Materials Nokian Tyres Our tests have shown that aggressive Directional and balanced picture most effective protector for studded tires, as for moving snow, and on shuge. Behavior on dry roads improved by strengthening the central part of the tread: the central pieces combined with a central rib. This surface structure can significantly improve the stability and accuracy of management behavior. Due to the geometry of the tread nor snow, nor sleet does not accumulate in the tire, it is purified naturally. Beveled shoulder area of the tread in the tire Nokian Hakkapeliitta 7 slashpleningu improved resistance properties (sliding through the slush and snow porridge). This has been achieved, bevel on both sides of the shoulder band tires. Because of this, the tire effectively cut sheet slush, snow porridge better is displaced from the contact patch the tire. As a result, sloping shoulder tread zone Nokian Hakkapeliitta 7 turned out to a few millimeters narrower than the Hakkapeliitta 5. Therefore, in the same sizes pressure on the road surface with tires Nokian Hakkapeliitta 7 is slightly higher than the previous model. 3D sipes in the tread sipes of three-dimensional sipes used (3D), which in its own way adds to his toughness and impact the behavior of the tires on dry road. The new rubber compound based on kriosilana Previously it was difficult to connect a large number of natural rubber with a lot of silica (silicon dioxide), which is used binder instead of black. Division of Materials Nokian Tyres had a lot of trials and tests, as a result of a new composition: natural rubber, silica and canola oil.
The Key Strengths Of The Success The ability to successfully repeated is a fortress Marcus Buckingham and Donald O. Clifton the success of organizations will always depend on the success of each of its members. Individual success depends on how much people are able to develop their talents and natural abilities to the point of turning them into a fortress, i.e., a performance consistently almost perfect. To the extent that the organization develops the talents of each of its members, in that same proportion the Organization as a whole, will reach higher levels of performance. But the reality is, according to numerous studies, an important part of people to occupy the greater part of their work time performing tasks that are not related to their talents and natural abilities, and not in those areas which are really good. The result of this way of operating, is that the worker does not reach their maximum productivity, is not identified with her work, doesn't work motivated, not exploits his creativity and does not develop their potential. On the other hand part, the Organization wasted the abilities of its people, by not be those working in areas where they are equipped and enabled to make his best contribution. Correct weaknesses vs. build strengths history testifies that for centuries man has been focused on improving deficiencies and defects, as the way to achieve excellent performance. Say Marcus Buckingham and Donald O. Clifton, that the majority of organizations are built around two premises wrong with respect to persons: (1) any person can learn to be competent in almost anything. (2) The largest space that a person has to grow is in those fields where it is weakest. But the experience of success of many people tell us that the greatest potential that a person has to grow, is in those areas...

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