. Update on Oct. 8, 2012: I'm now finding Whitney English file folders — two patterns, but not the one shown above — at Charming Cards.
Thomas Paul sells file folders in sets of nine - three each of three patterns. Some places to find them are Velocity Art and Design, Red Stamp, and See Jane Work. Update on Oct. 8, 2012: Thomas Paul has also stopped making file folders.
Most of the Filex file folders don't do much for me, personally - but here's one I really do like. You can also find Filex file folders on the Cube-Star web site, and some of them (but not the one shown above) are at See Jane Work. Update on Oct. 8, 2012: See Jane Work no longer carries these products.
Caspari is another source of interesting file folders. Update on Oct. 8, 2012: I'm finding some Caspari folders for sale at Office Candy.
And finally, over on Etsy, you can get map file folders from Donovan Beeson. Update on Sept. 19, 2011: These don't seem to be available any more.
Related Posts:
File Folders: Moving Beyond Manila
File Folders: Four More Eye-Catching Alternatives
File Folders: Declare That You Are Organized (or Not)
13 comments:
- firstname.lastname@example.com said...
We have dubbed February filing month at our house. I am creating a new filing system (I never used the old one) and sorting a hug backlog of papers. Ick! I decided I wanted cute file folders but I didn't want to pay a huge amount for them so I made my own. I posted pictures and instructions on my blog http://thecircusmcgurkus.blogspot.com/2010/02/making-cute-file-folders.html
I'm hoping it will make filing a bit more fun around here too.
- February 15, 2010 at 8:22:00 AM PST
- Judy said...
I love all of those file folders but one that are my personal favorite are the spiral design:
from SortingwithStyle.com
- February 15, 2010 at 8:44:00 AM PST
- Debbie Jordan Kravitz said...
Love those map folders! Especially for the travel section of my file cabinet.
I did a post on creative filing folders a while ago for people who think of their categories outside of the box. They aren't as pretty as the ones you found, but they do making filing a bit more interesting.
Thanks for passing on the great product links!
- February 15, 2010 at 10:18:00 AM PST
- Janine Adams said...
Those are lovely, Jeri. I wish I could find more beautiful hanging file folders, which I tend to use a lot. I like the solid colors they have at the Container Store, but I rarely see pretty patterned ones. Perhaps a future blog post idea for you?
- February 15, 2010 at 11:36:00 AM PST
- Jeri Dansky said...
Amy: Nice job with the file folders! And a nice reminder that those who are crafty can create their own lovely folders.
Judy: It's always nice to see people's favorites - thanks for sharing. That's one of the other ones from Filex that I do like.
Debbie: I remember that post, and those are nice folders. Thanks for reminding us about them.
Janine: Good idea! Like you, I hardly ever see interesting hanging file folders - I'll need to look around.
- February 15, 2010 at 1:11:00 PM PST
- Donovan Beeson said...
Thanks for including my folders in this great list!
- February 15, 2010 at 1:12:00 PM PST
- Jeri Dansky said...
Janine, the web site that Judy mentioned, Sorting With Style, has one option for hanging files. You can also see that hanging file folder here and here.
But I'll start a search for other options.
- February 15, 2010 at 1:27:00 PM PST
- Meredith from PenelopeLovesLists said...
Oh, you know this post is right up my Office Supply Loving alley.
I love the Damask folders especially.
- February 16, 2010 at 7:37:00 PM PST
- billf said...
Ya know, I've got manilla folders all over my office. These things would be so cool looking in place of the plain manilla.
- February 16, 2010 at 9:07:00 PM PST
- Janine Adams said...
I just received an email from Paper Source. I hadn't realized it, but they have some beautiful file folders. Here's my favorite:
- February 17, 2010 at 11:17:00 AM PST
- Sharon M. Ross said...
I love the folders you posted from Thomas Paul. I clicked on the link and promptly got carried away with all the wonderful things on his website! One of my favourite stationary companies is Calvallini & Co. They make some beautiful file folders as well: http://www.cavallini.com/filefolders.html
- February 17, 2010 at 4:19:00 PM PST
- Jeri Dansky said...
Sharon, I think the Cavallini are stunning, too. I mentioned them in a prior post, which is why I didn't list them again. (And it sure is easy to get carried away with the Thomas Paul stuff, isn't it?)
Janine, Papersource is another one I mentioned in an earlier post. I agree - great stuff!
Donovan: Glad to include your very neat folders!
Bill: Personally, I just don't like manila. Most of my file folders are solid colors, not these pretty patterns - but no manila, anywhere. But that's my taste.
- February 17, 2010 at 10:23:00 PM PST
- Jeri Dansky said...
PenelopeLovesLists: Yes, I sort of expected this post might speak to you!
- February 17, 2010 at 10:24:00 PM PST


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|PET imaging of hypoxia-inducible factor-1-active tumor cells with pretargeted oxygen-dependent degradable streptavidin and a novel [18]F-labeled biotin derivative
Kudo, Takashi, Ueda, Masashi, Konishi, Hiroaki, Kawashima, Hidekazu, Kuge, Yuji, Mukai, Takahiro, Miyano, Azusa, Tanaka, Shotaro, Kizaka-Kondoh, Shinae, Hiraoka, Masahiro, Saji, Hideo (2011-10)
Molecular imaging and biology, 13(5): 1003-1010