
U201-A Main board
Features :
Dual stable voltage input
Running normally on the condition of -40~~+55degree
Board-fixed EMC component
Input & output signal differentiate from system voltage individually
CPU changed only for different models
Weight:190g
100% Factory Tested.
Con Conection Con Conection Con Conection
P1 micro-swith 1 P6 power board P12 ----------
P2 micro-swith 2 P7 sensor 1 P13 display 1/A
P51 keypad 2 P8 sensor 2 P14 display 1/B
P3 keypad 1 P9 computer
P4 power board and SSR P11 display 2
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.
ore pointed. As Americans prepared to celebrate Independence Day,
Kirk Kerkorian, a billionaire investor who owns nearly 10% of the world s largest carmaker, suggested
that the best hope for General Motors was to join Renault and Nissan. A symbol of American commercial
might needed rescuing by France and Japan.
The reclusive Mr Kerkorian is GM s largest shareholder—and a restive one, too. For over a year, he has
been pressing GM s chairman, Rick Wagoner, to turn the firm around. In particular, Mr Kerkorian and his
sidekick Jerry York—veteran of turnarounds at Chrysler and IBM—wanted Mr Wagoner to endorse targets
and a timetable for reversing GM s decline. At the Detroit Aut fuel dispenser o fuel dispenser Show in January, Mr York damned Mr
Wagoner with faint praise and eulogised Carlos Ghosn, chief executive of Renault and Nissan, for saving
Nissan with ambitious targets that he hit early.
Mr Ghosn s secret is to form cross-functional teams, have them draw up detailed plans and then enforce
them. He made it work at Michelin in Brazil and America, at Renault in France (where he was called “le
cost killer�, and most famously at Nissan in Japan, where he was parachuted in after Renault took a
stake in the ailing company in 1999. At the time, Bob Lutz, now GM s vice-chairman, likened the
investment in Nissan to fuel dispenser filling a container with $6 billion in gold bullion and sinking it in the Pacific. GM s
losses have since far exceeded that sum, whereas Nissan has notched up the best profit margins in the
industry.
With GM s sales and domestic market share sliding, Mr Kerkorian decided to act. His filing with America s
Securities and Exchange Commission outlined a plan that would make GM the third leg in the alliance
between Renault and Nissan. The stockmarket value of Renault alone is nearly double GM s, so the duo
could easily afford a joint 20% stake. “Such a global alliance,�the filing declared, “has the potential to
materially strengthen the competitive positions of all three companies.�
Mr Kerkorian