玉米須煮水代茶飲可降血脂清熱消腫

據專家介紹，吃玉米時把玉米須扔掉是很浪費的，在中藥裡，玉米須又稱“龍鬚”，性平，有很好的預防保健用途，可以作為全家的保健茶，特別是有很好的降血脂、降血壓和降血糖的作用。生活小常識

此外，龍鬚茶還有清熱、利水和消腫的效果。煮玉米時，把玉米須及最裡層的嫩葉留下來，泡十分鐘，多清洗兩遍，然後加少許冰糖一塊煮。等到玉米煮熟時，拿出玉米須纏滿身的玉米棒子，老人養護，將剩下的湯水倒出。吃點玉米，喝點“龍鬚茶”，口感非常甜，而且玉米也更好消化

軸承行業如何應對北美和亞洲市場

      隨著國內外市場的不斷融合,我國沖壓軸承行業也逐漸融入國際軸承貿易大家庭，參與更加廣泛的國際軸承市場的競爭。今年上半年，我國軸承出口到世界129個國家和地區，創匯50306.81萬美元，同比增長26.40%。我國的許多軸承生產企業都已將出口作為增加效益、提高知名度與競爭力以及持續發展的一條重要途徑。而隨著國際市場的競爭愈演愈烈，如何先於對手在市場中找到金礦、挖到金礦，成為製勝
    1、 瞄準北美主機配套市場
     以美國為主的北美地區是世界最大的軸承生產、消費地區，也是最大的軸承進口市場。美國目前每年消費軸承約80億美元，每年需進口軸承約20多億美元。預測至2005年軸承消費量將提高到120億美元，需要進口軸承40億美元。據統計，美國主機前市場（主要指直接面對主機客戶）用軸承所佔比例約52%，一般維修用軸承佔48%。大體上美​​國汽車工業佔滾動軸承消費量的31%，機器設備製造業佔26%，宇航用的軸承佔7%。
     2、鞏固亞洲傳統市場
       在亞洲市場中，日本為我國軸承出口的第一大市場。主要是因為近年來其發展重點放在了高附加值軸承上，普通軸承主要依靠進口軸承。我國普通軸承產品的質量已可與日本產品媲美，且價格低廉。
      我國香港、韓國、東南亞和我國台灣曾是我國軸承產品的轉口貿易地，該地區已成為微小型家電、計算機等新興技術與勞動密集相結合產品的主要加工區，擴大對其高檔次微小型軸承的出口前景光明。另外應充分發揮該地區轉口貿易集散地及與歐、美貿易摩擦小的優勢，以此為跳板逐步敲開歐美高附加值軸承產品市場。
      在亞洲市場中，我國軸承出口的重點市場是日本、我國香港、韓國和新加坡，最具潛力的市場是阿聯酋、印度、印尼和馬來西亞。

汽車軸承的使用保養說明

     汽車是大家都喜愛的東西，如何使用它，在汽車軸承上可要下番功夫，因為軸承是汽車的基本單位。汽車軸承使用保養說明車輛額定載荷範圍工作嚴重超載直接導致汽車軸承過載軸承產生早期失效更為嚴重造成車輛故障人身安全事故禁止軸承異常衝擊載荷定期檢查軸承使用狀態注意觀察軸承部位是否異常響聲局部急劇溫升現像要求定期定量液體動靜壓軸承常用軸殼配軸
     軸承維護狀態下​​的檢查：把拆卸下的軸承用煤油或汽油清洗乾淨，仔細觀察軸承內外圓柱面是否有滑動或蠕動現象，軸承的內外滾道面有無剝落、點蝕狀況，滾動體和保持架是否磨損和變形等，根據軸承檢查的綜合情況，判斷軸承是否能夠繼續使用。
      汽車軸承的使用保養說明：
     車輛應在額定的載荷範圍內工作，如果嚴重超載將直接導致軸承過載，會使軸承產生早期失效，更為嚴重的是會造成車輛故障和人身安全事故； 禁止軸承受到異常的衝擊載荷；汽車軸承型號查詢定期檢查軸承的使用狀態，注意觀察軸承部位是否有異常響聲和局部急劇溫升現象； 按要求定期、定量加註潤滑油或潤滑脂； 根據車輛使用狀況，至少每半年要徹底更換一次潤滑油，並對軸承進行仔細檢查。

2012 Honda Civic Recalled for Risk of Fuel Leak

It was recently reported that 1,156 2012 Honda Civics have been recalled due to a faulty o-ring that does not properly align with the fuel feed line. A fuel leak may result in a fire with an ignition source.

Honda will be informing buyers and the campaign to repair the defect will be in place by month’s end. Upon inspection, Honda will replace the fuel feed line if it is necessary to do so.

No crashes, or fires were reported and the recall was actually discovered by a factory employee who noticed a fuel smell on April 29, 2011. Honda subsequently informed regulators.

It is reported that 17% of the vehicles that electronic assembly have been affected by the defect were to be sold in the U.S. A majority of which have not yet been sold.

While recalls are common in the automotive industry, it is important to understand how a recall may affect a lemon law case. If consumers have given the manufacturer a reasonable opportunity to repair the defect, including a repair attempt as a result of a recall, and the defect still exists, the consumer may seek recourse under the California Lemon Law.

A Real Quality Success Story

For decades German engineering was the standard for premier quality products world wide. If you wanted a machine, whether a 10-ton lathe or miniature scientific test equipment, you bought German, if you could afford it. Those decades are over. Perhaps they will come back, time will tell.

If you look at sales numbers, the Germans are still selling lots of Mercedes, BMWs and other makes. This is proof of the strength of brand loyalty created over a very long time. But…there is a delay on the effect of brand value lost. After all, statistically an owner taking his new $60,000 vehicle in ten times to get the transmission or high pressure fuel pump repaired is but one wave in a storm of disappointment. So he contacts a lemon law attorney, it’s still just one case, right?

Enter another statistic. Over 40% of Norman Taylor & Associates California lemon law cases for 2010 were for German cars. Take a breath…extrapolate this fact electronic assembly nation wide. You can’t include any other part of the world because the U.S. is the only country on the planet that has serious lemon law consumer protection laws.

The German problem is a problem of quality. Some would call it a social problem, or a national problem, or getting parts from plants all over Europe and trying to control quality. It’s still a quality problem, it always has been.

The 20th century has seen two great manufacturing successes. Both were based almost entirely on the application of rigorous quality principals throughout the manufacturing processes. The push for quality excellence in both cases was driven from the top; this is to say the corporate directors, CEO and senior management, engineering, and production were fully behind changes they knew would take decades to accomplish. This takes extraordinary focus and intention.

The first example is post war Japan. In the fifties Japan had a reputation for shoddy products. By the sixties they were jumping to the fore front of quality in whole industries. Japanese quality was getting so good it became their watchword, it became the brand. Despite recent difficulties they are still the manufacturing powerhouse of Asia.

The second example is Korea. Like Japan in the fifties, they also had a reputation for producing low quality manufactured goods. Their real commitment to quality didn’t begin until 2001. Like Japan, Korea’s commitment had to come from the top and spread throughout their manufacturing structure.

For those of you who like statistics, the following numbers are illustrative of Hyundai’s success. J. D. Power is the premier automobile quality rating organization in the country, if not the world. In its annual “Initial Quality Study” it measures the number of reported problems per 100 vehicles in the 1st 90 days of ownership. In 2001 Hyundai was 32nd out of 37 manufacturers surveyed. This was not very good. In baseball speak they were practically in the cellar. In 2011 they are 10th out of 37 manufacturers surveyed. To continue the baseball metaphor, they are a contender for the playoffs.

Our interest at Norman Taylor & Associates is automobiles, light trucks, RV’s and motorcycles. Looking over our statistics, for numbers of lemon law cases per year, our charts dovetail nicely with J. D. Power’s quality surveys. The thing to remember is what sort of concentration of effort is required to achieve this kind of change. Think of the planning and persistence needed to continue past all difficulties, national and supranational: And it’s not ancient history, it’s happening right now.

With these examples in mind, is there anyone who doesn’t see a parallel in these examples when looking forward at Chinese manufacturing? At the moment they don’t have a very good reputation in many areas, but they learn fast. When Chinese automobiles and trucks hit the American market—thinking historically—it is a safe bet that we will see a steep rise in lemon law cases, but once they understand the quality equals success equation, who would doubt that they will succeed? Like Japan, they understand that planning based on the quarterly report—the western management method— simply will not work. It is a reactive technique. The stock goes up, who knows why? Everyone has a party, buys a new boat and forgets about quality. The stock goes down and management looks around for whom to fire.

Lest you think we at Norman Taylor & Associates have some connection with Hyundai except the Lemon Law, we do not! When they make a lemon car, and it is brought to us, we will do our job. It doesn’t happen as often though. A good question: Can Hyundai keep to the plan? We shall see.