44 Results for : milliken

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    Mein Leben mit 300 kg Staffel 4 Folge 13
    Sean Milliken aus Cameron Park in Kalifornien war schon immer das dickste Kind in seiner Wohngegend. Da er in der Schule schikaniert und später durch die Scheidung seiner Eltern traumatisiert wurde, suchte der Junge im übermäßigen Essen Trost. Jetzt, im Alter von 26, hat Sean eine sehr riskante Gewichtsgrenze erreicht: Er bringt fast 410 Kilo auf die Waage und kann sich ohne Hilfe kaum auf den Beinen halten. Der junge Mann ist ans Bett gefesselt und von der Hilfe seiner Mutter sowie Pflegepersonal abhängig. Wenn er nicht bald abnimmt, wird Sean seinen 30sten Geburtstag kaum erleben. Einzige Rettung ist für ihn eine Magen-Bypass-Operation.
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    Mein Leben mit 300 kg: Das Wiedersehen Staffel 4 Folge 8
    Sean Milliken muss von seiner Mutter Renee von Kopf bis Fuß versorgt werden, bekommt seine Esssucht aber nicht in den Griff. Als Dr. Now den Patienten zum ersten Mal sieht, wiegt er 455 Kilo und ist meilenweit von einer Magen-OP entfernt. Doch dank einer 800-Kalorien-Diät verliert Sean rasant an Gewicht und wird mit 264 Kilo schließlich zur Operation zugelassen. Der junge Mann versucht, unabhängiger zu werden, doch Mama Renee steht ihm im Weg und stellt ihn als chronisch Kranken hin. Als Sean wieder zunimmt, weist ihn Dr. Now in die Klinik ein und limitiert die Besuche der Mutter stark. Doch dann erkrankt Renee und stirbt. Wird Sean den Verlust verkraften?
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    1974 in case law
    1974 in case law ab 15.49 € als Taschenbuch: 1974 in United States case law Milliken v. Bradley Attorney General of Canada v. Lavell Geduldig v. Aiello Gertz v. Robert Welch Inc. Edelman v. Jordan Morton v. Mancari United States v. Nixon Village of Belle Terre v. Boraas. Aus dem Bereich: Bücher, Taschenbücher, Wirtschaft & Soziales,
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    Competing Against Time (eBook, ePUB)
    Today, time is the cutting edge. In fact, as a strategic weapon, contend George Stalk, Jr., and Thomas M. Hout, time is the equivalent of money, productivity, quality, even innovation. In this path-breaking book based upon ten years of research, the authors argue that the ways leading companies manage time-in production, in new product development, and in sales and distribution-represent the most powerful new sources of competitive advantage. With many detailed examples from companies that have put time-based strategies in place, such as Federal Express, Ford, Milliken, Honda, Deere, Toyota, Sun Microsystems, Wal-Mart, Citicorp, Harley-Davidson, and Mitsubishi, the authors describe exactly how reducing elapsed time can make the critical difference between success and failure. Give customers what they want when they want it, or the competition will. Time-based companies are offering greater varieties of products and services, at lower costs, and with quicker delivery times than their more pedestrian competitors. Moreover, the authors show that by refocusing their organizations on responsiveness, companies are discovering that long-held assumptions about the behavior of costs and customers are not true: Costs do not increase when lead times are reduced; they decline. Costs do not increase with greater investment in quality; they decrease. Costs do not go up when product variety is increased and response time is decreased; they go down. And contrary to a commonly held belief that customer demand would be only marginally improved by expanded product choice and better responsiveness, the authors show that the actual results have been an explosion in the demand for the product or service of a time-sensitive competitor, in most cases catapulting it into the most profitable segments of its markets. With persuasive evidence, Stalk and Hout document that time consumption, like cost, is quantifiable and therefore manageable. Today's new-generation companies recognize time as the fourth dimension of competitiveness and, as a result, operate with flexible manufacturing and rapid-response systems, and place extraordinary emphasis on R&D and innovation. Factories are close to the customers they serve. Organizations are structured to produce fast responses rather than low costs and control. Companies concentrate on reducing if not eliminating delays and using their response advantage to attract the most profitable customers. Stalk and Hout conclude that virtually all businesses can use time as a competitive weapon. In industry after industry, they illustrate the processes involved in becoming a time-based competitor and the ways managers can open and sustain a significant advantage over the competition.
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    • Price: 15.41 EUR excl. shipping

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