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static menu cycle menu la carte table d h te prix xe tasting menu course fresh imported homemade organic recipe standardized recipe AP weight EP weight portion control metric system gram liter meter degree Celsius kilodecicentimilliconversion factor food cost percentage as purchased (AP) edible portion (EP) yield test cutting loss as served (AS) portion cost hidden cost minimum-use ingredient par stock
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In addition to standard and the modules behind form and reports, Access supports a third type of VBA code module. 28 discusses class modules, and the object-oriented programming techniques supported by all versions of Access since Access 97. Object-oriented programming is an important concept and can lead to simplified programming and efficient code-reuse.
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Part I Getting Started
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The main difference between reports and forms is the intended output. Whereas forms are primarily for data entry and interaction with the users, reports are for viewing data (either onscreen or in hard-copy form). Calculated fields can be used with forms to display an amount based on other fields in the record. With reports, you typically perform calculations on groups of records, a page of records, or all the records included in the report. Anything you can do with a form except input data can be duplicated by a report. In fact, you can save a form as a report and then refine it in the Report Design window.
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After this block of MAXScript, the variable b would have the value of 3 because the expression (a == 5) evaluated to false. Consequently, Max executed the MAXScript in the else section of the statement.
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Hardware and Performance Tuning
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This first simple example uses the boring delegate primitives, but we re interested in the motion. Moving several objects through an array of objects can be time consuming when done by hand, but the Crowd system makes it easy. To move a group of delegates through an array of cubes, follow these steps: 1. Open the Array of cubes.max file from the Chap 41 directory on the DVD. 2. Select the Create Helpers Crowd menu command, and drag in the viewport to create a Crowd object. Make the Crowd object big enough to be easily selected. 3. Select the Create Helpers Delegate menu command, and drag in the Left viewport to create a Delegate object positioned outside the cubes. Shift+drag the delegate to create ten total delegates positioned about the cubes. 4. Select the crowd object, click the New button in the Setup rollout of the Modify panel, select the Avoid behavior, and name it Avoid cubes. In the Avoid Behavior rollout, click the Multiple Selection button. In the Select dialog box that appears, choose all box objects and click the Select button. 5. Click the New button again. This time, select the Seek behavior and name it Seek goal cubes. In the Seek Behavior rollout, click the None button and choose the taller red box object.
sales process. Maybe the surprise was a change in scope or a case of cold feet about the price. Whatever the curveball, something is bound to mess with your plans before the end of the sale. Some surprises do come out of the blue, such as a buyer canceling the effort at the last minute. But many other so-called surprises are predictable for instance, a change in direction in the middle of the sale. Most surprises shouldn t throw you for long, especially if you remain in close contact with your buyer. Instead of responding to a surprise with alarm (or dread), view it as a signal to alter the way you are selling. That often means changing the way you express your offer s value to the buyer. Changes in clients buying processes, especially in midsale, often re ect their evolving knowledge about you, your service offer, and how you propose to implement the service. As clients learn more about the details of your offer, that adds to their expertise on the matter, which alters their evaluation of your service. And, as clients get into those details, it s natural for them to draw others into the planning and into the sales process. It s also common for clients to search for alternatives if they perceive gaps in your offer. The result of that assessment usually means you ll see another competitor on the scene. Thinking like a buyer means that you continuously ask yourself what steps you would take to make the right buying decision; if you do that, you ll nd that most surprises are predictable. You can anticipate and be ready to manage the implication of surprises before they happen. Of course, you ll be able to predict the next curveball only if you re plugged into what the client is doing and thinking about the sale. So, rule number one for managing surprises is to always keep an open line of communication with the decision makers. And, whenever possible, take each surprise in stride and avoid scrambling to answer every new question the buyer brings up.
Standard Can Sizes
Choosing a print quality and other options
A Fearsome and Firing Diva and the Great Whistleblower Debacle
Introducing SharePoint
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The values Zi are used to characterize the percentage loss of tasks arriving at the system in state i E U. Consequently, tasks arriving in down states are lost with a probability of 1.0, that is, Zi = 1, i E D. Furthermore, it is assumed that (quasi) steady state in the performance model is maintained in all configuration states, such as those depicted in Fig. 2.7. In other words, tasks arriving at the system in a certain state are assumed to leave the system in the same state. This assumption is admissible because the events related to traffic effects usually occur in orders of magnitude faster than events related to changes in configurations (due to failure-repair events), The resulting reward assignment is summarized in Table 2.10. Of course, a complementary reward structure as in Table 2.11 could also be chosen, so that the normalized throughput would be calculated as has been done by Meyer [MeyeBO]. The expected total loss probability, TLP, in steady state and the transient expected total loss probability TLP(t) are then given by:
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