Everyone at a TPT workplace has a responsibility to ensure that alcohol and/or other drugs do not affect their own or others health and safety. A person, whilst carrying out their duties as a TPT Team Member in any TPT workplace, must not be under the influence of alcohol or other drugs, or consume alcohol or other drugs.
All Team Members may be subject to testing for alcohol or other drugs whilst they are at a TPT workplace. This may include random testing, pre-employment, testing where reasonable suspicion exists or testing after investigation into a workplace accident, unsafe work incident or near hit. Testing will be completed by authorised collectors only, and where a Team Member refuses to provide a sample, or interferes with the testing process, this will be taken as a positive result.
TPT Team Members must not consume alcohol or other drugs when they are wearing a TPT uniform, clothing containing any TPT logo or business name or a name badge which identifies them as a Team Member of TPT. A TPT Team Member may consume alcohol where they are the host of or an invitee to a work-related function PROVIDED:
3.4 During the term of the Framework Agreement, Supplier undertakes to supply and deliver and Operating Company undertakes to purchase and accept the quantities or volumes of Goods as stated in the Framework Agreement to the extent that these volumes are in line with the volume forecasts as provided by Operating Company to HGP.
3.5 The price for Goods set out in the purchase order that Operating Company pays to Supplier will be the price listed in or calculated in accordance with the Framework Agreement. Invoicing in respect of and payment for the Goods shall take place in accordance with the Framework Agreement.
3.6 HGP shall be remunerated by the Operating Company for HGP’s activities with an arm’s length buying commission (“Buying Commission”) as set out in Appendix E. HGP will invoice Operating Company on a monthly or quarterly basis. The invoice will be in Euro. Parties agree to meet regularly to review the Buying Commission and amend Appendix E as appropriate.
Article 1 CLAIMS MANAGEMENT AND ESCALATION PROCEDURE
4.1 Parties agree that any claim the Operating Company has or may have against Supplier shall be processed in accordance with Article 3.4 of Appendix B and the Escalation Guideline and Claims Management Guidelines as set out in Appendix F.
(b) Securities Law Compliance. The Investor has been advised that the Notes , the Warrants and the underlying securities (together, the “Securities”) have not been registered under the Securities Act, or any state securities laws and, therefore, cannot be resold unless they are registered under the Securities Act and applicable state securities laws or unless an exemption from such registration requirements is available. Such Investor is aware that the Company is under no obligation to effect any such registration with respect to the Securities or to file for or comply with any exemption from registration. Such Investor has not been formed solely for the purpose of making this investment and is purchasing the Notes or Warrants to be acquired by such Investor hereunder for its own account for investment, not as a nominee or agent, and not with a view to, or for resale in connection with, the distribution thereof, and Investor has no present intention of selling, granting any participation in, or otherwise distributing the same. Such Investor has such knowledge and experience in financial and business matters that such Investor is capable of evaluating the merits and risks of such investment, is able to incur a complete loss of such investment without impairing such Investor’s financial condition and is able to bear the economic risk of such investment for an indefinite period of time.
Organize weekly meetings with your team to discuss what went well and what went wrong during the execution of the different plans. Address critical issues and possible solutions.
Go frequently to the shop floor and give the opportunity to people to indicate their main problems and concerns.
Implement and visualize a KPI dashboard to track operational performance vs target, use it to learn from the past and to focus your team on achieving the targets in the future.
Create a Daily Control System together with your team to follow up on the operational processes and remaining workload, using clear workflows, assigning clear accountabilities and measurable PPIs (process performance indicators). It helps to monitor whether the process is under control and anticipate situations where targets will not be reached. Keep the daily control system focused on the operational process checks and ensure they are aligned with the KPIs in the dashboard.
Identify which activities, KPIs and PPIs are influenced by other functions (e.g. Commerce, Purchasing). Monitor this interaction (e.g. forecast accuracy, supplier OTIF) and discuss this regularly with the other functions to identify potential improvements.
Create a roadmap/masterplan for each department of the Logistics team to follow the main projects on a monthly basis. Ensure the roadmap contains clear milestones and deadlines.
The Tool holder field show the status of the tool holder. It shows the status of the inputs that senses the tool holder positions. These sensors are located at the pneumatic cylinder that moves the tool holder.
This field also shows the status of the outputs that operate the pneumatic cylinder.
Booth sensors must not be activated at the same time and the sensors must represent the real state of the tool holder.
When the tool holder is not moving, the outputs are turned OFF.
The Arm Changer field shows the status of the arm. There are 2 inputs related to the position of the changer arm.
When the arm is at rest position, the input “Changer arm home” will be on. The signal “Stop changer arm” will be on only when is reached some position of interest to do something. This signal is most required for arm changing stage sequence.
The output shows the status of the output that drives the motor of the changer arm.
The ATC field shows the status of the signals related to the magazine movement and position.
The inputs are related to the pocket 1 detection and position counting. There is also a numeric field that shows the actual position known by the PLC controller.
当机械臂处于静止位置时，“ Changer arm home”输入将开启。仅当到达某个感兴趣的位置执行某项操作时，“ Stop changer arm”信号才会开启。机械臂更换阶段序列最需要此信号。
7.12.9 Travel and traverse motions
The travel and transverse motions, where power driven, shall be provided with an in service brake, and where limiting devices are provided to control the travel motion, the brake shall be automatically applied by such limits. Where the crane is not cabin-controlled, the brake shall be applied automatically. Where the crane is cabin-controlled, the brake shall be capable of being locked on.
For outdoor cranes, where automatically applied in service brake or the wheel-to-rail frictional forces, assuming a coefficient of friction between wheel and rail of 0.15, are insufficient to restrain the crane or part of the crane when subjected to out of service forces, e.g., wind forces, then an out of service brake shall be provided. Such brakes shall be automatic for cranes with the dead weight of the structure exceeding 20 t and shall not be applied until the crane is at rest. Where the driving power is transmitted through a hydraulic coupling or other non-positive medium, the brake shall be located on the driven side of such medium. The out of service brake shall be capable of restraining movement assuming a coefficient of friction between wheel and rail of 0.15, or between hardened serrated pads and rail of 0.25.
Outdoor cranes shall be provided with an out of service brake/anchorage system where the in service brake(s) is insufficient to restrain the crane or part of the crane when subjected to out of service forces, e.g., wind forces. Appropriate Parts of the AS 1418 series may provide detailed requirements for out of service brakes.