Saturday, June 7, 2008

Trevor Wilkinson, who founded the UK performance car manufacturer TVR has died at his home in Minorca, Spain. He was 85.

Wilkinson, from Blackpool, left education at 14, getting an apprenticeship at a local garage. In 1946 he bought a local wheelwright’s business, which he renamed Trevcar Motors, which sold and repaired cars, as well as undertaking light engineering work.

He built his first car the following year. It was a two-seater based on an Alvis Firebird chassis for his own use. He then formed TVR Engineering, the name derived from his own – TreVoR. The first TVR was unveiled in 1949. It was a two-seater with an alloy body and a multi-tubular steel chassis.

The first production TVR was initially called simply the ‘Mark I’, but became known as the Grantura. This M-type glass fibre bodied car was to remain in production, in a modified form, until 1980, when it was replaced by the Tasmin, which had an angular wedge design.

Wilkinson himself left TVR in 1962 to form another engineering business, which specialised in glass fibre construction. He moved to Minorca after retiring.

The TVR Car Club website announced yesterday that he had died in Spain. The news was confirmed by a spokeswoman for Minorca’s Mateu Orfila Hospital. According to the TVR Car Club’s site “He was aware of the serious nature of his final illness but, according to a friend, took it in stoical fashion that was typical of the man.”

Thursday, June 4, 2009

In a New York press conference at 16:15 UTC, June 1st, Fritz Henderson, the Chief Executive Officer of General Motors, which filed for bankruptcy and Chapter 11 protection from its creditors earlier today, outlined a plan for what he called a “New GM”.

Speaking to the press under safe harbor provisions of U.S. law, Henderson described the events of today as a “defining moment” in the history of General Motors. Speaking to the public he said that “The GM that let you down is history,” and described a “New GM” that he expected to result from the bankruptcy process.

Henderson stated that he envisioned the bankruptcy process would take between 60 and 90 days. He stressed several times his view that the process would be one that is executed quickly, saying that not just a sense of urgency but “pure unadulterated speed” was his expectation of the process. He emphasized that “GM remains open for business” during the bankruptcy period, continuing to sell and to support its products, and that day one motions had been filed in the bankruptcy court in order to allow this.

Regarding the bankruptcy process he said, “We will do it right. And we will do it once.”

He stated that the plan for General Motors had the support of the United Auto Workers union, the Canadian Auto Workers union, the GM VEBA, and a majority of the unsecured bondholders of GM. He also mentioned that GM had already received €1.5 million in bridge financing from the German government.

In response to questions about the possibility of the United States federal government, a majority shareholder in the restructured company, dictating future product development and strategy, such as the sale of more fuel-efficient and green vehicles; he first observed that the federal government had already stated to him that it had “no real interest in running our business” and that he expected that still to be his job. Of the specific hypothetical scenario where the management of GM wants to make one type of car, because it thinks that it is the right thing for the business, and the U.S. government wants to make another type of car, he stated that “I don’t think it’s going to happen.” Expanding on that point he stated that he expected the “New GM” to focus upon “highly fuel-efficient and green technology”, and that operating both in accordance with U.S. environmental laws and in response to customer demand would naturally result in the New GM producing the types of vehicles that the U.S. government would encourage.

The “New GM” he also expected to focus on “four core brands”, and will size its dealership to match that. He stated that GM would offer a “deferred termination” package to dealers, to allow them to cease dealing in GM vehicles in a managed and gradual way.

He stated that the bankruptcy filings did not cover General Motors’ businesses in Latin America, Europe and the Middle East, and Asia and the Pacific. Of GM’s profitable ventures in China, specifically, he stated that they were “a critical part of the New GM”. In response to questions of whether the New GM would import cars from China to the U.S., he stated the formative company’s core principle that “We build where we sell” applied in both directions, with GM building in China to sell in China and building in the U.S. to sell in the U.S., stating that this shortened supply chains.

He declined to predict when the New GM would return to profitability, stating that the goal was rather to lower the break-even EBIT point for the company. He also declined to speculate upon when the U.S. government would sell its stake in the company, saying that that was a question “better addressed to the U.S. Treasury”, and merely saying that he expected it to be “years, not months” when the U.S. Treasury felt it would give “the right return for taxpayers.”

Thursday, August 2, 2007

The Interstate 35W Mississippi River eight-lane bridge in Minneapolis, Minnesota has collapsed on both sides of the highway over the Mississippi River during rush hour.

Previous reports indicated at least nine people had died, but Minneapolis police revised this to four during a 7:30 a.m. (local time) press conference. Tim Dolan, the Minneapolis Police Chief later stated that “several [adding to the four] people are confirmed dead at the scene,” but would not elaborate on how many. At least 79 have been injured and at least 8 are still missing, still believed to be in the rubble.

The road was busy with bumper-to-bumper traffic in four lanes when the entire 1907 foot (581 m) steel arch bridge collapsed. At least 50 cars were traveling on the bridge, including a school bus. The Red Cross said that 60 children were aboard a school bus, and that ten of those were admitted to a hospital.

The entire length of the bridge over the river collapsed at 6:05 p.m. CDT (UTC-5). The bridge, built in 1967, cleared the water level by 64 feet; the deck surface and pavement were considerably higher.

Reports say that people may be trapped in the water. Further, “many voids may contain survivors, but we cannot search those voids until it’s safe,” said Jim Clack, Minneapolis Fire Chief, during a press conference.

“One has died from drowning,” said a doctor from the medical center during an 8:00 pm press conference, who also said that so far 22 are in “yellow condition” and at least six are in “critical condition.”

Minneapolis officials have stated during an earlier press conference that “people are being sent downtown and all survivors are off the bridge. We are seeking help from the Red Cross.” and “[…]at least 60 children are receiving trauma care some with severe injures, some with minor injuries.”

Most of the injured have been received by Hennepin County Medical Center in downtown Minneapolis for medical treatment. Area hospitals are requesting all off duty staff and all Minneapolis ambulances to report. Residents are being encouraged to stay away from the area to let emergency crews do their work.

It is not known what caused the collapse, but there was construction being performed on the bridge’s road surface which included the use of jackhammers and the FBI has ruled out terrorism.

“Although it is much too early to make any determination of the cause, we have no reason at this time to believe there is any nexus to terrorism,” said Paul McCabe, an FBI spokesman.

In 2001 a stress inspection was done and Minnesota Department of Transportation stated that the bridge “should not have any problems with fatigue cracking in the foreseeable future.”

Typically an eight-lane bridge, the bridge was reduced to four lanes (two in each direction) during the current construction. The Minnesota Department of Transportation (Mn/DOT) had just announced overnight lane reductions on the bridge to one lane in each direction for the late evening hours of July 31 and August 1.

Thursday, August 18, 2005

“Total chaos” is how many described the melee that resulted from a sale of used Apple iBook laptop computers at the Richmond International Raceway (RIR) by the Henrico County, Virginia school system.

Officials estimated nearly 5,000 people thronged the sale for the $50, four-year-old computers. Among them were 17 injured, four requiring hospitalization – one for a leg injury, and three for heat-related illness, said Henrico County Police. Reports of trampling in the stampede were not uncommon, and one driver reportedly tried to drive through the throng of prospective buyers.

Alice Jemerson, an elderly customer said, “They bum rushed the gates and I was knocked over, fighting for my life. All these people were on top of me.”

Shortly after 7am EST officials opened the gates and many residents ran hysterically toward the building where the sale was to occur at 9am.

At a post sale press conference, Henrico County Police spokesman Lieutenant Doug Perry told reporters, “A few bad apples found their way inside. It looked worse than it was.”

Apple iBooks are the preferred computer for Henrico County schools, and Director of General Services of Henrico County Paul Proto, said changes were made to the event after tremendous interest was generated, some as far away as Europe and California. Officials closed and moved the sale from the Henrico county school warehouse to the RIR, after residents complained that their tax dollars were used to buy the computers, and they ought to have first right to repurchase them. The Henrico County Board of Supervisors voted to amend the County Code so that only residents could purchase the laptop computers.

Although officials had prohibited camping out and overnight parking, some in attendance reported that people began arriving at midnight.

Henrico Police Chief H.W. Stanley, Jr. said five patrol officers were originally planned for the event, a customary presence for an event the size authorities had estimated. But by 6 am, an enormous crowd was assembled at the front gate.

Officials present before opening told the crowd that automobiles would be allowed to enter first, which prompted many to run to their cars. But while some were running back to their cars, others rushed the gate. The resulting confusion created much anger, and guards closed the gates shortly thereafter.

Long lines encircling the sale building were commonplace, and one observer noted, “They’re going to see themselves on the news tonight, and see what fools they are.”

Some citizens, however, considered their wait worthwhile. Hairstylist and mother of two Sheress Blunt was one of the first hundred to buy one of the iBooks; she came with her mother and said they sneaked into the raceway through a side gate.

Tonya Vaughan arrived at 5:30 a.m., also bought one of the first iBooks and said three people offered to buy it from her for as much as $200. She declined however, saying, “I told them no way! I had worked too hard for it.”

Lt. Perry said many officers were complimented on the way they handled the crowd, adding that police were seen letting children who had been pushed aside, into the building.

Mr. Proto said, “There are no plans right now to have another iBook sale.”

Henrico County Battalion Police Chief Steve Wood said no arrests were made and the iBooks were sold out by 1pm EST.

Tuesday, June 6, 2006

Google has launched an online spreadsheet site, in a private beta.

The site will allow spreadsheets to be shared between up to 10 users, which is aimed to be useful to teams and small businesses. “Many people already organise information into spreadsheets. Where they are struggling is to share it” said the product manager, Jonathan Rochelle.

Google recently bought the online word-processor Writely, launched a calendar product, as well as a desktop search tool. Many see this as them straying into Microsoft‘s markets.

Google Spreadsheets uses very advanced AJAX (Asynchronous Javascript And Xml) and Client Side Scripting to mimic very effectively it’s desktop counterparts’ functions.

It is surprisingly fast, has very good formatting and advanced formula support, but best of all it has complete support for Microsoft Excel .xls files, and very good collaboration: just enter the e-mail address and you can share easily.

Monday, May 14, 2007

Buffalo, New York —A massive warehouse complex of at least 5 buildings caught on fire in Buffalo, New York on 111 Tonawanda Street, sending a plume of thick, jet black colored smoke into the air that could be seen as far away as 40 miles.

As of 6:40 a.m., the fire was under control, and firefighters were attempting to stop it from spreading, but could not get to the center of the fire because of severe amounts of debris. Later in the morning, the fire was extinguished.

“The fire is mostly under debris at this point. It’s under control, but it’s under some debris. We really can’t get to it. We’re just going to have to keep on pouring water on it so it doesn’t spread,” said Thomas Ashe, the fire chief for the North Buffalo based fire division who also added that at one point, at least 125 firefighters were on the scene battling the blaze. One suffered minor injures and was able to take himself to the hospital to seek medical attention.

Shortly after 8:00 p.m. as many as 3 explosions rocked the warehouse sending large mushroom clouds of thick black smoke into the air. After the third explosion, heat could be felt more than 100 feet away. The fire started in the front, one story building then quickly spread to three others, but fire fighters managed to stop the flames from spreading onto the 3 story building all the way at the back.

According to a Buffalo Police officer, who wished not to be named, the fire began at about 7:00 p.m. [Eastern time], starting as a one alarm fire. By 8:00 p.m., three fire companies were on the scene battling the blaze. Police also say that a smaller fire was reported in the same building on Saturday night, which caused little damage.

At the start of the fire, traffic was backed up nearly 4 miles on the 198 expressway going west toward the 190 Interstate and police had to shut down the Tonawanda street exit because the road is too close to the fire.

At one point, traffic on the 198 was moving so slow, at least a dozen people were seen getting out of their cars and walking down the expressway to watch the fire. That prompted as many as 10 police cars to be dispatched to the scene to force individuals back into their cars and close off one of the 2 lanes on the westbound side.

One woman, who wished not to be named as she is close to the owner of the warehouse, said the building is filled with “classic cars, forklifts, and money” and that owner “does not have insurance” coverage on the property. The building is not considered abandoned, but firefighters said that it is vacant.

Officials in Fort Erie, Ontario were also swamped with calls to fire departments when the wind blew the smoke over the Niagra River and into Canada.

It is not known what caused the fire, but a car is suspected to have caught on fire and there are reports from police and hazmat crews, that there were also large barrels of diesel fuel being stored in one building. Firefighters say the cause of the blaze is being treated as “suspicious.” The ATF is investigating the fire and will bring dogs in to search the debris.

Thursday, March 26, 2009

Two 8-year-old girls in Orlando, Florida, located in the United States, have made a big donation to the research and curing of breast cancer. Victoria Petrucelly and Jesse Theobald along with classmates from their third grade class at The Christ School, raised almost US$24,000 by setting up lemonade stands and selling pink lemonade.

The two girls were thinking about starting the lemonade stand in 2008, but were inspired to donate money when Petrucelly’s mother, who suffered from the disease, died on Valentine’s Day, February 14.

“When my mother was diagnosed with breast cancer, we decided to make it a pink lemonade stand to raise money for people with cancer,” Petrucelly said to the press. Other cash donations were made by companies like Publix Supermarkets and the restaurant chain Chick-Fil-A.

Between the students and two girls, nearly 65 gallons of the sweet and sour drink were sold on the weekend ending March 22. They hoped to raise just $50. MD Anderson Cancer Center, which is located in Orlando, received the donation, presented by the two girls in a ceremony earlier this week.

Tuesday, December 2, 2008

Residents in Minyama, on Queensland, Australia’s Sunshine Coast, have vowed to keep fighting the development of a 24-hour McDonald’s on Nicklin Way. Last week, Sunshine Coast Regional Council officers recommended that construction be given the go ahead.

Councillor Chris Thompson, who represents Division 4 in the Sunshine Coast Regional Council, has said that he will recommend that it be rejected at the general committee meeting.

“I’m pretty sure I’m the only councillor who already has a 24-hour McDonald’s in my division,” Councillor Thompson said, “we have enough issues with that one, and this is overkill.”

The 24-hour McDonald’s in Councillor Thompson’s division, in Mooloolaba, is part of a larger complex and does not back onto residential premises.

“I would have thought that the anti-social elements in society do not observe fixed days and hours,” protest group spokesman John Meyer-Gleaves said.

“And council says the problem associated with increased vehicle noise has been addressed by stating that parking will be in the front of the building.

“But all [drive-through] traffic goes around the back of the building and will impact on the residents of Chelsea Crescent.”

Local member of federal parliament Peter Slipper was emailed for comment but has yet to reply.