hitachi maxell , ltd. ( 日立マクセル株式会社 hitachi makuseru kabushiki-gaisha ) , commonly known as maxell , is a japanese company that manufactures consumer electronics .

the company 's notable products are batteries — the company 's name is a contraction of " maximum capacity dry cell " — wireless charging solutions , storage devices , computer tapes , professional broadcast tapes and functional materials .

in the past the company manufactured recording media , including audio cassettes and blank vhs tapes , and recordable optical discs including cd-r/rw and dvd ± rw .

on march 4 , 2008 , maxell announced that it would outsource the manufacturing of their optical media .

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hitachi conducts fund transactions with hitachi maxell under the hitachi group’s cash pooling system .
hitachi maxell is a consolidated subsidiary of hitachi , and therefore a related party of hitachi .
hitachi and hitachi maxell announce making hitachi maxell a wholly owned subsidiary of hitachi via a share exchange | news releases : hitachi in the u . s . a .
nomura securities , hitachi’s third - party appraiser , and nikko cordial securities , hitachi maxell’s third - party appraiser , are independent of both hitachi and hitachi maxell , and neither is a related party to hitachi or hitachi maxell . there are no significant conflicts of interest .
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the hitachi group and hitachi maxell have reinforced their collaborations in the lithium ion rechargeable batteries business . for instance , hitachi and hitachi maxell have been using hitachi’s laboratories to develop consumer - use lithium ion rechargeable batteries .
as of today , hitachi holds 90 . 98 % of the total number of issued shares of hitachi maxell . therefore , hitachi maxell has adopted the following measures to avoid conflicts of interest within hitachi maxell .
in addition , as noted in their news release “hitachi and hitachi maxell announce method of making hitachi maxell a wholly owned subsidiary of hitachi ( share exchange ) ” on january 14 , 2010 , hitachi and hitachi maxell have determined the method for the share exchange to make hitachi maxell a wholly owned subsidiary of hitachi , based on the result of the tender offer , etc .
hitachi believes that the reinforcement of hitachi maxell’s business base and management base by such a strong relationship will lead to the improvement of the enterprise value of hitachi maxell and the entire hitachi group .
after making hitachi maxell its wholly owned subsidiary , hitachi will strive for consistent growth of hitachi maxell in its priority areas by reinforcing hitachi maxell’s r & d capability and productivity through a stronger relationship with the hitachi group and the effective use of business resources .
hitachi ltd . owns a hitachi maxell , ltd . ( commonly known as maxell ) as a result all the hitachi and lo - d audio cassettes are just rebranded maxell audio cassettes .
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the impact of the share exchange on the business results of hitachi and of hitachi maxell is expected to be negligible .
hitachi intends to reinforce hitachi maxell’s businesses , even after making it a wholly owned subsidiary , by not only respecting hitachi maxell’s self - initiatives and independence but also paying attention to hitachi maxell’s business features and the management that can fully utilize the operational and structural strength .
it is also expected that hitachi making hitachi maxell a wholly owned subsidiary and the establishment of a more stable capital relationship will be beneficial to hitachi maxell’s businesses other than the batteries business as well .
as announced in its news releases “hitachi to commence tender offer for the shares of its subsidiary , hitachi maxell” on july 28 , 2009 , and “hitachi amends ‘hitachi to commence tender offer for the shares of its subsidiary , hitachi maxell’” on august 19 , 2009 ( collectively the “tender offer news releases” ) , hitachi conducted a tender offer for the shares of hitachi maxell from august 20 to october 8 , 2009 , to make hitachi maxell a wholly owned subsidiary ( the “tender offer” ) .
under such circumstances , since the end of march 2009 , hitachi and hitachi maxell have discussed various measures to improve the enterprise value of both companies and concluded that hitachi’s acquisition of hitachi maxell and making it a wholly owned subsidiary to establish a more stable capital relationship would be very beneficial to enhance the enterprise value not only of hitachi maxell but also of the entire hitachi group .
established wuxi hitachi maxell co . , ltd . , in wuxi , china .
as noted in “guidelines concerning measures to protect minority shareholders in transactions with controlling shareholders” in hitachi maxell’s corporate governance report of november 30 , 2009 , it is hitachi maxell’s policy to carry out transactions with hitachi and within the hitachi group based on fair market prices .
through reinforcement of the capital relationship between hitachi and hitachi maxell in these ways , integrated business management will help optimize all the businesses conducted by hitachi maxell including the “batteries” business , thereby enabling larger - scale and more effective investments compared with utilization of business resources such as for r & d and capital investments conducted solely by hitachi or hitachi maxell .
twenty years ago , the current hitachi - maxell president , hiroshi watanabe , was the general manager of the hitachi central research laboratory ( crl ) . like many japanese companies , hitachi - maxell ' s management is heavily technology - trained . the hitachi - maxell research has been little affected by the current recession .
the purpose of making hitachi maxell a wholly owned subsidiary via the share exchange is as per the above 1 . “purpose of making hitachi maxell a wholly owned subsidiary via the share exchange , ” and the delisting of hitachi maxell shares is not in itself the purpose .
the purpose of hitachi making hitachi maxell its wholly owned subsidiary is outlined in the tender offer news releases and hitachi maxell’s announcements “announcement concerning expression of opinion for tender offer by hitachi ltd . , for shares of the company” on july 28 , 2009 , and “hitachi maxell amends ‘announcement concerning expression of opinion for tender offer by hitachi , ltd . for shares of the company’” on august 19 , 2009 , and is reiterated below .
the foreign general operations is transferred to hitachi maxell global ltd . ( hong kong ) .
in the promising lithium ion batteries business , competitors will also concentrate their business resources in this field . however , hitachi maxell’s competitiveness is expected to be substantially improved by reinforcing the capital relationship with hitachi . through the integration , hitachi maxell will receive further credit , supported by the hitachi’s sturdy financial base , thereby enabling hitachi maxell to make flexible judgments for larger - scale investments .
share allotment ratio 5 . 66 shares of hitachi will be allotted and delivered for each share of hitachi maxell . however , no allotment of shares will be made under the share exchange for hitachi maxell shares held by hitachi ( 90 , 553 , 354 shares as of february 24 , 2010 ) .
tokyo , february 24 , 2010 – hitachi , ltd . ( nyse : hit / tse : 6501 , “hitachi” ) and hitachi maxell , ltd . ( tse : 6810 , “hitachi maxell” ) announced on january 14 , 2010 , that hitachi would make hitachi maxell its wholly owned subsidiary via a share exchange with hitachi as the wholly owning parent company and hitachi maxell as the wholly owned subsidiary ( the “share exchange” ) . agreements have subsequently been reached on the exchange ratio , effective date and other details of the share exchange , and the two companies hereby announce that they have concluded a share exchange agreement following today’s decision by hitachi’s president and chief executive officer and a resolution at hitachi maxell’s board of directors’ meeting held today ( the “share exchange agreement” ) .
in 2004 , hitachi maxell and hitachi both invested in hitachi vehicle energy , ltd . , which was established by the hitachi group and develops and sells lithium ion rechargeable batteries for automobiles . harnessing hitachi maxell’s technological experience accumulated in the development and manufacture of consumer - use compact lithium ion rechargeable batteries , hitachi and hitachi maxell have been collaborating in the research and development of highly reliable and safe lithium ion rechargeable batteries for automobiles and such collaborations have produced significant results in design , development and manufacturing of such products .
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with regard to the share exchange in which hitachi maxell’s controlling shareholder , hitachi , will become the wholly owning parent company and hitachi maxell will become the wholly owned subsidiary , hitachi maxell has implemented the measures outlined in the above 3 . ( 5 ) “measures to ensure fairness” and 3 . ( 6 ) “measures to avoid conflicts of interest , ” to ensure fairness and avoid conflicts of interest , and hitachi maxell considers those measures to be consistent with this policy .
hitachi maxell does not have any outstanding issues of stock acquisition rights or bonds with stock acquisition rights .
in connection with merger with hitachi consumer electronics ltd . hitachi joei tech co . , ltd . and hitachi digital products china co . , ltd . are transformed into consolidated subsidiaries .
the hitachi shares allotted to hitachi maxell shareholders under the share exchange will be listed on the tokyo stock exchange , the osaka securities exchange and other financial instrument exchanges following the delisting of hitachi maxell shares , and will be able to be traded on financial instrument exchanges on and after the effective date of the share exchange . in this way , share liquidity will continue to be provided to hitachi maxell shareholders that hold at least 177 shares of hitachi maxell and who under the share exchange will receive an allotment of at least 1 , 000 shares , constituting one unit of hitachi shares .
1 ) passing board of directors’ resolutions with the unanimous approval of all directors other than those serving concurrently as a director at another hitachi group company to avoid any conflict of interest , hitachi maxell directors michiharu nakamura , who concurrently serves as a director of hitachi , and isao uchigasaki , who concurrently serves as a director of a hitachi subsidiary , have not participated in the deliberations and resolution concerning the share exchange at meetings of hitachi maxell’s board of directors , and have not been involved in consultations or negotiations with hitachi representing hitachi maxell . in addition , yoshito tsunoda who will serve as senior vice president and executive officer of hitachi starting from april 1 , 2010 , has not participated in the deliberations and resolution concerning the share exchange , and has not been involved in consultations or negotiations with hitachi representing hitachi maxell after the recognition of this scheduled appointment to avoid any conflict of interest . all of hitachi maxell’s directors except for mr . tsunoda , mr . nakamura and mr . uchigasaki attended the hitachi maxell board of directors’ meeting , and unanimously approved the conclusion of the share exchange agreement .
as hitachi maxell will become a wholly owned subsidiary of hitachi as of the effective date of the share exchange ( scheduled for april 1 , 2010 ) , hitachi maxell shares are scheduled to be delisted on march 29 , 2010 ( with march 26 , 2010 , as the final trading date ) . trading of hitachi maxell shares will become unavailable on the tokyo stock exchange and the osaka securities exchange after the delisting .
number of shares to be delivered under the share exchange upon the share exchange , hitachi will deliver to hitachi maxell shareholders ( other than hitachi ) immediately prior to the time at which it acquires all of the outstanding hitachi maxell shares ( exclusive of those shares held by hitachi ) under the share exchange ( the “record time” ) hitachi shares equivalent in number to 5 . 66 multiplied by the total number of hitachi maxell shares held by each hitachi maxell shareholder in exchange for those shares of hitachi maxell . furthermore , hitachi maxell’s board of directors , at a meeting to be held by the day before the effective date of the share exchange , will resolve to cancel all of the treasury stock ( including that acquired as a result of an application for purchase exercised by dissenting shareholders as per article 785 , paragraph 1 of the companies act regarding the share exchange ) by the record time . there is the possibility that the number of hitachi shares to be delivered could be amended due to factors such as hitachi maxell’s cancellation of treasury stock . in addition , the hitachi shares to be delivered are scheduled to be shares of treasury stock held . however , there is the possibility that a portion of these shares will be newly issued , depending on the number of hitachi maxell’s treasury stock to be cancelled by the record time as well as the number of shares to be delivered under hitachi’s share exchange with hitachi plant technologies , ltd . to be conducted on the effective date of april 1 , 2010 .
further , concerning research and development , in the markets for in - vehicle products and products for industrial and social infrastructure where future growth is expected , there will be many opportunities to apply hitachi’s research resources for products and services and it will be relatively easier for collaborations between hitachi maxell and hitachi to lead to tangible results . both companies expect tighter technological collaborations based on the integrated management of the hitachi and hitachi maxell to generate significant synergies .
in addition , by reinforcing the capital relationship between hitachi maxell and hitachi , it will become possible to reduce the investment burden of hitachi maxell by sharing manufacturing lines with other group companies such as hitachi vehicle energy which engages in the manufacture of in - vehicle large - scale lithium ion rechargeable batteries . that will help reinforce the group wide cost competitiveness too . optimizing the hitachi group’s operating base more than ever , such fundamental advances will become possible .
it is the company’s policy to carry out transactions with parent company hitachi , ltd . and within the hitachi group based on fair market prices .
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hitachi holds 90 , 553 , 354 shares of hitachi maxell , equivalent to a shareholding of 90 . 98 % of the total number of issued shares . ( as of february 24 , 2010 )
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2 ) receipt of advice from an independent law office hitachi maxell’s board of directors appointed nagashima ohno & tsunematsu , a law office independent of both hitachi and hitachi maxell , as an advisor and received their legal advice concerning the various procedures related to the share exchange including the board of directors’ decision - making methods and process .
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hitachi and hitachi maxell carefully considered the calculation results of the share exchange ratio received from the third - party appraisers . the two companies also studied the terms and conditions and outcome of the tender offer as well as the market value level of hitachi shares and other various factors . based on these considerations , they conducted numerous negotiations and consultations on the evaluation of hitachi maxell shares using the equivalent in value to the tender offer price as a standard as described in the tender offer news releases . as a result , hitachi and hitachi maxell have concluded that the share exchange ratio in 2 . ( 3 ) “details of the allotment related to the share exchange” above is adequate and that the ratio will not harm the interests of either company’s shareholders . therefore , hitachi and hitachi maxell concluded a share exchange agreement to conduct the share exchange using the share exchange ratio in 2 . ( 3 ) “details of the allotment related to the share exchange” above following the decision by hitachi’s president and chief executive officer and the resolution at hitachi maxell’s board of directors’ meeting .
in order to ensure fairness and adequacy in determining the share exchange ratio for the share exchange ( the “share exchange ratio” ) , each company individually requested a third - party appraiser independent of hitachi and hitachi maxell to calculate the share exchange ratio . hitachi designated nomura securities co . , ltd . , as its third - party appraiser and hitachi maxell designated nikko cordial securities inc . , as its third - party appraiser .
these calculations resulted in the following ranges of share exchange ratios per hitachi share .
net income ( loss ) attributable to hitachi , ltd . ( note 2 )
hitachi adds to line up with laser light source model , lp - wu9100b .
establishes changsha hitachi automotive products , ltd . in changsha , hunan , china .
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hitachi maxell energy ltd . is newly established by partition of corporation , and a part of manufacturing and sales operations of a battery are transferred .
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under the share exchange , hitachi will be the wholly owning parent company in share exchange and hitachi maxell the wholly owned subsidiary in share exchange . furthermore , both companies plan to implement the share exchange without obtaining approval by resolution at a general meeting of shareholders , with hitachi using a simplified share exchange procedure pursuant to article 796 , paragraph 3 of the companies act , and hitachi maxell using a summary share exchange procedure pursuant to article 784 , paragraph 1 of the companies act .
what is today hitachi - maxell was established in 1961 . the sales of the company and consolidated subsidiaries are about $ 1 . 5 billion , with 4 , 000 employees and $ 79 million in capital investment . the company started as a battery producer , and the name maxell derives from maximum capacity battery cell . the company ' s layered media technology led it to produce magnetic recording media , and in 1960 , it produced its first audio magnetic tape . in 1961 , maxell joined the hitachi group . hitachi controls 52 % of maxell , and the rest is publicly owned . in 1980 , hitachi - maxell began producing both video magnetic tapes and floppy discs for computers .
sales of vacuum tubes and cathode - ray tubes of hitachi , ltd . , started .
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first , hitachi and hitachi maxell believe that both companies can favorably survive the competition in the automobile , industrial sectors and railway vehicles by aggressively combining the lithium ion batteries development capability , mass production technology and other tangible and intangible assets in the lithium ion batteries - related business areas that hitachi maxell has acquired in the consumer products field and hitachi’s system capability and diverse business infrastructure , which are expected to become a reliable part of proposals for system solutions in industrial sectors where future development is expected . by combining all such capabilities and assets , hitachi and hitachi maxell can enhance the development capability of products using lithium ion rechargeable batteries in these fields and accelerate the exploration of new applications . hitachi and hitachi maxell also believe that hitachi’s system solutions in the industrial sector will significantly differentiate both companies from other consumer product manufacturers that produce lithium ion rechargeable batteries by expanding the lithium ion batteries business that is a key device of the social innovation business along with motors , invertors and power semiconductors and by enhancing solution proposals which is integrated with such lithium - ion rechargeable batteries business and social and industry systems .
the 3 - inch floppy disk ( also known as the compact floppy or cf2 ) was designed by hitachi , matsushita and maxell , and introduced in 1982 .
the ' blow - away guy , ' as we like to call him , is an icon that stands for performance and for technology ,
said daniel lee , vice president for marketing at the maxell corporation of america in fair lawn , n . j . , part of the hitachi maxell unit of hitachi .
changed company name to maxell holdings , ltd . following transition to holding company structure and established maxell , ltd . as operational company .
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hitachi’s operating income is presented in accordance with financial reporting principles and practices generally accepted in japan .
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regarding hitachi maxell , ltd . , the dried batteries and magnetic tape divisions of nitto electric industrial co . , ltd . ( currently nitto denko corp . ) , were set up independently as maxell electric industrial co . , ltd . , which commenced operations in 1961 and became hitachi’s consolidated subsidiary in 1964 , changing its corporate name to hitachi maxell , ltd . currently , in accordance with the long - term vision of “breakthrough to new horizons—challenge of seeking fresh possibilities” set in its medium - term business plan , hitachi maxell has been accelerating a change in its business portfolio to improve profitability and to ensure new growth toward the medium - term mission of “change for growth . ” specifically , hitachi maxell is concentrating its business resources in the priority businesses of “batteries , ” “optical components” and “functional materials & components , ” each of which has high potential of future growth and profitability . hitachi maxell promotes differentiation from competitors by optimizing its proprietary technologies and the development of high - value - added products to these three business areas . in its core information storage media business , hitachi maxell will pursue higher profitability by introducing new products and reducing costs to restructure businesses .
exchange rate fluctuations for the yen and other currencies in which hitachi makes significant sales or in which hitachi’s assets and liabilities are denominated , particularly against the u . s . dollar and the euro ;
hitachi maxell and inphase will hold japan’s first public demonstration of holographic storage at the international broadcast equipment exhibition ( interbee ) on november 16 - 18 , 2005 in tokyo .
hitachi adds to dlp line up with 9000 hd series & lcd line up with new 8000 series .
a special agency contract for semiconductors with hitachi , ltd . , was concluded . ( photograph 3 )
the factors listed above are not all - inclusive and are in addition to other factors contained in hitachi’s periodic filings with the u . s . securities and exchange commission and in other materials published by hitachi .
specifically , with regard to computer tapes and video tapes for broadcasting , for which hitachi maxell holds high market shares , and storage and broadcasting and telecommunications equipment , on which hitachi’s information & telecommunication systems group has been focusing , equipment and media has been developed at separate companies . in the future , however , hitachi can expect faster product development and the acquisition of more customers through the collaboration between hitachi maxell and hitachi , harnessing each company’s specialties and converging the development resources of both companies . it will also become possible to offer increasingly valuable and optimal solutions to customers . with regard to camera lens and optical pickup lens , which are mainstay products in the optical components business on which hitachi maxell is focusing , such as the lens for finger vein authentication systems , monitoring camera systems for crime prevention , in - vehicle cameras and bd / dvd / cd all - compatible drives that the hitachi group has commercialized , cooperation from the development stage will make it possible to differentiate them from other companies’ products and reinforce product competitiveness . furthermore , as for adhesive tapes and adhesion technology in hitachi maxell’s functional materials & components business , further reinforcement of competitiveness can be expected in the automobile and electronics fields developed by the hitachi group . in the medical field as well , synergies and the exploration of new markets can be expected , with such medical equipment as blood measurement devices and biomaterials and components such as bio - beads for dna analysis . in addition , by optimizing the “maxell” brand and sales channel that hitachi maxell has nurtured worldwide , significant reinforcement of hitachi’s consumer products sales capability can be expected .
developed the image display technology of a legible projector at a bright place , jointly with hitachi , ltd .
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based on maxell ' s investigation about the silver oxide batteries as of 1987 .
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hitachi omits the figures for ordinary income because it has adopted u . s . gaap for its consolidated financial results .
after delisting at tokyo and osaka stock exchange first section , it becomes a wholly owned subsidiary of hitachi , ltd .
hitachi ltd . was founded in 1910 . it is a japanese multinational corporation specializing in high - technology and services . the company is the parent of the hitachi group . hitachi is the third largest technological company by revenue as of 2009 . company also used lo - d name as a trademark under which they sell high end audio equipement in japan .
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since its formation , maxell has built up an international reputation for excellence and reliability .
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* says smbc nikko securities inc . will decrease voting power in hitachi maxell ltd to 0 . 04 percent ( 18 , 800 shares ) , from 14 . 8 percent ( 7 . 8 million shares )
“net income ( loss ) attributable to hitachi , ltd . ” is the same as “net income” reported through fiscal 2008 .
siam hitachi automotive products ltd . is established in thailand in a joint venture with siam auto parts co . , ltd .
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note : both companies plan to implement the share exchange without obtaining approval by resolution at a general meeting of shareholders , with hitachi using a simplified share exchange procedure pursuant to article 796 , paragraph 3 of the companies act , and hitachi maxell using a summary share exchange procedure pursuant to article 784 , paragraph 1 of the companies act .
hitachi decided to change president on april 1 , 2010 , in accordance with a resolution at the board of directors’ meeting held on february 4 , 2010 , as stated in its announcement of the same day , “hitachi announces changes to top managements . ”
hitachi maxell shares are scheduled for delisting on march 29 , 2010 ( with a final trading date of march 26 , 2010 ) prior to the effective date of the share exchange ( april 1 , 2010 ) .
nissan released the first electric passenger cars in japan on the domestic market . hitachi delivered motors and controllers for these electric cars .
( this article , file : amstrad computer user8504 072 . jpg , also mentions something called hitachi hfd - 2 discs . )
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as announced in the news release dated april 17 , 2009 by hitachi titled “promotion of the lithium ion rechargeable batteries business , ” the hitachi group decided to further reinforce collaborations with group companies including hitachi maxell , shin - kobe electric machinery co . , ltd . and hitachi vehicle energy , ltd . , under its business strategy toward overall optimization , to promote a systems business using lithium ion rechargeable batteries and other rechargeable batteries as one of the core businesses . the hitachi group aims to strengthen its lithium ion rechargeable batteries related business with high quality and performance such as consumer - use lithium ion rechargeable batteries shipped a cumulative total of 600 million cells without recalled products ( for collection and repair ) and in - vehicle lithium ion rechargeable batteries promoted as commercialization of pioneering products . we also established the battery systems division as of april 1 , 2009 , to integrate the lithium ion rechargeable batteries - related businesses across the hitachi group . in addition , the hitachi group newly established the advanced battery research center for r & d of materials for next - generation batteries .
hitachi maxell has been steadily expanding the business related to lithium ion rechargeable batteries , which is the core product line of its batteries business , one of its priority businesses . specifically , in addition to products for mobile phones , which had been a main business field , hitachi maxell aims to expand its batteries business into power tools and electric - supported bicycles fields by developing new cylindrical products and laminated products in addition to conventional prismatic lithium ion rechargeable batteries . in february 2009 , to supply electrode materials not only for consumer use but also for use in automobiles and industries , hitachi maxell established a new electrode manufacturing plant with high - speed and high - precision coating systems that harness its outstanding proprietary technologies .
hitachi automotive products ( usa ) , inc . was awarded qs9000 certification for the first time as an automotive transformer plant of japanese origin .
both companies plan to implement the share exchange without obtaining approval by resolution at a general meeting of shareholders , with hitachi using a simplified share exchange ( kani kabushiki kokan ) procedure pursuant to article 796 , paragraph 3 of the companies act , and hitachi maxell using a summary share exchange ( ryakushiki kabushiki kokan ) procedure pursuant to article 784 , paragraph 1 of the companies act .
speed of data access in optical recording is governed by the head weight . a magnetic head weighs 2 grams , while an optical head weighs about 20 grams . hitachi - maxell is working on concepts of multiple heads to overcome this limitation .
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tamura is a researcher doing phase - change media work . he did a two - year sabbatical in the united states , returning one year prior to the team ' s visit . he went from hitachi crl to the hitachi san francisco office to learn the u . s . market .
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treatment of fractions of less than one ( 1 ) share if the number of hitachi shares to be delivered through the share exchange includes a fraction of less than one share , hitachi will sell the number of shares equivalent to the sum of all such fractions ( fractions of the aggregate number to be rounded down ) and will deliver the proceeds of that sale to those hitachi maxell shareholders who are to receive such fractions in proportion to the fractions attributed to them pursuant to article 234 of the companies act and other applicable laws and regulations .
hitachi maxell japan has developed a new kind of alkaline battery that’s supposedly shielded well enough to prevent leakage in the case of misuse . the new batteries will be part of the company’s voltage brand and go on sale in japan in april this year .
purchase system for less - than - one - unit shares ( sale of less - than - one - unit shares ) a system under which shareholders that hold less - than - one - unit shares of hitachi may request hitachi to repurchase those less - than - one - unit shares held .
* says hitachi , ltd . will become top shareholder of the co , holding 14 . 76 percent ( 7 . 8 million shares ) voting power
merged tohshin seiko co . , ltd . , and nagano optics laboratory corporation to create maxell finetech ltd .
maxell ur90 audio tape 90min blank media cassette ( 2pk ) bn & s . l @ @ k !
1 ( one ) sealed maxell udi 120 . blank audio cassette tape . made in japan - 1991 .
1 ( one ) sealed maxell udi 90 . blank audio cassette tape . made in japan - 1990 .
12× maxell ur90 audio cassettes tapes for everyday recording . 90min recording on each tape . new and sealed .
maxell 2hd diskettes pc 1 . 44 mb 3 . 5
floppy disks 10 pk high density sealed c2
maxell 1 . 44 mb floppy disks . these are new floppy diskettes , mixed colors . labels included .
new sealed 10 - pack genuine maxell 3 . 5
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double sided
maxell mf 2hd floppy disk micro hd ds 3 . 5
super rdii anti static 20 ct . sealed
on the other hand , hitachi maxell shareholders that hold fewer than 177 shares of hitachi maxell will receive an allotment of fewer than 1 , 000 hitachi shares , which is less than one unit . these less - than - one - unit shares cannot be sold at a financial instruments exchange , but shareholders holding these less - than - one - unit shares can request that hitachi repurchase those less - than - one - unit shares . they may also additionally purchase from hitachi the incremental number of shares to make one unit . please refer to 2 . ( 3 ) , note 3 , “handling of less - than - one - unit shares ( tangen - miman - kabushiki ) , ” for details on the handling of these shares . please refer to 2 . ( 3 ) , note 4 , “treatment of fractions of less than one ( 1 ) share , ” for details on the handling of fractions of less than one share that result from the share exchange .
hitachi dl120 : made in japan : new & sealed ( 3 small nicks to edge of wrapping )
see photos
: bubble wrapped for posting .
figure maxell . 1 shows the hitachi - maxell organization . two manufacturing and one engineering research divisions are concerned with optical disk activities . dr . toshikatsu manabe heads the engineering research lab ( erl ) . he came from hitachi ' s crl 12 years ago and has a seat on the maxell board . dr . ohta , the jtec team ' s host , also came from crl 4 years prior to the jtec visit . he reports both to manabe as manager of erl ' s second department and to the head of the digital media division ( dmd - manufacturing ) as manager of the optical disk ( od ) development department .
hitachi maxell music cd - r
black disc series
80 minutes ( 20 sheets spindle ) cdra80bk . 20sp . our products are 100 % authentic . very convenient place to find item information about japan . we are located in japan a suburban city of kyoto .
10 x new sealed maxell ur90 blank audio cassette tapes . usa & rest of world : £11 . 00 .
5 x new sealed maxell ur90 blank audio cassette tapes . usa & rest of world : £11 . 00 .
1 ( one ) sealed maxell xlii 60 . blank audio cassette tape . famous high quality tape from 1988 .
nip 10 pack maxell mf2hd 1 . 44 mb 3 . 5 inch “ floppy disc pc perfect mf 2 hd
lot ( 4 ) new 10 pack maxell mf2hd 1 . 44mb 3 . 5
floppy diskette pc high density
97 maxell diskettes mf2hd pc formatted 1 . 44 mb 3 . 5 pc floppy disks - new in box !
( $ 0 p & h ) maxell ultrium lto - 4 data tape cartridge 800gb / 1 . 6 tb
for sale : 6 nice cassette tapes lo - d ( hitachi ) ud 30 / 46 / 54 / 60 / 90 / 120 type i normal position .
hitachi maxell says in 55 % of all cases , batteries are leaking liquid because of overcharging . the company managed to reduce the amount of undischarged zinc ( one of the most critical ingredients ) by using a new , self - developed zinc alloy , which is called “microzinc α” .
pack of 30 maxell 2hd diskettes 1 . 44 mb 3 . 5
mf2hd floppy disks pc 29 still in p
maxell 1 . 44mb floppy disks - ds / hd mf 2hd 3 . 5 inch ibm format - 10 pack x4
new lot 2 packs maxell mf 2hd high density 3 . 5
floppy disks 10 pack 1 . 44 mb pc
the maxell online game is tied to a sponsorship deal signed by the maxell corporation of america with the espn cable television network . maxell has agreed for the first time to be a sponsor of espn ' s x games ; the 2006 summer edition of the games , x games 12 , will be held in los angeles aug . 3 - 6 .
additional purchase system for less - than - one - unit shares ( additional purchase of up to 1 , 000 shares ) a system under which shareholders that hold less - than - one - unit shares of hitachi may additionally purchase the incremental number of hitachi shares to make one unit ( tangen ) ( 1 , 000 shares ) .
for sale : 2 nice cassette tapes hitahi ud - s50 type i normal / hitachi ud - e 50type ii high position . russia could take more than four weeks .
hitachi maxell claims one side effect of the new zinc alloy is that it extends the battery life by 5 % compared to voltage products released last year . aa and aaa batteries are being offered . users will get a warranty that the batteries will not leak in 5 years when properly handled .
for hitachi maxell , in light of the fact that hitachi maxell shares are listed on the financial instrument exchanges and that market values are available , nomura securities made a calculation using the average market share price method ( in view of various terms and conditions , based on the closing price on the first section of the tokyo stock exchange on the record date of february 22 , 2010 , and the average closing prices for each trading day during the most recent one - week period , from february 16 to february 22 , 2010 , the most recent one - month period , from january 25 to february 22 , 2010 , and the period from december 8 , 2009 , the business day immediately following the issuing of hitachi’s december 7 , 2009 , news release titled , “determination of offer price and selling price for issuance and sale of shares and conversion price and other conditions for issuance of convertible bond type bonds with stock acquisition rights , ” to february 22 , 2010 ) . in addition , given the existence of multiple similar listed companies that are comparable to hitachi maxell , nomura securities made a calculation using the comparable company analysis method , since it is possible to analogize the equity value by this method . nomura securities also made a calculation using the discounted cash flow method ( the “dcf” method ) to reflect the value of hitachi maxell’s future business activities .
i apologize for the inconveniences ! maxell ur90 audio cassette tapes high quality , type 1 normal new 10 pcs / lot .
maxell airstash wi - fi sd memory card reader mas - a02a [ frustration - free pa . . . p / o
( $ 0 p & h ) maxell - dvd - ram 5 . 2gb double sided type 1 - cartridge - rewritable
the maxell commercial that has been adapted by the popular t . v . show , family guy . directed by henry sandbank .
based on maxell ' s investigation about the data storage tape media of a linear recording model , as of april , 2010 .
maxell xlii 90 ( ×2 ) : 1985 : made in japan : new & sealed : bubble wrapped & boxed for posting .
30 - pack genuine maxell mf2hd 1 . 44mb 3 . 5
ds / hd ibm / pc floppy disks new / open
genuine maxell dvd r 4 . 7gb 5pk 16x . for recording with dvd r / rw drives / recorders . 120 min .
handling of less - than - one - unit shares ( tangen - miman - kabushiki ) shareholders who will hold less - than - one - unit shares of hitachi as a result of the share exchange may make use of one of the methods below with regard to hitachi shares . less - than - one - unit shares cannot be sold on financial instrument exchanges .
on the other hand , nikko cordial securities analyzed the tender offer conducted prior to the share exchange , as well as its terms and conditions and its results , etc . , and for hitachi maxell , in light of the fact that hitachi maxell shares are listed on the financial instrument exchanges , and that market values are available , made a calculation using the average market share price method ( in view of various terms and conditions , with the record date of february 22 , 2010 , based on the average closing prices on the first section of the tokyo stock exchange for each trading day during the most recent one - month period , from january 25 to february 22 , 2010 and the most recent three - month period , from november 24 , 2009 to february 22 , 2010 ) . in addition , given the existence of multiple similar listed companies that are comparable to hitachi maxell , nikko cordial securities made a calculation using the comparable company analysis method because it is possible to analogize the equity value by this method . nikko cordial securities also made a calculation using the dcf method to reflect the value of hitachi maxell’s future business activities . for hitachi , in light of the fact that hitachi shares are listed on the financial instrument exchanges and that market values are available , nikko cordial securities made a calculation using the average market share price method ( in view of various terms and conditions , with the record date of february 22 , 2010 , based on the average closing prices on the first section of the tokyo stock exchange for each trading day during the period from february 5 , 2010 , the business day immediately following the issuing of hitachi’s february 4 , 2010 , news release titled , “hitachi announces revisions of consolidated business forecasts for fiscal 2009 , ” to february 22 , 2010 , the most recent one - month period , from january 25 to february 22 , 2010 , the period from december 8 , 2009 , the business day immediately following the issuing of hitachi’s december 7 , 2009 , news release titled , “determination of offer price and selling price for issuance and sale of shares and conversion price and other conditions for issuance of convertible bond type bonds with stock acquisition rights , ” to february 22 , 2010 and the most recent three - month period , from november 24 , 2009 to february 22 , 2010 ) . these calculations resulted in the following ranges of share exchange ratios per hitachi share .
maxell ' s ur audio cassettes are ideal for general recording , such as all types of music , speech , dictation and interviews .
hitachi , ltd . 51 . 37 % credit suisse sec ( europe ) ltd pb sec int non - tr clt 4 . 01 % japan trustee services bank , ltd . 3 . 87 %
the team also toured one operatorless floppy disk production line at the digital media division . the machines were developed at hitachi - maxell itself , and it does not sell to others . over 15 million disks / month are produced . dr . ohta declined to say how many lines of these machines are required for this level of production .
maxell sx i 90 ( original box of 12 ) : 1991 - 3 : new & sealed : bubble wrapped & boxed for posting .
25gb capacity . bd - r recordable 25gb . 30 maxell bd - r 25 gb 4x speed b lu - ray disc inkjet printable . maxell dual hard coat layer . 1 - 4x speed single layer . achieve the capacity necessary for recording digital hd - tv and video .
maxell dvd + r discs , 4 . 7gb , 16x , w / jewel cases , silver , 5 / pack , pk - max639002
hitachi - maxell transfers products to a pilot line using a joint research and production team . from the pilot line , a product is moved to a main production line and the pilot line begins a new product . in a fairly typical fashion , defect testing of materials is done in the erl and product testing is done in the factory .
the hitachi group , which consists of hitachi , its subsidiaries and affiliated companies , conducts a wide range of business activities from the development , production and sales of offerings to the provision of relevant services in seven industry segments : information & telecommunication systems ; electronic devices ; power & industrial systems ; digital media & consumer products ; high functional materials & components ; logistics , services & others ; and financial services .
established maxell system tech co . , ltd . by aquisition of part of business of renesas semiconductor package & test solutions co . , ltd .
maxell ur90 blank audio cassette tapes this listing is for a lot of 60 ( sixty ) pieces of maxell ur90 90 - minute audio cassettes . all tapes are brand new and completely unused - each individual unit is sealed , plus the outer carton of 60 units is also still sealed .


great valley products is a former third-party amiga hardware supplier .

the company was mostly known for cpu accelerators and scsi host adapters for the commodore amiga 500 and the amiga 2000 computer series .

the company liquidated itself in july 1995 .

a new company gvp-m picked up rights to the amiga products .

great valley products

this is the world wide web home page of great valley products - m inc .
here is a commodore amiga a500 . & grass valley products gvp a530 40 mhzturbo scsi hard drive .
purchase orders can be placed at ( usa ) 1 - 215 - 352 - 0445 fax our mailing adress is : great valley products - m inc . p . o . box 777 newtown , pa 18940 - 0777
silicon valley
is probably the only big thing that has gone right in the american economy since the great recession ,
writes my colleague jim pethokoukis .
it is creating jobs and wealth , along with providing innovative products that consumers and business value .
a compilation of articles by nceo cofounder corey rosen on what makes a great employee ownership company .
i agree to receive news , exclusive offers , and more from great clips . you can unsubscribe at any time .
as the pioneer in customized retractable awnings , it’s no secret that great valley awnings are built to last . we are proud of our tradition of innovation and engineering excellence , and offer unique shade product options to create your perfect day .
in this sense , silicon valley is the new information - age version of a very old problem in the economy .
the sentry is one of great valley awning’s exceptional screen products which gives you the ability to control your living space . no matter if you are covering your windows , doors , patio or lanai , the sentry can be your solution . each sentry screen is custom built up to 18′ wide with a 12′ drop . the sentry retractable screen combines ease of use with class in one quality retractable screen .
very good engineering management team . i learn a lot of products , ie : fan , pump , planet gearing train and controller stuff .
whatever the reason , palantir’s offer comes at a time of great debate in silicon valley over employee compensation . traditionally , workers received options on a four - year vesting schedule . when they left a company , they would have 90 days to exercise those options or forfeit them .
great company work for . nice people , not over crowded , constantly looking for ways to improve and help other departments . nice benefits and decent salaries .
silicon valley is often held up as the pinnacle of american achievement and the core driver of this country ' s future economic success .
there is obviously truth to this . but reality is more complicated than silicon valley ' s defenders often suggest . yes , silicon valley ' s gadgets and services are innovative . tech companies ' market capitalizations are massive . but the benefits to the broader economy are often massively oversold .
a great aerospace company , employees are encouraged to bid on open positions , safety is practiced , cross - training is encouraged , employee anniversary and birth dates are observed .
yes , the giants of silicon valley have created products and services where none existed before , and have revolutionized the way tens of millions of americans live their lives . but their economic success has not led to widespread productivity growth — it has instead led simply to cool gadgets , large profits , and monopolist consolidation .
the products are identical / same internals although the product label changed at some point . they all had series ii identification . early models had the old ' impact ' marketing name .
so please , let ' s all stop lionizing silicon valley . sure , their tech can be fresh and exciting . but as economic actors , silicon valley companies are no different from more traditional companies in longstanding economic sectors . the pathologies of both groups are simply the pathologies that have bedeviled all of american capitalism for decades .
palantir technologies’ $ 225 million offer to repurchase its employees’ privately held shares hints that silicon valley is starting to make some fundamental changes in the way it compensates its workers .
negahban , ashkan , and jeffrey s . smith .
a joint analysis of production and seeding strategies for new products : an agent - based simulation approach .
revision under review at annals of operations research .
and so we await the great revamping . in the meantime , former employees of hot start - ups will be faced with choices like the one palantir is offering : take our money , whatever we offer , or be stuck .
there may be other ways to change compensation . although options are the lifeblood of silicon valley , palantir raised salaries 20 percent to stem employee attrition . but cash will not solve the problem , either .
i am selling my a530 turbo from great valley products , it is in good shape and works well . 8 megs of ram 68882 math chip 40mhz . seagate 2gb hd i was told the original power supply was not powerful enough , so i upgraded to the micro r & d supply that powers the amiga 500 and the a530 with no problems . two of the three plastic turrets that screw the case together need some love the screw tightens in one of them and the other one is short from over tightening . ( i was really young when i bought it ) the third one is perfect . $ 500 . 00 us + shipping based on your location . paypal gift . please feel free to ask any questions ! thanks ! joe
negahban , ashkan , and jeffrey s . smith .
the effect of supply and demand uncertainties on the optimal production and sales plans for new products .
international journal of production research 54 , no . 13 ( 2016 ) : 3852 - 3869 .
one of the american economy ' s biggest ongoing mysteries is the slowdown in productivity growth — the rate at which the economy can produce more value with less labor and resources . rising productivity increases living standards . and in the mid - century , productivity grew pretty fast . then it collapsed around 1980 and has stayed low since , other than a brief burst of speed in the late 1990s and early 2000s , largely thanks to silicon valley . following the great recession , productivity growth fell to all - new lows .
the right shift key does work . the little taped
f204
is a reminder that the password for the provideo post program is f204 . take it off if you must . other than that it looks great for its age . figure 15 pounds and a 20x 20x9 box .
co - workers great to work with . some processes can take 3 times the amount of time to get a thing done . tribal knowledge is heavy . can be difficult to navigate who your internal resources are . my way or the highway from previous management . you are called out on your productivity short comings in cell meetings daily ! !
the item
commodore amiga a500 & great valley products gvp a530 turbo scsi hard drive & ps
is in sale since wednesday , september 06 , 2017 . this item is in the category
computers / tablets & networking \ vintage computing \ vintage computers & mainframes
. the seller is
skipaccess
and is located in joliet , illinois . this item can be shipped to united states , canada , united kingdom , denmark , romania , slovakia , bulgaria , czech republic , finland , hungary , latvia , lithuania , malta , estonia , australia , greece , portugal , cyprus , slovenia , japan , sweden , south korea , indonesia , taiwan , south africa , thailand , belgium , france , hong kong , ireland , netherlands , poland , spain , italy , germany , austria , russian federation , israel , mexico , new zealand , singapore , switzerland , norway , saudi arabia , ukraine , united arab emirates , qatar , kuwait , bahrain , croatia , malaysia , brazil , colombia , costa rica , panama , trinidad and tobago , guatemala , honduras , jamaica , chile .
what’s the secret to brozin’s success in a world with no shortage of chicken joints ? he and his employees rally around an insurgent mission . every day they make a conscious choice to be world - class at the few extraordinary capabilities that make it possible to deliver a better product or service to customers . great founders focus ruthlessly on these capabilities — and they accept that they cannot be world - class at everything , only the things that truly matter .
those post - jobs details were largely crafted by foster + partners and ive’s design team , who custom - developed almost every aspect of the building , down to the washbasins and faucets . for ive , it was not the first time he’d imagined what an absent jobs would’ve wanted . “there was a point in time when he was involved in the products and then a point in time when he wasn’t , ” ive says of the months leading up to jobs’ death . “sadly this was no different . ”
this doesn ' t necessarily mean there ' s no innovative value in all the apps and tech and tools silicon valley has invented . but it does mean those creations don ' t appear to be spreading out to make the economy more productive . and if you pay workers less for the same work , that doesn ' t necessarily make you more productive : the work ' s contribution to the economy hasn ' t changed , it ' s just your profit margin that ' s gone up .
of course , the old establishment of
stodgy
corporations are no better . it ' s not a good thing that most companies have the power to unilaterally fire an employee for causing a heated political argument . and it ' s not a good thing that wall street enjoys such outsized control across many companies in all sectors . but it doesn ' t make silicon valley entrepreneurs a bunch of saints that , being defiant pirate - types , they ' ve ( sometimes ) resisted these trends .
silicon valley arguably stands close to the center of this shift . like railroads and highways and water lines and telecommunication networks before them , facebook and google have pioneered arenas of human activity that just aren ' t naturally amenable to multiple players and competition . they ' ve also enthusiastically jumped another big transition in the economy , where companies rely on contractors to perform everything that isn ' t a core function . that in turn has driven down wages for workers who perform everything other than those core functions .
before the start of the meeting , kris wang , a cupertino councilmember , looked out the window at the back of the room and saw him walking toward the building . he moved with obvious difficulty , wearing the same outfit he had been seen in the day before when he’d introduced new products to the world—which is to say , the same outfit that anyone had ever seen him wear . when it was his turn to address the council , he walked to the podium . he began to speak , tentative at first before clicking into the conversational yet hypnotically compelling tone he used in keynotes .
companies still run by their founders have a certain magic . that’s not just a hunch — among public companies since 1990 , returns to shareholders were three times greater at firms where the founder is still part of the management team . in an upcoming book and in a recent article in harvard business review , my coauthor christopher zook and i identify the qualities of “the founder’s mentality” and show how all organizations , even those whose founders have long retired , can harness its vitalizing effects . we believe that a company’s best hope to sustain profitable growth is to stay true to the characteristics that great founding management teams naturally possess .
apple park may be an architectural tour de force , but foster has grasped its essential truth : at heart it is the realization of a dying man’s wish to eternally shape the workplace of the company he founded . yes , apple insists that by working in a place where artificial hills are dotted with pines transplanted from christmas tree farms in the mojave desert , its employees will make better products . but didn’t apple create its marvelous apple ii in a bedroom and its groundbreaking macintosh in a low - slung office park building ? the employees who work at the new campus are leaving behind the buildings that provided sufficient inspiration to invent the iphone .
this has caused a lot of consternation among silicon valley ' s fans — and the industry ' s own entrepreneurs . if the tech sector is creating such amazing new advances and innovations , why aren ' t those advances showing up in productivity growth ? a lot of theories have been put forward : we ' re measuring the data wrong , the shift from manufacturing to services inevitably slows down economies , technological innovation takes time to be integrated into mainstream american workplaces , or we went through a uniquely valuable and never - to - be - repeated burst of technological innovations in mid - century .
the board approved foster + partners’ design in 2012 . just as apple’s consumer products are obsessively prototyped , its new headquarters would be no different . there would be working models of various sections of the ring scattered around the area : a mocked - up stretch of a tunnel in one of the hp buildings before it was demolished ; an actual working café near infinite loop that served as a scaled - down replica of the apple park version . “we viewed the construction process as a manufacturing project and wanted to do as much outside of here as possible . then you begin to put together legos , ” says cook , who built his reputation as a master of supply chain efficiency .
something similar applies to silicon valley ' s vaunted institutional culture . yes , netflix and facebook and apple still want to see themselves as upstart disruptors ( even though they ' ve become the pre - eminent powers in the economy ) . but this attitude shouldn ' t be lionized in and of itself . every business starts out as a small outsider in its industry , facing major competitors . moralizing that situation — seeing yourself as fundamentally better because you ' re the upstart and the underdog — is a common human temptation . as is holding on to the self - justifying moral story long after circumstances have changed .
yorgancioglu has been passionate about maintaining an owner mindset at mey , especially as it moved from private equity to corporate ownership . “if our team thinks like owners , we know we can retain our speed and agility , ” he says . one way he maintains that speed is with a monday meeting where his leaders can get together and rapidly solve issues . “one of the hardest things to do culturally is to make everyone understand that conflict is ok . i want my supply chain team fighting to rationalize , to look for scale benefits . and i want my marketing guys fighting for new variants , new products . my job is to make sure that we address the conflicts that inevitably arise when our people are doing their job . ”
it’s probably more accurate to say that apple park is the architectural avatar of the man who envisioned it , the same man who pushed employees to produce those signature products . in the absence of his rigor and clarity , he left behind a headquarters that embodies both his autobiography and his values . the phrase that keeps coming up in talks with key apple figures is “steve’s gift . ” behind that concept is the idea that in the last months of his life , jobs expended significant energy to create a workplace that would benefit apple’s workers for perhaps the next century . “this was a hundred - year decision , ” cook says . “and steve spent the last couple of years of his life pouring himself in here at times when he clearly felt very poorly .
we go upstairs , and i take in the view . from planes descending to sfo , and even from drones that buzz the building from a hundred feet above it , the ring looks like an ominous icon , an expression of corporate power , and a what - the - fuck oddity among the malls , highways , and more mundane office parks of suburban silicon valley . but peering out the windows and onto the vast hilly expanse of the courtyard , all of that peels away . it feels … peaceful , even amid the clatter and rumble of construction . it turns out that when you turn a skyscraper on its side , all of its bullying power dissipates into a humble serenity .
in 2014 , large - scale disasters such as the gymnasium roof collapse at mauna ocean resort in gyeongju , sewol - ho ferry disaster and the ventilation shaft collapse at the techno valley in pangyo have brought widespread concern on the issue of safety . the government installed the ministry of public safety and security in november to prepare for large - scale disasters on the national level and strengthen the safety management system . posco also improved the organization and system to greatly reduce disasters and conducted various safety activities such as safety education customized for each rank . we also focused on practical activities such as the good driver campaign and are striving to build a safe and happy work place by fostering and internalizing self - directed safety activities .
apple’s answer is that the perfection here will inspire its workforce to match that effort in the products they create , that the environment itself is meant to motivate engineers , designers , and even café managers to aspire for ever - higher levels of quality and innovation . ( francesco longoni , the maestro of the apple park café , helped apple patent a box that will keep to - go pizzas from getting soggy . ) “we’re amortizing this in an entirely different way , ” ive says . “we don’t measure this in terms of numbers of people . we think about it in terms of the future . the goal was to create an experience and an environment that felt like a reflection of who we are as a company . this is our home , and everything we make in the future is going to start here . ”
every business , big or small , is fundamentally
an algorithm for making profit ,
as hamilton nolan put it . and those incentives apply to management , private investors , and public shareholders alike . whether they make that profit in the
right
way — with a do - gooder maverick ' s scrappy spirit — or the
wrong
way — by disregarding google ' s longheld
don ' t be evil
mantra — may trouble individuals in the company , but it makes no difference to the institution as a whole . that ' s why silicon valley has reacted to its good monopolistic fortune the same way the railroad barons of old did . the
pirate
mentality to loot and pillage is universal and inherent among participants in capitalism .
apple will ultimately plant almost 9 , 000 trees . muffly was told that the landscape should be futureproof and that he should choose drought - tolerant varieties so his mini forest and meadows could survive a climate crisis . ( as part of its ecological efforts to prevent such a crisis , apple claims , its buildings will run solely on sustainable energy , most of it from solar arrays on the roofs . ) jobs’ aims were not just aesthetic . he did his best thinking during walks and was especially inspired by ambling in nature , so he envisioned how apple workers would do that too . “can you imagine doing your work in a national park ? ” says tim cook , who succeeded jobs as ceo in 2011 . “when i really need to think about something i’m struggling with , i get out in nature . we can do that now ! it won’t feel like silicon valley at all . ”
as with the suppliers for its consumer products , apple was demanding with its contractors , requiring them to solve problems they had never contemplated before . such as : how does one create the largest , strongest pieces of glass in the world ? oh , and they have to be curved . “steve loved the idea of huge pieces of glass , ” behling says . in designing its retail stores over the years , apple has developed a relationship with a german company , seele group ; the previous pinnacle of their collaboration was the huge glass cage on new york city’s fifth avenue store . the ring makes that widely praised wonder look like a security barrier at a check - cashing counter . its “walls” are 45 - foot - tall panels of safety glass . seele already owned the only machine for forging such panels , but even that could bake only one panel at a time . since the process takes 14 hours and apple needed 800 panels , seele’s capacity was insufficient . so seele worked with its autoclave manufacturer to develop a much bigger cooker that could stack five panels at once . “the one we had was the biggest in the glass industry by far . this new one is just … giant , ” says nelli diller , seele’s managing director .
with rev 2 . 2 partitions greater than 32 mb are unusable and the clock is wrong - rev 2 . 23 fixes this bug )
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urltoken
the gvp series ii hd8 + and hd + ( * ) is a high performance scsi controller and memory expansion for the a500 / + . it connects to the left side expansion slot of the a500 / + , and closely matched the case aesthetics . the unit has 4x 30 - pin simm sockets that can utilize up to four 1mx8 or two 4mx8 simm modules . a power supply for the gvp unit is required unless an a500 psu with upgraded 5v / 12v ratings is used . this unit does not use the gvp simm32 modules . early units may have had labels with ' impact ' on them , but all will have series ii in the name . the [ gvp a530 ] is a different product , with a 68030 processor and uses different ram .
2 / 4 / 8mb , zero - wait state , fastram controller and ansi xt3t9 . 2 compatible scsi interface .
gvp dual port ram controller w / high performance dma transfers to and from hard - disk .
internal 50 - pin scsi connector , external 25 - pin scsi connector ( db25 ) .
fastrom 3 . x / 4 . x , can be disabled with switch for game compatibility . compatible with gururom .
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our wide variety of industrial , marine and fleet supplies are found in thousands of applications .
scaling agile faq revenge of the pmo skateboards vs . cars revisited ceo of the product revisited waterfall deconstructed product discovery in regulated environments principles learning fast vs . failing fast the four big risks
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ashkan negahban , assistant professor in engineering management , earned his ph . d . and m . e . from auburn university and a b . s . from university of tehran ( all in industrial and systems engineering ) . prior to joining penn state , he was an instructor at auburn university where he taught courses in simulation modeling & analysis and probability & statistics . his research interests include the application of different types of simulation ( discrete event , agent - based , and monte carlo ) in manufacturing system design and operation and marketing - operations management interface . he has also developed several video - based e - learning series which have received world - wide publicity and are used by faculty from leading institutions around the world .
negahban , ashkan , mohammadnaser ansari , and jeffrey s . smith .
add - more : automated dynamic display of measures of risk and error .
in proceedings of the 2016 winter simulation conference . ieee , 2016 .
negahban , ashkan , and jeffrey s . smith .
simulation for manufacturing system design and operation : literature review and analysis .
journal of manufacturing systems 33 , no . 2 ( 2014 ) : 241 - 261 .
negahban , ashkan , and levent yilmaz .
agent - based simulation applications in marketing research : an integrated review .
journal of simulation 8 , no . 2 ( 2014 ) : 129 - 142 .
negahban , ashkan , levent yilmaz , and trenton nall .
managing production level in new product diffusion : an agent - based simulation approach .
international journal of production research 52 , no . 17 ( 2014 ) : 4950 - 4966 .
ansari , mohammadnaser , ashkan negahban , fadel m . megahed , and jeffrey s . smith .
historia : a new tool for simulation input analysis .
in proceedings of the 2014 winter simulation conference , pp . 2702 - 2713 . ieee , 2014 .
azadeh , a . , a . negahban , and m . moghaddam .
a hybrid computer simulation - artificial neural network algorithm for optimisation of dispatching rule selection in stochastic job shop scheduling problems .
international journal of production research 50 , no . 2 ( 2012 ) : 551 - 566 .
azadeh , ali , mohsen moghaddam , s . m . asadzadeh , and ashkan negahban .
an integrated fuzzy simulation - fuzzy data envelopment analysis algorithm for job - shop layout optimization : the case of injection process with ambiguous data .
european journal of operational research 214 , no . 3 ( 2011 ) : 768 - 779 .
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the posco family established a safety and health policy to eliminate hazard elements at the plant floor and improve the employees ' health and quality of life , while promoting continued improvements through the pdca cycle . moreover , we are creating a safe working environment by making sure everyone thoroughly fulfills the roles , responsibilities and procedures of their respective ranks , which is the core of safety management .
major accidents * ltifr of 2014 , according to osha ( occupational safety and health administration ) standard of 200 , 000 working hours is : total ( 0 . 04 ) , direct operations ( 0 . 06 ) , subcontractors ( 0 . 01 ) . second number after decimal was cut - off
with safety our core value and systematically implement safety management , we newly installed an organization and changed the name of some existing organizations . the steel production strategy office was renamed as safe production strategy office , and the safety & health executive office was changed to global safety & health group , to emphasize the importance of safety . next , we combined the safety team , disaster prevention team and health promotion team , and newly installed the safety disaster prevention department , focusing on the safety , health and disaster prevention function . in addition , the position of the safety master in charge of safety management of the production departments was elevated to safety leader to spread the awareness of the importance of safety at the field .
meggitt was a fast paced environment and employees worked long hours . the tools for the most part were in place to get our job done however some processes needed improvement - employees were good to work with
gained experience using mastercam and programming 5 axis machines . the manager had an open door policy . i could have a conversation with him about business matters at a comfortable level .
there is so much work to do that it starts to pile up . this is in part due to a need for more employees in certain departments . upper management is difficult to get a hold of . in the few instances where i was able to meet with them , my concerns were not taken seriously and i felt mocked . this surprised me most when the director of human resources also treated me in this manner . a lot of resources are at the disposal of employees , but at the expense of working in a hostile environment .
the company charges to much for heath care for a family they pay good but you pay it out to health care insurance . a lot of people getting paid at the top . they want to get rid of the union .
good company , sharp people , fine management . too bad they closed a facility in corona , had to let many good people go . sad deal . the announcement was made almost a year in advance , giving people a good while to decide on their future moves . rather rare to give that kind of notice in an aerospace company . .
i learned a lot about heat exchangers during my short time with meggitt . nice co - workers who were supportive good hours
uk mis leadership gives no strategic guidance to us . the uk leadership style was authoritarian and awkward to this us manager . the salary was below market for the amount of salaried work they expect per week . too many projects and not enough resources , the internal sbu ' s suffer for mis lack of focus and strategy since us has their hand ' s tied by uk ' s upper leadership . a poor choice to move if you want a stable career . the usa shared service organization was chaotic and disorganized , could not even hire new talent , since there was no central strategy to hire , just on how to eliminate us positions . layoffs are common and only due to uk missing a forecast on the shareholders board .
challenging and diversified work with a friendly and knowledgeable co - workers and management .
challenging and diversified work with a friendly and knowledgeable co - workers and management . enjoyed my co - workers the most and the hardest part was the difficulty with the document control process .
the company is in reorganization process and restructuring at the present time with the objective to be more efficient , better organized , and better focused on its core business . expected moving of operations to different location .
management is disconnected from working staff , most especially their own direct reports . management is not held accountable for their failure to lead . employees stress levels are much too high , in many instances their workloads need to be split in half . employees are constantly looking for other positions outside the company and feel disrespected and unheard . the expectation to work beyond a 60 to 80 hour week is strongly pushed . this company is the most unprofessional place i ' ve ever worked . work methods are antiquated and while there is a lot of discussion about improving it is seldom done .
company was good and people were good . learned and helped incorporate sap business system into company .
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palantir , a data analytics firm , is one of the largest start - ups around , with a valuation reaching more than $ 20 billion last year . it is offering $ 7 . 40 a share to buy back up to 12 . 5 percent of an employee’s shares ( and in some cases , those of former employees ) , or $ 500 , 000 worth of shares , whichever is lower .
the offer has some interesting characteristics , to say the least . palantir’s worth , measured by the price at which its stock trades in the private share market , has been deflated . the price palantir is offering is above the private market price and the value assigned to the stock by some prominent mutual funds .
a critical story by buzzfeed last month reported that the company was struggling to keep employees and collect on bookings . with the negative news and the general decline in valuations , there is a sentiment that palantir is no longer the $ 20 billion behemoth it once was . morgan stanley recently marked down the value of palantir’s shares to $ 5 . 92 each from a high of over $ 11 . no one knows if this valuation is right , by the way , because prices in the private market are largely guesses .
palantir’s offer , though , is at least a cheap way to tell the market that palantir thinks it is still worth a lot .
the repurchase comes with conditions , as buzzfeed reported earlier . palantir is requiring that current and former employees who sell their shares agree that they will not compete with palantir for 12 months or solicit any palantir employees during that time . it also makes them agree to a nondisclosure arrangement that forbids them from even talking about the repurchase and waive any claims they might have against the company . and the offer extends to some but not all former employees .
palantir has said the offer is intended to increase the morale of employees by offering them “liquidity . ” some employees have been with the company since its founding 11 years ago and are still waiting for that pinnacle event in the life of a hot tech start - up : the initial public offering of stock .
unlike them , the former employees can already sell their shares in the private market . they might take this offer because it is a higher amount . palantir’s motives for including them in the buyback are unclear . palantir gets all of the benefits of the nondisclosure and other agreements , but any employee who takes the offer is not likely to be doing those things anyway . perhaps palantir is doing this out of the goodness of its heart .
in earlier times , this was not much of a problem because companies backed by venture capital went public rather quickly , in some cases before employee shares even vested . but now , the average venture - backed company waits about eight years to go public , creating a headache for employees .
scott kupor , a managing partner at andreessen horowitz , highlights the issue in a recent blog post . basically , employees who leave their jobs now must exercise their options almost immediately . but to do that , they need cash – cash they might not have . once the former employees exercise their options , the stock they receive is often illiquid and not sellable . a private secondary market for these types of shares grew up around pre - i . p . o . facebook stock , but many venture - backed companies place restrictions on the ability of employees to sell the stock they receive in an option exercise until there is a liquidity event like an initial offering or sale .
palantir did not impose restrictions on employees or stockholders selling shares in the private market . perhaps as a way to get current and former employees to participate , palantir’s repurchase offer threatened to make it harder to resell the company’s stock in the private market .
employees need to consider another headache – taxes . not only must employees put up cash to exercise their options , they must pay taxes , which can be an extraordinary amount if the private company has a high valuation . but because the company is not public yet , one cannot even be sure that valuations will materialize , particularly in the era of the overvalued start - up . this was a problem in the day of the tech bubble . employees exercised options worth millions of dollars but found that when taxes were due , their companies and stock were worthless .
mr . kupor recommends extending the vesting period to conform with the longer time it takes for a company to go public . he also suggests a longer period for employees to exercise options after they leave , up to 10 years . that figure is endorsed by y combinator in an argument that any lesser period is unfair to employees . palantir gives departing employees three years to exercise their options . other companies have adopted the 10 - year period for employees leaving after two years . the downside is that this solution can lead to a mass exodus after two years as employees race to their next start - up , options safely in hand .
mr . kupor notes that extending the exercise time for former employees makes their options more valuable at the expense of employees and investors . ( it does so because former employees have a longer time to exercise their options and dilute the other shareholders . ) mr . kupor has no solution other than to allow companies to extend the time at their discretion . but as we see in the palantir case , companies can pick and choose favorites , or even refuse to accommodate former employees .
the palantir repurchase and andreessen horowitz’s ruminations highlight a more fundamental point : compensation at venture - backed companies needs to be rethought in an age when many of these companies are staying private longer .
in this new world , employees face sale restrictions that only their companies can lift . this forces these companies to provide periodic liquidity events . for instance , airbnb , the short - term rental site , is making annual stock repurchases . in the public realm where companies are steadily profitable , stock buybacks are a familiar occurrence . more than half a trillion dollars was spent on stock buybacks in the public markets in 2015 . but as the value of private , venture - backed companies deflates , they will struggle to give liquidity to their employees .
the founder’s mentality has three components : it requires that companies view themselves as business insurgents , fighting on behalf of an underserved customer ; that they have an obsession with the front line , where the business meets the customer ; and that they foster an owner’s mindset , which keeps them fast , bold , and infused with a deep sense of responsibility for long - term results . as part of our research to understand these attributes , we interviewed scores of founders and ran dozens of workshops with leaders of the founder’s mentality 100 ( a network of fast - growth , mostly founder - led companies ) . almost all of the founders we interviewed provided useful lessons , but three ceos in particular exemplified each of the qualities that make the founder’s mentality so powerful .
in 1987 , a portuguese audio engineer named fernando duarte took a friend , south african entrepreneur robbie brozin , to a small takeout restaurant in a suburb of johannesburg . brozin found the chicken there so delicious that he made a radical move : he bought the restaurant , renamed it nando’s , in honor of fernando , and made plans to expand . in the years since , nando’s has become one of the most successful chicken restaurant chains in the world , with more than 1 , 200 restaurants in 23 countries .
this “spikiness” is the key to staying competitive , but it isn’t easy . to make everybody happy , to serve every need , to hedge every bet , many ceos spread resources around democratically as their companies grow — and they lose the spikiness on the cost sheet that is the telltale sign not of profligacy but of focus . the result is a slide into mediocrity .
brozin knew exactly where to spike nando’s resources : on its amazingly tasty chicken . it was his love for that chicken , after all , that got him into the business in the first place . everything else — even the industry norm of speedy service — was secondary . “in our industry , all the talk was about fast , cheap food , ” he told us . “i remember folks telling me that if we couldn’t cook our chicken within three minutes , we were doomed . but we rejected that thinking . we argued that the quality of our chicken would be remembered long after the wait was forgotten . ”
the lesson for other companies : neither your customers nor your employees want you to do everything well . declare war on “functional excellence” programs that consume money and management time , and refocus resources on the few capabilities where you must be amazing . seize control of your strategy and budget processes , which too often are designed to ensure every bureaucrat holds on to last year’s resources , and demand a real discussion of where you must redeploy resources . focus is undemocratic . embrace that truth , and refuel your insurgency .
successful founders understand the economics of customer loyalty . in their early days they know every customer by name . keeping that up becomes impossible as they grow , but nevertheless they remain obsessed with making sure that someone is looking out for every customer at all times .
few business leaders have developed this attention to the front line as effectively as m . s . oberoi , the founder of the oberoi group , a chain of luxury hotels in india . oberoi obsessed about every detail in his hotels that might affect the customer experience . even in his eighties he kept visiting his hotels to make sure employees were getting everything right , and in doing so he established a culture by which all employees shared in his obsession .
poornima bhambal , the assistant manager of the front office at the oberoi udaivilas , in udaipur , described for us the company’s empowerment program , which encourages all employees to do what it takes to delight customers and even gives them access to small amounts of money in order to do so . “we love to surprise and delight guests with little gifts and niceties , ” bhambal said , “and the empowerment program allows this to happen . ”
one example , related to us by vikram oberoi , a grandson of m . s . oberoi who now serves as the group’s ceo , was what happened when the staff at one hotel discovered that an american family occupying two rooms was taking all the toiletries — twice a day . this seemed a bit much to the housekeeping staff , and the manager’s first instinct was to go to the family and politely point out that they probably had enough toiletries .
but instead , says oberoi , after some coaching , “he created a basket of soaps and shampoos and oils used at the hotel’s spa , and wrote a note that was signed by the housekeeping staff . the note said , ‘we notice you like our toiletries and wanted to give you a supply you can take home and share with friends . ’ the family loved this . they wrote us after , saying that we were the most fantastic hotel and that they would tell all their friends to visit . that’s a wonderful business result from the investment of a box of lotions ! ”
of course , everyone can recite the mantra customers first . but it is striking how few organizations are actually set up to deliver that promise . you can’t put customers first unless you also put the people who serve those customers first . and you also can’t put customers first until senior leadership meetings are filled with the voices of the customers and front line . check your last executive committee meeting agenda . did customers drive the agenda ? was the focus to empower the front line and reorient center activities to help your front line do their job better ? or was the agenda designed to serve the needs of the senior leadership , as they reported out their activities and demonstrated how busy they are ? at most founder - led companies , ceos spend all their time in the field and very little behind their desks . why ? they know which voices they need to listen to .
leaders with a strong founder’s mentality also have what we call an owner’s mindset : they think about every expense as if it were their own money ( which it often is ) and hate any sort of bureaucracy that slows the company down . their bias is toward action . one leader who exemplifies this is the ceo of mey , a leading spirits company in turkey that makes raki , the country’s national drink . once a government monopoly , the company was privatized , in 2004 , and bought by a set of construction entrepreneurs , for $ 292 million . two years later , they sold it to tpg , for about $ 810 million . in 2011 , tpg sold it to diageo , for about $ 2 . 1 billion — not a bad value - creation story . the first employee those original entrepreneurs hired was galip yorgancioglu , who remains ceo today .
embracing conflict , he explains , keeps mey agile . “the whole company knows that we’ll deal with the issues that come up each monday , so they raise any issues that are stopping them from taking action . it’s a social contract , and if we do it right , it ensures that we move faster than our competitors . ”
as yorgancioglu notes , speed is a competitive asset . but too many companies lose sight of this and fall victim to the growth paradox : growth creates complexity , and complexity kills growth . while yorgancioglu’s meetings are designed to rapidly resolve conflict and eliminate problems , too many companies have meetings that add new processes , new analysis — even new meetings . as companies lose the elements of the founder’s mentality illustrated above , they lose the antibodies to complexity . ask yourself : how’s your company’s immune system holding up ?
james allen is a partner in bain & company’s london office and a co - head of the firm’s global strategy practice . he also leads bain’s founder’s mentality 100 initiative . he is a co - author of a number of bestselling books including profit from the core and the founder’s mentality : how to overcome the predictable crises of growth ( harvard business review press , june 2016 ) .
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to be on the list , companies must be at least 50 % owned by an esop or other qualified plan or by one or more other kinds of plans in which at least 50 % of full - time employees are eligible to participate . employment includes all full - and part - time employees in the u . s . and worldwide . in 2017 , the top 100 employee - owned companies employ more than 615 , 000 people . data is collected from direct correspondence with companies , corporate websites , or , if these are not available , the most recent public data available . companies marked with an asterisk are 100 % employee - owned . when more than one company has the same number of employees , they share the same rank , and the next rank is numbered as if the previous companies were numbered consecutively ( e . g . , 16 , 16 , 16 , 19 , 20 ) . additions and corrections are welcome ; please contact us at
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