Annotated record and spectrochemical analyses of Mn nodules from Georgia Strait, British Columbia obtained during CNAV Laymore in 1970

A study of the distribution, dispersal and composition of surficial sediments in the Strait of Georgia, B.C., has resulted in the understanding of basic sedimentologic conditions within this area. The Strait of Georgia is: a long, narrow, semi-enclosed basin with a restricted circulation and a single, main, sediment source. The Fraser. River supplies practically all the sediment now being deposited in the Strait of Georgia, the bulk of it during the spring and summer freshet. This river is building a delta into the Strait from the east side near the south end. Ridges of Pleistocene deposits within the Strait and Pleistocene material around the margins, like bedrock exposures, provide local sources of sediment of only minor importance. Rivers and streams other than the Fraser contribute insignificant quantities of sediment to the Strait. Sandy sediments are concentrated in the vicinity of the delta, and in the area to the south and southeast. Mean grain size decreases from the delta toward the northwest along the axis of the Strait, and basinwards from the margins. Silts and clays are deposited in deep water west and north of the delta front, and in deep basins northwest of the delta. Poorly sorted sediments containing a gravel component are located near tidal passes, on the Vancouver Island shelf area, on ridge tops within the Strait, and with sandy sediments at the southeastern end of the study area. The Pleistocene ridges are areas of non-deposition, having at most a thin veneer of modern mud on their crests and upper flanks. The southeastern end of the study area contains a thick wedge of shandy sediment which appears to be part of an earlier delta of the Fraser River. Evidence suggests that it is now a site of active submarine erosion. Sediments throughout the Strait are compositionally extremely similar, with-Pleistocene deposits of the Fraser River drainage basin providing the principal, heterogeneous source. Gravels and coarse sands are composed primarily of lithic fragments, dominantly of dioritic to granodloritlc composition. Sand fractions exhibit increasing simplicity of mineralogy with decreasing grain-size. Quartz, felspar, amphibole and fine-grained lithic fragments are the dominant constituents of the finer sand grades. Coarse and medium silt fractions have compositions similar to the fine sands. Fine silts show an increase in abundance of phyllosilicate material, a feature even more evident in the clay-size fractions on Montmorillonite, illite, chlorite, quartz and feldspar are the main minerals in the coarse clay fraction, with minor mixed-layer clays and kaolinite. The fine clay fraction is dominated by montmorillonite, with lesser amounts of illite and chlorite. The sediments have high base-exchange capacities, related to a considerable content of montmorillonite. Magnesium is present in exchange positions in greater quantity in Georgia Strait sediments than in sediments from the Fraser River, indicating a preferential uptake of this element in the marine environment. Manganese nodules collected from two localities in the Strait imply slow sediment accumulation rates at these sites. Sedimentation rates on and close to the delta, and in the deep basins to the northwest, are high.

The determinants of the quality of Sales-Marketing Interface in a Multinational Customer Brand Focused Company: The Latin American Branches

Customer evolution and changes in consumers, determine the fact that the quality of the interface between marketing and sales may represent a true competitive advantage for the firm. Building on multidimensional theoretical and empirical models developed in Europe and on social network analysis, the organizational interface between the marketing and sales departments of a multinational high-growth company with operations in Argentina, Uruguay and Paraguay is studied. Both, attitudinal and social network measures of information exchange are used to make operational the nature and quality of the interface and its impact on performance. Results show the existence of a positive relationship of formalization, joint planning, teamwork, trust and information transfer on interface quality, as well as a positive relationship between interface quality and business performance. We conclude that efficient design and organizational management of the exchange network are essential for the successful performance of consumer goods companies that seek to develop distinctive capabilities to adapt to markets that experience vertiginous changes

Training organization of a middle-size company engaged in information technology services: theory and practice

In order to establish an active internal know-how -reserve~ in an information processing and engineering services . company, a training architecture tailored to the company as an whole must be defined. When a company' s earnings come from . advisory services dynamically structured i.n the form of projects, as is the case at hand, difficulties arise that must be taken into account in the architectural design. The first difficulties are of a psychological nature and the design method proposed here begjns wi th the definition of the highest training metasystem, which is aimed at making adjustments for the variety of perceptions of the company's human components, before the architecture can be designed. This approach may be considered as an application of the cybernetic Law of Requisita Variety (Ashby) and of the Principle of Conceptual Integrity (Brooks) . Also included is a description of sorne of the results of the first steps of metasystems at the level of company organization.

Oración que en las solemnes exequias ... por ... Don Fray Joaquín Company celebradas en 11 de marzo de 1815

Signaturizado

Towards measuring the complexity of introducing semantics into a company

The Semantics Difficulty Model (SDM) is a model that measures the difficult of introducing semantics technology into a company. SDM manages three descriptions of stages, which we will refer to as ?snapshots?: a company semantic snapshot, data snapshot and semantic application snapshot. Understanding a priory the complexity of introducing semantics into a company is important because it allows the organization to take early decisions, thus saving time and money, mitigating risks and improving innovation, time to market and productivity. SDM works by measuring the distance between each initial snapshot and its reference models (the company semantic snapshots reference model, data snapshots reference model, and the semantic application snapshots reference model) with Euclidian distances. The difficulty level will be "not at all difficult" when the distance is small, and becomes "extremely difficult" when the the distance is large. SDM has been tested experimentally with 2000 simulated companies with arrangements and several initial stages. The output is measured by five linguistic values: "not at all difficult, slightly difficult, averagely difficult, very difficult and extremely difficult". As the preliminary results of our SDM simulation model indicate, transforming a search application into integrated data from different sources with semantics is a "slightly difficult", in contrast with data and opinion extraction applications for which it is "very difficult".

Ordenanzas del Colegio de Escrivanos de la ciudad y Reyno de Valencia aprobadas por S.M. en su Despacho dado en Sevilla à 18 de mayo de 1731, en que restablecio dicho Colegio : otro Real Despacho ... en Madrid en 7 de febrero 1765 en que su magestad ... quiere que se conserve dicho Colegio de Escrivanos ... : y la cedula de S.M. de 24 de diciembre 1734 sobre inventario, y custodia de los Protocolos de los Escrivanos difuntos

La cabecera del tít. del Real Despacho de Sevilla de 18 de mayo de 1731 de Madrid de 7 de febrero de 1765 cambia: "Colegio de Escrivanos" que dice en port. por "Colegio de Notarios"

Alegacion juridica por parte del Dr. Dn. Juan Bautista Company... Cura... de Chestealcampo... en la causa que sigue con Vicente Sanchiz, Christoval Delaro y diferentes vecinos cosecheros... [Texto impreso] : sobre pago y respectiuo modo... de satisfacer el Diez- mo.

Sign. : []1, A-K2

Dilecto filio Ioachimo Company Ordinis Fratrum Minorum S. Francisci... [Texto impreso]

Texto paralelo latín-español

RETRATO DEL EX.MO É ILL.MO S.OR D.N FRAI JOAQUIN COMPANY [Material gráfico] : Caballero Gran Cruz de la Rl. distinguida Orden de Carlos III Arzobispo antes de Zaragoza y después de Valencia

Resumen: Descripción: retrato de 3/4 en el interior de un óvalo. Viste indumentaria de arzobispo. En el ángulo izqdo., la mitra y báculo

A practical approach to project management in a very small company

This article shows how a very small company has tailored Scrum according to its own needs. The main additions made were the “sprint design” phase and the “sprint test” phase. Before the sprint 0, the requirements elicitation and the functional specification were made in order to meet deadlines and costs agreed with clients. Besides, the introduction of an agile project management tool has supported all the process and it is considered the main success factor for the institutionalization of the Scrum process.

El nuevo escenario global y un modelo de negocio para la industria naval militar del 2025

Los retos y oportunidades a los que se enfrentan las organizaciones y administraciones de las primeras décadas del siglo XXI se caracterizan por una serie de fuerzas perturbadoras como la globalización, el avance de las tecnologías emergentes y el desequilibrio económico, que están actuando como impulsores de la transformación del mercado. La acción conjunta de estos factores está obligando a todas las empresas industriales a tener que trabajar con mayores y más exigentes niveles de productividad planteándose continuamente como mejorar y lograr satisfacer los requerimientos de los clientes. De esta situación surge la necesidad de volver a plantearse de nuevo ¿quién es el cliente?, ¿qué valora el cliente? y ¿cómo se pueden generan beneficios sostenibles? La aplicación de esta reflexión a la industria naval militar marca los objetivos a los que esta tesis doctoral busca dar respuesta. El primer objetivo, de carácter general, consiste en la definición de un modelo de negocio sostenible para la industria naval militar del 2025 que se adapte a los requisitos del cliente y al nuevo escenario político, económico, social, tecnológico y ambiental que rodea esta industria. El segundo objetivo, consecuencia del modelo general, trata de desarrollar una metodología para ejecutar programas de apoyo al ciclo de vida del “buque militar”. La investigación se estructura en cuatro partes: en la primera se justifica, por un lado, la necesidad del cambio de modelo y por otro se identifican los factores estructurantes para la definición del modelo. La segunda parte revisa la literatura existente sobre uno de los aspectos básicos para el nuevo modelo, el concepto Producto-Servicio. La tercera parte se centra totalmente en la industria naval militar estudiando los aspectos concretos del sector y, en base al trabajo de campo realizado, se identifican los puntos que más valoran las Marinas de Guerra y como estas gestionan al buque militar durante todo su ciclo de vida. Por último se presentan los principios del modelo propuesto y se desarrollan los pilares básicos para la ejecución de proyectos de Apoyo al Ciclo de Vida (ACV). Como resultado de la investigación, el modelo propuesto para la industria naval militar se fundamenta en once principios: 1. El buque militar (producto de alto valor añadido) debe ser diseñado y construido en un astillero del país que desarrolla el programa de defensa. 2. El diseño tiene que estar orientado al valor para el cliente, es decir, se tiene que diseñar el buque militar para que cumpla su misión, eficaz y eficientemente, durante toda su vida operativa, asegurando la seguridad del buque y de las personas y protegiendo el medio ambiente de acuerdo con las regulaciones vigentes. 3. La empresa debe suministrar soluciones integrales de apoyo al ciclo de vida al producto. 4. Desarrollar y mantener las capacidades de integración de sistemas complejos para todo el ciclo de vida del buque militar. 5. Incorporar las tecnologías digitales al producto, a los procesos, a las personas y al propio modelo de negocio. 6. Desarrollar planes de actuación con el cliente domestico a largo plazo. Estos planes tienen que estar basados en tres premisas: (i) deben incluir el ciclo de vida completo, desde la fase de investigación y desarrollo hasta la retirada del buque del servicio; (ii) la demanda debe ser sofisticada, es decir las exigencias del cliente, tanto desde la óptica de producto como de eficiencia, “tiran” del contratista y (iii) permitir el mantenimiento del nivel tecnológico y de las capacidades industriales de la compañía a futuro y posicionarla para que pueda competir en el mercado de exportación. 7. Impulsar el sector militar de exportación mediante una mayor actividad comercial a nivel internacional. 8. Fomentar la multilocalización ya que representa una oportunidad de crecimiento y favorece la exportación posibilitando el suministro de soluciones integrales en el país destino. 9. Reforzar la diplomacia institucional como palanca para la exportación. 10. Potenciar el liderazgo tecnológico tanto en producto como en procesos con políticas activas de I + D+ i. 11. Reforzar la capacidad de financiación con soluciones innovadoras. El segundo objetivo de esta tesis se centra en el desarrollo de soluciones integrales de Apoyo al Ciclo de Vida (ACV). La metodología planteada trata de minimizar la brecha entre capacidades y necesidades a lo largo de la vida operativa del barco. Es decir, el objetivo principal de los programas de ACV es que la unidad conserve durante toda su vida operativa, en términos relativos a las tecnologías existentes, las capacidades equivalentes a las que tendrá cuando entre en servicio. Los ejes de actuación para conseguir que un programa de Apoyo al Ciclo de Vida cumpla su objetivo son: el diseño orientado al valor, la ingeniería de Apoyo al Ciclo de Vida, los proyectos de refresco de tecnología, el mantenimiento Inteligente y los contratos basados en prestaciones. ABSTRACT On the first decades of the 21st century, organizations and administrations face challenges and come across opportunities threatened by a number of disruptive forces such as globalization, the ever-changing emerging technologies and the economic imbalances acting as drivers of the market transformation. This combination of factors is forcing all industrial companies to have more and higher demanding productivity levels, while bearing always in mind how to improve and meet the customer’s requirements. In this situation, we need to question ourselves again: Who is the customer? What does the customer value? And how can we deliver sustainable economic benefits? Considering this matter in a military naval industry framework sets the goals that this thesis intends to achieve. The first general goal is the definition of a new sustainable business model for the 2025 naval industry, adapted to the customer requirements and the new political, economic, social, technological and environmental scenario. And the second goal that arises as a consequence of the general model develops a methodology to implement “warship” through life support programs. The research is divided in four parts: the first one justifies, on the one hand, the need to change the existing model and, on the other, identifies the model structural factors. On the second part, current literature regarding one of the key issues on the new model (the Product-Service concept) is reviewed. Based on field research, the third part focuses entirely on military shipbuilding, analyzing specific key aspects of this field and identifying which of them are valued the most by Navies and how they manage through life cycles of warships. Finally, the foundation of the proposed model is presented and also the basic grounds for implementing a Through Life Support (TLS) program are developed. As a result of this research, the proposed model for the naval industry is based on eleven (11) key principles: 1. The warship (a high added value product) must be designed and built in a shipyard at the country developing the defense program. 2. Design must be customer value oriented, i.e.warship must be designed to effectively fulfill its mission throughout its operational life, ensuring safety at the ship and for the people and protecting the environment in accordance with current regulations. 3. The industry has to provide integrated Through Life Support solutions. 4. Develop and maintain integrated complex systems capabilities for the entire warship life cycle. 5. Introduce the product, processes, people and business model itself to digital technologies. 6. Develop long-term action plans with the domestic customer. These plans must be based on three premises: (i) the complete life cycle must be included, starting from the research and development stage throughout the ship’s disposal; (ii) customer demand has to be sophisticated, i.e. customer requirements, both from the efficiency and product perspective, "attract" the contractor and (iii) technological level and manufacturing capabilities of the company in the future must be maintained and a competitive position on the export market has to be achieved. 7. Promote the military exporting sector through increased international business. 8. Develop contractor multi-location as it entails an opportunity for growth and promote export opportunities providing integrated solutions in the customer's country. 9. Strengthen institutional diplomacy as a lever for export. 10. Promote technological leadership in both product and processes with active R & D & I policies (Research & Development & Innovation) 11. Strengthen financing capacity through innovative solutions. The second goal of this thesis is focused on developing integrated Through Life Support (TLS) solutions. The proposed methodology tries to minimize the gap between needs and capabilities through the ship operational life. It means, the main TLS program objective is to maintain the ship’s performance and capabilities during operational life, in relative terms to current technologies, equivalent to those the ship had when it entered service. The main actions to fulfill the TLS program objectives are: value-oriented design, TLS engineering, technology updating projects, intelligent maintenance and performance based contracts.