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the specified request asked that the transfer of file %1 be resumed at a certain point of the transfer. this was not possible.
សំណើដែលបានបញ្ជាក់ បានស្នើថាការផ្ទេរឯកសារ% 1 គឺត្រូវបានបន្តនៅចំណុចណាមួយនៃការផ្ទេរ & # 160; ។ វាមិនអាចទៅរួចទេ & # 160; ។
plain (old?) lpr support. an lprng module is in development, and hopefully available for 2.3 release.
ការគាំទ្រ (ចាស់ & # 160;?) lpr ធម្មតា & # 160; ។ ម៉ូឌុល lprng គឺស្ថិតនៅក្នុងការអភិវឌ្ឍន៍ ហើយសង្ឃឹមថានឹងមានសម្រាប់ការចេញផ្សាយ ២. ៣ & # 160; ។
an lprng module for & kdeprint; is in development, and hopefully available for the & kde; 2.3 release.
ម៉ូឌុល lprng សម្រាប់ kdeprint ស្ថិតនៅក្នុងការអភិវឌ្ឍន៍ និងសង្ឃឹមថាមានសម្រាប់ការផ្សាយ kde ២. ៣ & # 160; ។
2.5 activity-based costing 25 focus strategic choice in automobiles there are many examples how companies choose their cost drivers in beating the competitors. their choices led to business repercussions. ford¹ beat down the giant leader - general motors - by trimming down cost, reducing models series to a few, and focusing on quality control (fine-tune operations complex- ity). ford gained substantial unit cost reduction between 1985 and 1992 and beat down general motors in 1993. gm's complex product line portfolios made the operations costly and quality control a challenge. bmw² addressed the slow sale crisis in 2010 in the north america by introducing a mass cus- tomization program on a x3 series model by increasing customer specifica- tion, online video, and shortening lead time for delivery (transfer of production plant to the market). this increases product differentiation. cost drivers came from process innovation and operational excellence. sale bounced back in 2011. toyota³ conquered the north america market in 1990s and bypassed gm as no. 1 in the world in 2008. it was done by value innovation program, i.e., a massive cost cutting in no. of components, material quality, and suppli- ers expansion. it worked very well with a low cost reduction of 40-50% over the period and made it very competitive in the world market. however, the aggressive policy compromised the traditional "total quality management" practice with series of report accidents in brakes over the period of the 2000s. the legend smoked in a serious traffic accident (brakes again) in 2009 which cost toyota huge penalty fees, public trust, and company goodwill. source: shank and govindarajan (1993)¹; alenuska and schotter (2012)2; andrex et al. (2011).3
គណនេយ្យ
