Word: psi
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Dates: during 2000-2000
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...tire issue, not a vehicle issue," Ford CEO Jacques Nasser stressed last week, distancing himself from the company's partner for nearly a century. But Firestone, while loath to alienate such a valuable customer, says the lower level of air pressure Ford recommended for the tires--26 PSI, compared with Firestone's suggested 30 PSI--may have contributed to the trouble. Ford has decided to end its exclusive contract with Firestone and use an additional tire supplier, Michelin, for the 2002 Explorer models due out next year. "This has been an extremely difficult and disappointing time in our relationship," Nasser...
...tire issue, not a vehicle issue," Ford CEO Jacques Nasser stressed last week, distancing himself from the company's partner for nearly a century. But Firestone, while loath to alienate such a valuable customer, says the lower level of air pressure Ford recommended for the tires - 26 psi, compared with Firestone's suggested 30 psi - may have contributed to the trouble. Ford has decided to end its exclusive contract with Firestone and use an additional tire supplier, Michelin, for the 2002 Explorer models due out next year. "This has been an extremely difficult and disappointing time in our relationship," Nasser...
...time-consuming and expensive, what with a February 1990 production date to meet. Instead, they settled on tweaks: bringing the vehicle slightly closer to the ground, stiffening the front suspension springs - and recommending to customers that they let some air out of the tires, keeping them at 26 psi rather than Firestone's own target of 30 psi...
...dual bottom line was the challenge for Lisa Schorr when she signed on with Pine Street Inn as director of business-enterprise development. PSI, New England's largest nonprofit for the homeless, provides shelters and services for 11,000 people a day, many of them considered hard-core unemployable. A program that offered job training and supplied used clothing to the homeless had inadequate funding. Schorr, who had just received her M.B.A. from Harvard, came up with a plan to expand PSI's work and make it financially self-sufficient. "The idea," she says, "was to kill two birds with...
Looking at Pine Street from a manager's point of view, Schorr saw an underutilized resource. PSI had no means of sorting all the clothing, and half of it was being sold off cheaply in bulk. The program was costing the organization $200,000 a year more than it got under a contract with the commonwealth. Her analysis showed that by training Pine Street's men and women to sort the clothing by size and type, the donations could be more efficiently distributed and provide high-quality merchandise for the agency's two thrift shops. Since the summer...