Saturday, February 27, 2010
Friday, February 26, 2010
Whale Wars - Flashbang Grenade Attack
最近澳大利亚已经正式警告过日本有关方面停止以上的残忍捕鲸行动,若日本不听劝告将会面对国际法庭的法律责任。但很明显，日本外交方面说明他们很有信心以研究为名的捕杀行动将赢得这场官司。这是之前他们在捕杀鲸鱼时被发现的情景，很明显以上这样行为是得到类似军方支持。还对闪光单给予还击。。。这种行为实在令人费解
Thursday, February 25, 2010
Skin disease Dog
see its back.... always felt geli ~ ~ lucky my mum call us to save
My church : Leaders appreciate day
Very appreciate to those leaders contributed 2009 and coming 2010, thanks for your all sacrificed time and heart to teach us many many things ^^ Gamabeteh nei ~~
Sunday, February 21, 2010
Friday, February 12, 2010
Sunday, February 7, 2010
CS4 : Gundam wallpaper create by wings ^^
haha, recently no game to play... cz I like to learn to edit photos rather than play game. Like to make wallpaper by myself really felt very satisfied with it. I juz edit a photo of gundam... hope u all like it. And u may oso to give me some comment , I would like to improve myself oso ^^ thanks
Two materials to used
Two materials to used
The 1st post... is Gundam 00 Razer, I just change the background only
2nd is my final work, Gundam 00 Razer in Trans-am mode
The 2nd photo is a big challenging for me, tried so long time only got the way to made the body glowing and use wat stuff to beaome the GN gas( glowing particle ), then change many colour setting... Anyway finally I did it !! ^^
Friday, February 5, 2010
Let's Dance : CS4 Glow tested by wings
Me again ^^, today I'm going to share with your my final works after learn through the video. I quite satisfied this picture hope u like it.
Two material pic to used
After edit....
Adjust Hue , Saturation and etc. Then add the glow curve line and make some small glow butterfly flying around the model. Finally sign my name there lol with add some drop shadows --- done!!
Two material pic to used
After edit....
Adjust Hue , Saturation and etc. Then add the glow curve line and make some small glow butterfly flying around the model. Finally sign my name there lol with add some drop shadows --- done!! CS4 : Glow Line Tutorial 发光线教学
http://www.youtube.com/user/iceflowstudios?blend=6&ob=4#p/u/1/dwuuQ1BhhiE
The video as above is under by youtube controlled, so I cant embed on this site. You may go to keepvid.com use this url to download or view it directly. Quite complicated but once you learn how they running like, should be no problem ^^
The video as above is under by youtube controlled, so I cant embed on this site. You may go to keepvid.com use this url to download or view it directly. Quite complicated but once you learn how they running like, should be no problem ^^
Thursday, February 4, 2010
奇招：Adobe为反击iPad做出“绝望的举动”？
当史蒂夫.乔布斯推出iPad的时候，其Safari浏览器明显不支持Flash，Adobe很伤心，之后Adobe对此进行了反击，但是没想到居然打 出 了“*牌”。 Adobe发布了博客进行反击，Adbole的平台传道士Lee Brimelow也编辑了一个蒙太奇来展示没有Flash的iPad会是怎样。
有趣的是，第二行第二列的图片，是一个色 情网站，尽管色 情网站在网上司空见惯，但是Adobe此举被认为是“绝望的举动”。 在Lee Brimelow的原文地址中已经被删除了，但是这个新闻网页上可以看见打马赛克的截图
色彩缤纷：索尼发布32nm/DX11 VAIO E笔记本
索尼今天发布了新系列VAIO E笔记本，不但配备了Intel 32nm Arrandale处理器和AMD DX11独立显卡，还提供了多种时尚的外观配色方案。
VAIO E系列在颜色方面目前可选椰果白色(Coconut White)、青铜黑色(Gunmetal Black)、熔岩黑色(Lava Black)、木槿粉红色(Hibiscus Pink)、彩虹蓝色(Iridescent Blue)、加勒比绿色(Caribbean Green)，基本都是比较靓丽显眼的，据说稍后还会增加银白色(Silver White)和枫树棕色(Maple Brown)，而且键盘区的配色和其他部分也都不一样。
VAIO E系列为15.5寸机型，屏幕分辨率1366×768，整体尺寸14.56×9.77×1-1.22英寸(37.0×24.8×2.5-3.1厘米)，含 标准锂离子电池重量5.95磅(2.70公斤)，电池续航时间默认设置最长3.5小时、最大亮度最长3小时、DVD播放最长2.5小时。
硬件规格方面，内部配备32nm Core i5-520M 2.40GHz或者Core i3-300M系列处理器、HM55芯片组、DX11 Mobility Radeon HD 5470 512MB独立显卡、最大500GB 7200RPM硬盘、4GB DDR3内存(最大8GB)、千兆以太网卡、802.11/b/g/n无线网卡、蓝牙2.1+EDR(A2DP)、DVD刻录机(可选蓝光)、 MOTION EYE网络摄像头。
输入输出提供了VGA、HDMI、三个USB 2.0、eSATA等接口和ExpressCard/34、Memory Stick PRO Duo、SD读卡器插槽，另外键盘为103个按键(10个数字键)，键程2.0毫米、键距19.05毫米，预装操作系统为Windows 7 64位家庭高级版或者专业版。
索尼VAIO E系列笔记本起价799.99美元，现已在Sony Style官方商店里开始接受预订。
VAIO E系列在颜色方面目前可选椰果白色(Coconut White)、青铜黑色(Gunmetal Black)、熔岩黑色(Lava Black)、木槿粉红色(Hibiscus Pink)、彩虹蓝色(Iridescent Blue)、加勒比绿色(Caribbean Green)，基本都是比较靓丽显眼的，据说稍后还会增加银白色(Silver White)和枫树棕色(Maple Brown)，而且键盘区的配色和其他部分也都不一样。
VAIO E系列为15.5寸机型，屏幕分辨率1366×768，整体尺寸14.56×9.77×1-1.22英寸(37.0×24.8×2.5-3.1厘米)，含 标准锂离子电池重量5.95磅(2.70公斤)，电池续航时间默认设置最长3.5小时、最大亮度最长3小时、DVD播放最长2.5小时。
硬件规格方面，内部配备32nm Core i5-520M 2.40GHz或者Core i3-300M系列处理器、HM55芯片组、DX11 Mobility Radeon HD 5470 512MB独立显卡、最大500GB 7200RPM硬盘、4GB DDR3内存(最大8GB)、千兆以太网卡、802.11/b/g/n无线网卡、蓝牙2.1+EDR(A2DP)、DVD刻录机(可选蓝光)、 MOTION EYE网络摄像头。
输入输出提供了VGA、HDMI、三个USB 2.0、eSATA等接口和ExpressCard/34、Memory Stick PRO Duo、SD读卡器插槽，另外键盘为103个按键(10个数字键)，键程2.0毫米、键距19.05毫米，预装操作系统为Windows 7 64位家庭高级版或者专业版。
索尼VAIO E系列笔记本起价799.99美元，现已在Sony Style官方商店里开始接受预订。
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大全规模回收780万辆车 丰田商誉毁
日本丰田车厂接连传出质量问题，从去年至今宣布全球回收汽车已接近780万辆，相当于车厂去年全年总销量。为挽回消费者信心，主席丰田章男前日首次公开露面，向受影响顾客致歉。不过分析认为，事件已重挫丰田“安全至上”的金漆招牌，销情肯定大受打击，甚或面临巨额索偿。
去年至今，丰田因为脚踏垫卡住油门问题，宣布在北美回收530万辆车；本月21日，再因同类问题在美、欧和中国等地回收8款、共417万辆车。扣除重复车款，回收总数达777万辆，接近车厂去年780万辆总销量。
丰田高层一直无公开回应事件，直到前日，正出席达沃斯论坛的主席兼家族继承人丰田章男终于露面。他接受日本放送协会访问时，对事件造成顾客不便表示万分歉意，并承诺彻查事件，尽快消除用家忧虑。
迟迟不回应 被批过于自满
丰田汽车向来以安全见称，但连串回收严重打击品牌声誉，令人质疑车厂为了销量牺牲质量。日本《朝日新闻》昨日社评称，车厂高层迟迟不回应，反映丰田自从前年超越通用汽车成为全球最大车厂后，过于自满。
据报丰田将于本周发动宣传攻势，挽回消费者信心。消息指，丰田将于今明两日在美国25个主要销售点刊登全版报章广告，东京总公司亦打算于下周四公布季度业绩前，召开记者会解释事件，但详情仍在商讨中。
然而，丰田已在美国停产及停售受影响车款，消息指最快要到2月中才复售。由于美国是丰田最大市场，事件很可能打击车厂今季业绩。报道指，除了因为脚踏造成的车祸索偿外，不满车价大跌的车主亦可能向丰田发起集体诉讼，有专家认为，车厂很可能因此承受大规模赔偿。
市占率大跌 福特通用得利
汽车网站Edmunds.com估计，丰田1月份美国市占率将由18.2%跌至14.7%，创4年新低；相反对手福特和通用的销量则可能录得双位数增长。
Struggling giants Toyota slips up
LESS than two years ago Toyota swept past an ailing General Motors (GM) to become the world's biggest carmaker. Now its newly installed boss, Akio Toyoda, the 53-year-old grandson of the founder, says that the firm could be locked in a spiral of decline. Toyota is still a hugely formidable company, and some within the industry (and inside Toyota itself) believe that Mr Toyoda may be overstating the case. Yet there is no shortage of signs that all is not well (see article).
Toyota's story has implications beyond the motor industry, for it is not just a car company; it is the model for manufacturing excellence whose "lean" techniques have been copied by countless firms. How it slipped up—and how it may right itself—carries lessons for others.
Falling giants
Although some of its rivals, notably Volkswagen of Germany and Hyundai of South Korea, have come through the terrible past year relatively unscathed, Toyota's market-share has either fallen or been flat in every region in which it operates except Japan—a market that was shrinking well before the crisis struck.
In America, its biggest and normally most profitable market, Toyota has been plagued by highly publicised recalls that have raised embarrassing questions about the safety of its vehicles. In China, India and Brazil, the big emerging markets that will provide nearly all the industry's future growth, Toyota has been slow off the mark. Its lead in hybrid technology is under threat as other big carmakers scramble to bring low- and zero-emission vehicles to market before low-carbon legislation bites. Astonishingly, in the first three months of 2009 it made an even bigger loss than GM, which was then on the verge of bankruptcy. Underlying all these problems is an uncomfortable truth: Toyota's rivals have now caught up.
They now offer cars that are just as reliable but far more exciting than the rather dull vehicles Toyota has concentrated on producing in ever-larger numbers.
Mr Toyoda's alarm call last month appears partly to have been prompted by reading "How the Mighty Fall", a book by Jim Collins, an American management writer, which identifies five stages of corporate decline. Mr Toyoda reckons that Toyota may already be at the fourth stage. Companies at this point, says Mr Collins, frequently still have their destinies in their own hands, but often flit from one supposed "silver bullet" strategy to another, thus accelerating towards the fate they are trying to avoid.
Those mistakes include: seeking a big acquisition to transform the business at a single stroke; embarking on a programme of such radical change that underlying strengths are forgotten or abandoned; destroying momentum by constant restructuring; pinning hopes on unproven strategies, such as dramatic leaps into new technologies or businesses; and hiring a visionary leader from outside with little understanding of what made the company great in the first place. Instead, Mr Collins advocates old-fashioned management virtues such as determination, discipline, calmness under pressure and strategic decision-making based on careful sifting of the evidence. Often, the leader best able to halt a downward spiral will be an insider who knows how to build on proven strengths while simultaneously identifying and eradicating weaknesses.
There are plenty of examples. In the late 1990s both Hewlett-Packard and Motorola found themselves in deep trouble, and IBM, long the most admired firm in America, went through similar agonies earlier in the decade. All three faced the problem of having to adapt their businesses to the rise of the internet. HP and Motorola, in their efforts to remake themselves, hired bosses in from outside and reorganised themselves repeatedly. Luckily for HP, it pulled itself together in the nick of time under Mark Hurd, a very different kind of boss from his predecessor, Carly Fiorina, who was fired in 2005 after a wild five-year ride. Eschewing her game-changing acquisitions and grand strategies, Mr Hurd concentrated on operating efficiency, execution, financial performance and customers. Motorola, by contrast, has never recovered from the aftermath of the telecoms bubble that burst in 2000-01: its share price today is one-sixth of what it was at its peak.
As for IBM, it found new and vibrant life after near-death thanks to Lou Gerstner's refusal to be panicked into breaking up the company—the game-changing solution advocated by Wall Street analysts, investment bankers scenting fees and a good few of IBM's own senior managers. Instead, Mr Gerstner opted for doggedly building on the strengths that had made IBM great in the first place (not least the exceptional quality of many of the people who worked for Big Blue) to make it a leader in the lucrative computer-services market.
A bit of vroom needed
Toyota can also learn from the woes of other carmakers. A decade ago Ford thought it had found a saviour in the dynamic Jac Nasser, who declared his intention to transform the firm from an old-economy carmaker into a nimble, internet-savvy, consumer powerhouse that managed brands and sold services. He also went on a wild acquisition spree, paying huge sums for Volvo and Land Rover. Unfortunately, amid Mr Nasser's cultural revolution, Ford lost sight of its main purpose: building decent vehicles as efficiently and profitably as possible. That is what Ford is reaping the reward for doing now, under the less exciting but steadier leadership of Alan Mulally.
Toyota, too, has a good chance of putting things right. It is no GM, which had far deeper structural problems before it used bankruptcy to offload some of them. It has a boss who understands what has gone wrong—namely, that it has jeopardised its formerly stellar reputation for quality by pursuing volume at all costs and by failing to put the needs of its customers first. It has started to sort out some of its problems. Quality and reliability are getting back up to the mark. Now it needs to make more exciting and innovative cars.
Mr Toyoda's approach is not visionary. It is simple, incremental and requires painstaking attention to what the customers want. That is its virtue.
Toyota's story has implications beyond the motor industry, for it is not just a car company; it is the model for manufacturing excellence whose "lean" techniques have been copied by countless firms. How it slipped up—and how it may right itself—carries lessons for others.
Falling giants
Although some of its rivals, notably Volkswagen of Germany and Hyundai of South Korea, have come through the terrible past year relatively unscathed, Toyota's market-share has either fallen or been flat in every region in which it operates except Japan—a market that was shrinking well before the crisis struck.
In America, its biggest and normally most profitable market, Toyota has been plagued by highly publicised recalls that have raised embarrassing questions about the safety of its vehicles. In China, India and Brazil, the big emerging markets that will provide nearly all the industry's future growth, Toyota has been slow off the mark. Its lead in hybrid technology is under threat as other big carmakers scramble to bring low- and zero-emission vehicles to market before low-carbon legislation bites. Astonishingly, in the first three months of 2009 it made an even bigger loss than GM, which was then on the verge of bankruptcy. Underlying all these problems is an uncomfortable truth: Toyota's rivals have now caught up.
They now offer cars that are just as reliable but far more exciting than the rather dull vehicles Toyota has concentrated on producing in ever-larger numbers.
Mr Toyoda's alarm call last month appears partly to have been prompted by reading "How the Mighty Fall", a book by Jim Collins, an American management writer, which identifies five stages of corporate decline. Mr Toyoda reckons that Toyota may already be at the fourth stage. Companies at this point, says Mr Collins, frequently still have their destinies in their own hands, but often flit from one supposed "silver bullet" strategy to another, thus accelerating towards the fate they are trying to avoid.
Those mistakes include: seeking a big acquisition to transform the business at a single stroke; embarking on a programme of such radical change that underlying strengths are forgotten or abandoned; destroying momentum by constant restructuring; pinning hopes on unproven strategies, such as dramatic leaps into new technologies or businesses; and hiring a visionary leader from outside with little understanding of what made the company great in the first place. Instead, Mr Collins advocates old-fashioned management virtues such as determination, discipline, calmness under pressure and strategic decision-making based on careful sifting of the evidence. Often, the leader best able to halt a downward spiral will be an insider who knows how to build on proven strengths while simultaneously identifying and eradicating weaknesses.
There are plenty of examples. In the late 1990s both Hewlett-Packard and Motorola found themselves in deep trouble, and IBM, long the most admired firm in America, went through similar agonies earlier in the decade. All three faced the problem of having to adapt their businesses to the rise of the internet. HP and Motorola, in their efforts to remake themselves, hired bosses in from outside and reorganised themselves repeatedly. Luckily for HP, it pulled itself together in the nick of time under Mark Hurd, a very different kind of boss from his predecessor, Carly Fiorina, who was fired in 2005 after a wild five-year ride. Eschewing her game-changing acquisitions and grand strategies, Mr Hurd concentrated on operating efficiency, execution, financial performance and customers. Motorola, by contrast, has never recovered from the aftermath of the telecoms bubble that burst in 2000-01: its share price today is one-sixth of what it was at its peak.
As for IBM, it found new and vibrant life after near-death thanks to Lou Gerstner's refusal to be panicked into breaking up the company—the game-changing solution advocated by Wall Street analysts, investment bankers scenting fees and a good few of IBM's own senior managers. Instead, Mr Gerstner opted for doggedly building on the strengths that had made IBM great in the first place (not least the exceptional quality of many of the people who worked for Big Blue) to make it a leader in the lucrative computer-services market.
A bit of vroom needed
Toyota can also learn from the woes of other carmakers. A decade ago Ford thought it had found a saviour in the dynamic Jac Nasser, who declared his intention to transform the firm from an old-economy carmaker into a nimble, internet-savvy, consumer powerhouse that managed brands and sold services. He also went on a wild acquisition spree, paying huge sums for Volvo and Land Rover. Unfortunately, amid Mr Nasser's cultural revolution, Ford lost sight of its main purpose: building decent vehicles as efficiently and profitably as possible. That is what Ford is reaping the reward for doing now, under the less exciting but steadier leadership of Alan Mulally.
Toyota, too, has a good chance of putting things right. It is no GM, which had far deeper structural problems before it used bankruptcy to offload some of them. It has a boss who understands what has gone wrong—namely, that it has jeopardised its formerly stellar reputation for quality by pursuing volume at all costs and by failing to put the needs of its customers first. It has started to sort out some of its problems. Quality and reliability are getting back up to the mark. Now it needs to make more exciting and innovative cars.
Mr Toyoda's approach is not visionary. It is simple, incremental and requires painstaking attention to what the customers want. That is its virtue.
製造業模範生也摔跤 豐田 巨人倒下倒數第二階段
豐田才剛當上全球汽車業的新霸主，就開始露出敗象。巨人也會摔跤，製造業的模範生如何從衰敗危機中自救，對許多企業都會深具啟示。
一年半前，豐田超越了通用，成為全球最大車廠。然而，今年六月才上任的新掌門人豐田章男（創辦人之孫）卻在不久前公開表示，豐田可能已經走入衰敗。
這依舊是一家實力驚人的世界級企業，但愈來愈多跡象都顯示，豐田已經出現了問題。
過去一年來，豐田在各大海外市場的佔有率不是下滑，就是停滯。在最重要的美國市場，豐田因為大規模回收零件有問題的車輛，安全形象受到重創。在中國、印度與巴西等新興市場，豐田的腳步都顯得太慢。
技術上，過去獨霸一方的油電混合車，現在也沒那麼拉風了，因為其他大車廠都在開發低排放、甚至零排放新車。更讓人訝異的是，豐田今年第一季傳出的虧損，竟然比當時快破產的通用還多。
種種問題，都指向了一個豐田不願面對的真相：它已經被其他對手趕上。
逐漸被其他對手趕上
這次，豐田章男主動發出警訊，是因為他讀了管理名師柯林斯的新書《巨人如何倒下》，按照書中歸納的企業「由盛而衰五階段」，診斷自己的公司，結果發 現，豐田極可能已經走到了第四個階段。在這個階段，企業為了扭轉厄運，往往盲目拯救，頻頻推出大併購、新策略等特效藥，急著求突破，但卻可能加速衰敗。
最好的藥方，柯林斯建議，反而是回歸管理基本功，強調決心、紀律與鎮靜，詳細研判再做決策。就像ＩＢＭ在葛斯納的領導下，不分家、不搞巨變，運用既有優勢，轉戰資訊服務市場，最後絕地重生。
摔了一跤的豐田，同樣有機會再站起來。它不像通用被沈重的結構性問題所拖累，而且掌舵的豐田章男非常了解公司的問題在哪裡──他們不計代價，拚命衝高產量，忘了把顧客需求擺第一，結果差點砸掉了品質這塊金字招牌。
至少豐田已經開始面對問題，讓消費者對它的品質、可靠性逐漸恢復信心。接下來，它還得設法做出更創新、更亮眼的車子。豐田章男的做法不靠願景，而是簡單、 漸進、細心地專注顧客需求，這些也正是豐田的優勢所在。豐田摔跤的故事，不僅對汽車業有意義而已，因為它不只是一家汽車公司，更是全球製造業的典範。它怎 麼陷入危機，將來又要如何再站起來，對許多企業都會深具啟示。
一年半前，豐田超越了通用，成為全球最大車廠。然而，今年六月才上任的新掌門人豐田章男（創辦人之孫）卻在不久前公開表示，豐田可能已經走入衰敗。
這依舊是一家實力驚人的世界級企業，但愈來愈多跡象都顯示，豐田已經出現了問題。
過去一年來，豐田在各大海外市場的佔有率不是下滑，就是停滯。在最重要的美國市場，豐田因為大規模回收零件有問題的車輛，安全形象受到重創。在中國、印度與巴西等新興市場，豐田的腳步都顯得太慢。
技術上，過去獨霸一方的油電混合車，現在也沒那麼拉風了，因為其他大車廠都在開發低排放、甚至零排放新車。更讓人訝異的是，豐田今年第一季傳出的虧損，竟然比當時快破產的通用還多。
種種問題，都指向了一個豐田不願面對的真相：它已經被其他對手趕上。
逐漸被其他對手趕上
這次，豐田章男主動發出警訊，是因為他讀了管理名師柯林斯的新書《巨人如何倒下》，按照書中歸納的企業「由盛而衰五階段」，診斷自己的公司，結果發 現，豐田極可能已經走到了第四個階段。在這個階段，企業為了扭轉厄運，往往盲目拯救，頻頻推出大併購、新策略等特效藥，急著求突破，但卻可能加速衰敗。
最好的藥方，柯林斯建議，反而是回歸管理基本功，強調決心、紀律與鎮靜，詳細研判再做決策。就像ＩＢＭ在葛斯納的領導下，不分家、不搞巨變，運用既有優勢，轉戰資訊服務市場，最後絕地重生。
摔了一跤的豐田，同樣有機會再站起來。它不像通用被沈重的結構性問題所拖累，而且掌舵的豐田章男非常了解公司的問題在哪裡──他們不計代價，拚命衝高產量，忘了把顧客需求擺第一，結果差點砸掉了品質這塊金字招牌。
至少豐田已經開始面對問題，讓消費者對它的品質、可靠性逐漸恢復信心。接下來，它還得設法做出更創新、更亮眼的車子。豐田章男的做法不靠願景，而是簡單、 漸進、細心地專注顧客需求，這些也正是豐田的優勢所在。豐田摔跤的故事，不僅對汽車業有意義而已，因為它不只是一家汽車公司，更是全球製造業的典範。它怎 麼陷入危機，將來又要如何再站起來，對許多企業都會深具啟示。
娱乐分享：五味人生－ 贺团圆 关咏荷回归TVB
TVB最新剧集《五味人生》是关咏荷9年之后再度同无线合作的一部戏，今日，郭晋安、关咏荷、米雪、伍卫国、郭政鸿等一众主演出席《五味人生》喜庆相逢贺团圆记者会，为该剧宣传造势。
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