3mm. The nave 9 of the pulley 8 of the driving fan 12 is bossed to the
platen of the bearing.
The seal 4 of the pump consists of the external brass case, rubber cuff
and the sealing ring made of a graphitic mix and pressed by a spring to the
end of the wing. The seal is bossed to the cover of the pump.
The bearing of the pump fills with greasing during the manufacturing,
so it doesn’t need greasing during operation.
The fan.
The fan is a plastic, four-blade, enclosed in a case. Blades are wing-
type and have a variable radius of installation. For the reduction of noise
the step of blades is non-uniform, blades end approximately. The fan 12
with the pulley 8 fastens to the nave 9 by three bolts 11.
The drive of the fan is carried out by the crankshaft, which transmits
its rotation with the help of the wedged-type belt.
The Thermometer.
The necessary thermal condition of the engine is provided by the
thermometer. The thermometer has two intake connecting pipes, and the
connecting pipe 1 is connected by the hose 1 to the final connecting pipe
displaced on the cylinder head. The connecting pipe 13 is connected to the
bottom of the radiator tank. The outlet connecting pipe 6 is connected by
the transmitter 2 to the entrance of the pump.
The thermosensitive element of the thermometer consists of the glass 4,
bossed in the basic valve 9 which is nestled by the spring 7 to the saddle
8. The rubber insert 5 is built-in the glass which can move along the
piston 12 which is fixed in the holder 10 by the nut 11. The bypassing
valve 2 is established in the holder 15 and is supported by the spring 3
resting in the bottom of the glass 4.
Between walls of the glass 4 and the rubber lining 5 there is a rigid
filler 14. There are two versions of thermometer fillers which differ by
the expansion factor. Thermometers with such fillers have different
temperatures of the opening of the basic valve (80°С or 30°С). This
temperature is specified on the bottom of the thermometer.
Feed system.
Arrangement.
The air filter - dry type, consists of the case 5, a cover 2 and
filtering element.
The air filter has two intake connecting pipes; a connecting pipe 4 for
grasping the air in the summer period and a connecting pipe 6 for grasping
the air, warmed by exhaust pipe in the winter period.
To switch the feeding of the engine, a cover 2 should be turned until
the color label on a cover has settled against the pointer 3. The cover
fastens by means of three nuts and cranes 1.
Labels meaninigs: blue A - feeding by cold air ( in summer), red B –
feeding by warmed air (in winter).
The dry filtering element consists of the cardboard "accordion" fixed
between circular elastic rings and covers from a nonwoven synthetic
material, which is used as an element of preliminary cleaning. The
filtering element 8 is set in the air filter for cleaning the air and
ventilation the crankcase of the engine. The air enters it from the air
filter and moves downwards to the cylinder heads in the driving shaft.
The seven step path to better decisions.
Stop and think.
One of the most important steps to better decisions is the oldest
advice in the world: think ahead. To do so it’s necessary to first stop the
momentum of events long enough to permit calm analysis. This may require
discipline, but it is a powerful tonic against poor choices.
The well-worn formula to count to 10 when angry and to a hundred when
very angry is a simple technique designed to prevent foolish and impulsive
behavior. But we are just as apt to make foolish decisions when we are
under the strain of powerful desires or fatigue, when we are in a hurry or
under pressure, and when we are ignorant of important facts.
Just as we teach our children to look both ways before they cross the
street, we can and should instill the habit of looking ahead before they
make any decision.
Stopping to think provides several benefits. It prevents rash
decisions. It prepares us for more thoughtful discernment. And it can allow
us to mobilize our discipline.
Clarify goals.
Before you choose, clarify your short- and long-term aims. Determine
which of your many wants and don’t-wants affected by the decision are the
most important. The big danger is that decisions that fulfill immediate
wants and needs can prevent the achievement of our more important life
goals.
Determine facts.
Be sure you have adequate information to support an intelligent choice.
You can’t make good decisions if you don’t know the facts.
To determine the facts, first resolve what you know and, then, what you
need to know. Be prepared to get additional information and to verify
assumptions and other uncertain information.
Once we begin to be more careful about facts, we often find that there
are different versions of them and disagreements about their meaning. In
these situations part of making sound decisions involves making good
judgments as to who and what to believe.
Here are some guidelines:
Consider the reliability and credibility of the people providing the
facts.
Consider the basis of the supposed facts. If the person giving you the
information says he or she personally heard or saw something, evaluate that
person in terms of honesty, accuracy and memory.
Remember that assumptions, gossip and hearsay are not the same as
facts.
Consider all perspectives, but be careful to consider whether the
source of the information has values different than yours or has a personal
interest that could affect perception of the facts.
Where possible seek out the opinions of people whose judgment and
character you respect, but be careful to distinguish the well-grounded
opinions of well-informed people from casual speculation, conjecture and
guesswork.
Finally, evaluate the information you have in terms of completeness and
reliability so you have a sense of the certainty and fallibility of your
decisions.
Develop options
Now that you know what you want to achieve and have made your best
judgment as to the relevant facts, make a list of options, a set of actions
you can take to accomplish your goals. If it’s an especially important
decision, talk to someone you trust so you can broaden your perspective and
think of new choices. If you can think of only one or two choices, you’re
probably not thinking hard enough.
Consider consequences
Two techniques help reveal the potential consequences.
“Pillar-ize” your options. Filter your choices through each of the Six
Pillars of Character: trustworthiness, respect, responsibility, fairness,
caring and citizenship. Will the action violate any of the core ethical
principles? For instance, does it involve lying or breaking a promise; is
it disrespectful to anyone; is it irresponsible, unfair or uncaring; does
it involve breaking laws or rules? Eliminate unethical options.
Identify the stakeholders and how the decision is likely to affect
them. Consider your choices from the point of view of the major
stakeholders. Identify whom the decision will help and hurt.
Choose.
It’s time to make your decision. If the choice is not immediately
clear, see if any of the following strategies help:
Talk to people whose judgment you respect. Seek out friends and
mentors, but remember, once you’ve gathered opinions and advice, the
ultimate responsibility is still yours.
What would the most ethical person you know do? Think of the person you
know or know of (in real life or fiction) who has the strongest character
and best ethical judgment. Then ask yourself: what would that person do in
your situation? Think of that person as your decision-making role model and
try to behave the way he or she would. Many Christians wear a small
bracelet with the letters WWJD standing for the question "What would Jesus
do?" Whether you are Christian or not, the idea of referencing a role model
can be a useful one. You could translate the question into: "What would God
want me to do?" "What would Buddha or Mother Teresa do?" "What would Gandhi
do?" "What would the most virtuous person in the world do?"
What would you do if you were sure everyone would know? If everyone
found out about your decision, would you be proud and comfortable? Choices
that only look good if no one knows are always bad choices. Good choices
make us worthy of admiration and build good reputations. It’s been said
that character is revealed by how we behave when we think no one is looking
and strengthened when we act as if everyone is looking.
Golden Rule: do unto to others as you would have them do unto you. The
Golden Rule is one of the oldest and best guides to ethical decision-
making. If we treat people the way we want to be treated we are likely to
live up to the Six Pillars of Character. We don’t want to be lied to or
have promises broken, so we should be honest and keep our promises to
others. We want others to treat us with respect, so we should treat others
respectfully.
Monitor and modify.
Since most hard decisions use imperfect information and "best effort"
predictions, some of them will inevitably be wrong. Ethical decision-makers
monitor the effects of their choices. If they are not producing the
intended results or are causing additional unintended and undesirable
results, they re-assess the situation and make new decisions.
История Вольво.
Модель Вольво 1800 в 1971 году уступил место спортивному купе 1800 ES,
а 140 серия была заменена на современные 240/260 тремя годами позже. В США,
Вольво 240 стал стандартом автомобильной безопасности. В 1972 году компания
Volvo купила голландский автомобилестроительный завод DAF, и спустя четыре
