
U102-A2 Pumping Unit
Materials:
Body: Aluminum (Spray-Painted)
seals: Buna-N
Technical Specifications:
Power:750-1000W
Flow Rate:45~90L/min
Rotary speed :630~730rpm
Noise: 68db(A)
Minimum. vacuum degree: 0.054Mpa
Pressure Drop: 0.12-0.25Mpa
Separate Ability of Oil and Air: >=20%
Features :
Positive displacement, self priming, internal gear type and adjustable bypass valve.
Designed for quiet, vibration-free operation.
Reusable suction strainer filter at inlet connection.
Reverse check valve at air separator float mechanism.
Check and relief valve at outlet of pumping unit.
100% Factory Tested.
Package:
Product ID Net Weight Cross Weight Dimension
U102-A2 18kg/case of 1 18.5kg/case of 1 36×32× 30cm/case of 1
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
schedule key divisional meetings on days when Mr Weill was out of town. Deeply hurt
by the snubs, Mr Weill eventually pushed him out, and the two have rarely spoken since. Relations
between the intuitive Mr Weill and his more analytical Citigroup co-chief executive, John Reed, also
soured. As Mr Reed put it to his partner “I see the merger as an evolution while you re only focused on
the moment.�
But the regulators were to prove even more troublesome than Citi s internal bust-ups. In the book s
juiciest section, Mr Weill describes how events began spiralling out of control after the internet mania of
the 1990s subsided, exposing sharp practice across Wall Street. Citi was targeted by Eliot Sp fuel dispenser itzer, New
York s attorney-general, and eventually settled for $400m. Mr Weill was also investigated, though no
charges were brought. He still seems unsure what to make of it all, saying he understood the need for an
investigation while branding Mr Spitzer s approach the “new McCarthyism�
The stress of the investigation overwhelmed him, he says, just as he was being honoured at an awards
ceremony as CEO of the year. Having just watched one of his research analysts bungle his testimony
before a congressional committee, Mr Weill messed up his own speech, sweating buckets as he squirmed.
One a fuel dispenser lmost feels a tinge of sympathy.
Mr Weill says this harrowing episode taught him a valuable lesson that risks to reputation are just as
important as day-to-day financial risks. He admits to other mistakes, too. He was not good at confronting
people, especially those who had helped him build Travelers. (He found it much easier to criticise
colleagues who had come from Salomon and Citicorp.) He had a weakness for picking two “co-heads�to
run each department, having seen this formula work well at Goldman Sachs. It rarely worked well at his
own firm.
Nevertheless, Mr Weill also indulges in plenty of self-congratulation over Citigroup s (admittedly
impressive) long-term share-price performance, th fuel dispenser