U201-A Main board
Features :
Dual stable voltage input
Running normally on the condition of -40~~+55degree
Board-fixed EMC component
Input & output signal differentiate from system voltage individually
CPU changed only for different models
Weight:190g
100% Factory Tested.
Con Conection Con Conection Con Conection
P1 micro-swith 1 P6 power board P12 ----------
P2 micro-swith 2 P7 sensor 1 P13 display 1/A
P51 keypad 2 P8 sensor 2 P14 display 1/B
P3 keypad 1 P9 computer
P4 power board and SSR P11 display 2
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
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complicates decision-making. Nor is Airbus (still 20% owned by BAE Systems, a British firm, which plans
to sell its stake to EADS) fully integrated into the parent company it is like a state within a state. That
prevents different divisions of EADS from pooling knowledge, says Mr Gallois. Airbus fails, for example, to
tap the composite-ma fuel dispenser terials expertise of EADS spacecraft division. Meanwhile, the weak dollar means
Airbus must cut costs to compete with Boeing. To overcome their crisis EADS and Airbus need new
models not just in the sky, but on the ground, too.
© 2006 .
About sponsorship
Face va fuel dispenser lue
Thinking small
Jul 20th 2006
From The Economist print edition
Paolo Scaroni, an Italian oilman, believes big oil companies ought to be more humble
BIG Western oil firms are like addicts in denial, says Paolo Scaroni—and he should know, because he is
the boss of the sixth-biggest, the Italian oil group ENI. The oil giants are trying to do business as usual,
he explains, as if nothing is wrong. Yet they are, in fact, having trouble laying their hands on their own
basic product. State-owned or state-controlled national oil companies (NOCs) are sitting on as much as
90% of the world s oil and gas, and are restricting outsiders access to it. Worse, the best NOCs are
beginning to expand beyond their own frontiers and to compete with the oil majors for control over the
remaining 10% of resources. The first step in overcoming this predicament, Mr Scaroni declares, is
admitting that it is a problem.
Not all oil bosses do. Rex Tillerson, the head of Exxon Mobil, the biggest private oil firm, insists that his
company is not short of opportunities. David O Re fuel dispenser illy, who runs Chevron, another oil major, points out
that despite a recent spurt of nationalism in Russia and Latin America, more of the world is open to firms
like his nowadays than 20 years ago. With the price of oil high and with big oil firms chalking
