P-G22Q FUEL DISPENSER

P-G22Q FUEL DISPENSER

FlowMeter Type : Optional

Accuracy : ±0.2%

Pressure Loss (kg/cm): Under 0.25

Motor Voltage(V): 110V/220V/380V,50Hz/60Hz

Capacity(hp) :1HP(0.75kw)

Input Voltage : 110V/220V/380V,50Hz/60Hz

Nozzle : Auto Shut-off Nozzle

Environmental Condition : -40~~+55degree

Control Type :Solenold Vale Control Type

Preset : Function Provided(Small LCDIndicator)

Display(Counter): Type LCD and Bright Backlight

Digit of Volume : 0~~999,999(6 Digits),Decimal point can be changed

Digit of Amount :0~~999,999(6 Digits),Decimal point can be changed

Digit of Unit price : 0~~9999(4 Digits),Decimal point can be changed

Digit of Total Range :0~~99,999,999,99

Optional Display :Type LCD and Bright Backlight

Digit of Volume :0~~99,999,999(8 Digits),Decimal point can be changed

Digit of Amount :0~~99,999,999(8 Digits),Decimal point can be changed

Digit of Unit price : 0~~999999(6 Digits),Decimal point can be changed

Digit of Total Range :0~~99,999,999,99

Totalizer :1~~9,999,999

Hose: 4.5m

Weight : 235kg

Dimension(L×W×H) :1060*550*1620(mm)

Dimension(L×W×H)Of Qty of Container :40ft: 44 20ft: 22

is illustrated in Diagram 5-13 and 5-14. It consists of controller, explosion-proof motor and co-axis vane pump. The inlet height of submersible pump is 150~250mmm from tank bottom. The motor lead of submersible pump is installed in capacitor box of upper controller. Exterior power supply is connected into junctio fuel dispenser n box of lower controller. After carefully inspection submersible pump and guiding pipe are mounted into fuel dispenser 4’�supporting pipe through lower controller, upper and lower part of controller are connected with screws in tank. Diagram 5-12: D421 Junction box wiring 2. Submersible pump wring The wiring of submersible pump is finished in controller, power supply and grounding line integrated in junction box that is sealed by rubber gasket. Connect the two black lines of power supply and controller, grounding line being fixed in junction box. The motor lead, black, brown and blue, respectively, are connected into capacitor box and sealed with rubber gasket. To connect the black lead of motor with the black in controller; brown with one of pins of capacitor, blue lead with the other terminal of capacitor after connecting with another black lead. Diagram 5-13: Installation of controller Diagram 5-14: Controller After connection scrutinize electric wiring and switch on power supply to refuel, inspecting the working state of submersible pump. 3. Fuel dispenser debugging 3.1 It is absolutely prohibited to debug fuel dispenser using water rather than oil or fuel. Debugging procedure of fuel dispenser A universal inspection should be conducted before first debugging of fuel dispenser, eliminating various elements that affect operation, lead connection in particular. Computer display screen and presetting display should be carefully examined as switching on power, lighter in electric box also being check. Starting up suction pump and open nozzle, carefully examine all fuel dispenser connection and sealed jointer face in case of leakage and penetration. Confirming each nozzle is corresponded to its produ

systems (3.2.1).　　EXAMPLE Auditor qualification process material qualification process.　　3.8.7　　review　　activity undertaken to determine the suitability adequacy and effectiveness (3.2.14) of the subject matter to　　achieve established objectives　　NOTE Review can also include the determination of effi fuel dispenser ciency (3.2.15).　　EXAMPLE Management review design and development review review of customer require fuel dispenser ments and nonconformity　　review.　　3.9 Terms relating to audit　　3.9.1　　audit　　systematic independent and documented process (3.4.1) for obtaining audit evidence (3.9.4) and evaluating　　it objectively to determine the extent to which audit criteria (3.9.3) are fulfilled　　NOTE 1 Internal audits sometimes called first-party audits are conducted by or on behalf of the organization (3.3.1)　　itself for management review and other internal purposes and may form the basis for an organization s declaration of　　conformity (3.6.1). In many cases particularly in smaller organizations independence can be demonstrated by the　　freedom from responsibility for the activity being audited.　　NOTE 2 External audits include those generally termed second- and third-party audits. Second-party audits are conducted　　by parties having an interest in the organization such as customers (3.3.5) or by other persons on their behalf. Third-party　　audits are conducted by external independent auditing organizations such as those providing certificationregistration of　　conformity to ISO 9001 or ISO 14001.　　NOTE 3 When two or more management systems (3.2.2) are audited together this is termed a combined audit.　　NOTE 4 When two or more auditing organizations cooperate to audit a single auditee (3.9.8) this is termed a joint audit.　　3.9.2　　audit programme　　set of one or more audits (3.9.1) planned for a specific time frame and directed towards a specific purpose〠fuel dispenser €ã€€16

ployment value proposition� The EVP is what employees gets out of working for a particular organisation. Obviously pay and benefits are a big part of that. But there is much more—from a congenial culture to the chances to develop their skills. On the basis of a detailed study of about 90 companies, the Corpor fuel dispenser ate Executive Board argues that the rewards for managing an EVP effectively are huge, increasing a comp fuel dispenser any s pool of potential workers by 20% and the commitment of its employees fourfold. It can even reduce the payroll companies with well- managed EVPs get away with paying 10% less than those with badly managed EVPs. But most companies are falling down on this job. Three-quarters of new recruits feel that their employers are failing to deliver on their promises, making the recruits feel less committed to their work. Companies need to put more effort into defining their EVP, says the CEB. Most human-resources departments put the emphasis on the company s ethos, but potential employees are more concerned about rewards and opportunities. Companies also need to fine-tune their EVPs for different segments of the talent market, and particularly for different geographies, which account for most of the differences in what employees are looking for. Americans are keenly interested in health and retirement benefits, whereas Indians emphasise growth rates and innovation. Companies also need to devote much more effort to getting their message out. Most people are cynical about information in advertisements (except, oddly, in India). They put much more trust in what current and former employees say. Companies have to find ways to turn informal networks into recruiting tools. Mitre, an engineering company, operates in a tight market for talent, with low unemployment for software engineers and big-name competitors such as Lockheed Martin. The company improved its recruitm fuel dispenser ent by encouraging its existing employees to act as “champions� telling them what sort of people it was looking for a