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Thursday, May 24, 2018

Dr Ferdinand Porsche

Picture of the Picture of WWII: 72 ton King Tiger with paratroopers on it during Ardennes Breakout during last months of Third Reich Germany


QUOTES
“I would have built it exactly the same, right down to the last screw.”
—Ferdinand Porsche

Ferdinand Porsche Biography
Inventor, Engineer (1875–1951)                                                                
           
Ferdinand Porsche founded the Porsche car company in 1931. In the early 1920s, he oversaw the development of the Mercedes compressor car, and later developed the first designs of the Volkswagen car with his son, Ferdinand Anton Ernst Porsche.

German automotive engineer Ferdinand Porsche was born on September 3, 1875 in Maffersdorf, Austria. At a young age, he had an affinity for technology, and was especially intrigued by electricity. Porsche worked as a successful vehicle engineer from the late 1800s to 1931, when he founded his own firm. In 1934, Porsche and his son, Ferdinand Anton Ernst Porsche, collaborated to develop the first designs of the Volkswagen car. 

Early Love of Cars
Born on September 3, 1875 in Maffersdorf, Austria, Ferdinand Porsche became fascinated with electricity at a young age. In 1893, when he was just 18 years old, Porsche landed a job at Bela Egger & Co., an electrical company in Vienna that was later renamed Brown Boveri. Around the same time, he enrolled as a part-time student at the Imperial Technical University in Reichenberg (now called the Vienna University of Technology).

After only a few years at Bella Egger & Co., Porsche—whose supervisors were thoroughly impressed by his technological skills—was promoted from an employee to a management position. The year 1897 was full of milestones for Porsche. That year, he built an electric wheel-hub motor, the concept for which had been developed by American inventor Wellington Adams more than a decade earlier; raced his wheel-hub motor in Vienna; and began working in the newly created Electric Car Department at Hofwagenfabrik Jacob Lohner & Co., a Vienna-based company belonging to the Austro-Hungarian Army's joint Imperial and Royal Army, or k.u.k. in 1898, Porsche developed the Egger-Lohner electric vehicle C.2 Phaeton (also known as the P1), was the first electric car.

In 1900, Porsche's engineering abilities came under the international spotlight in Paris, when his wheel-hub engine was used to power the Lohner-Porsche—Hofwagenfabrik Jacob Lohner & Co.'s newly developed non-transmission vehicle—at the World's Fair of 1900. To his great satisfaction, Porsche's wheel-hub engine received wide acclaim.

Later in 1900, Porsche tested his engine in a race on the Semmering circuit, near Vienna, and won. In 1902, he got to drive one of his own designs while serving as a reserve foot soldier in the k.u.k. and, subsequently, a driver for Archduke Franz Ferdinand.

Porsche's engineering continued on a successful track. After working at Lohner for nearly eight years, in 1906, he became technical manager of the Austro-Daimler company. In 1923, he moved to the Stuttgart-based Daimler-Motoren-Gesellschaft company, becoming a technical manager and executive board member. There, his career highlights included overseeing the construction of the Mercedes compressor car. For his accomplishments, Porsche received an honorary doctorate degree by the Imperial Technical University in 1917. In 1937, he was awarded the German National Prize for Art and Science.

Building a Company
Porsche left Daimler in 1931 to form his own firm, which he named "Dr. Ing. h. c. F. Porsche GmbH, Konstruktionen und Beratung für Motoren und Fahrzeuge," according to Commercial Register documents from April 1931. In 1934, Porsche became deeply involved in Adolf Hitler's "people's car" project. That year, while working on the project with son Ferdinand Anton Ernst Porsche (born in 1909)—also known as Ferry—he developed the first designs for the Volkswagen car. From that point on, father and son worked together. 

During World War II, Porsche and his son were tapped by Hitler to produce a heavy tank for the Tiger Program. Porsche submitted a prototype with an advanced drive system that was superior on paper but not on the battlefield. Prone to breakdowns and crucial design flaws, a competing company (Henschel & Sohn) got the contract to produce the Panzer tanks. Ninety to one hundred Porsche Tiger chassis were produced and later some converted into tank destroyers (Panzerjäger) called Ferdinand. Mounted with a Krupps turret and 88 mm anti-tank gun, the long-range weapon could take out enemy tanks before they reached their own range of effective fire.

When the war ended in 1945, Porsche was arrested by French soldiers (for his Nazi affiliation) and forced to serve a 22-month prison sentence. While he was incarcerated, Ferdinand Anton oversaw the creation of a new racing car, the Cisitalia, a Porsche-company product. To his son, upon his return, Porsche reportedly said, "I would have built it exactly the same, right down to the last screw." The father-son team went on to make history in 1950, when they introduced the Porsche sports car.

Death and Legacy
Porsche died in Stuttgart on January 30, 1951, at the age of 75. Nearly 60 years later, in 2009, the Porsche Museum opened in Zuffenhausen, a suburb of Stuttgart.











Man-Made

Our problems are man-made, therefore they may be solved by man. And man can be as big as he wants. No problem of human destiny is beyond human beings.

John F. Kennedy




ENRON, A Texas Co (1985-2001)
($100 billion Annual Revenue US Co). It ranked as the seventh-largest company on the Fortune 500 and the sixth-largest energy company in the world

SHARP STEEP UPBLAST RISE UP 1985
Enron's origins date back to 1985 when it began life as an interstate pipeline company through the merger of Houston Natural Gas and Omaha-based Inter North. Kenneth Lay, the former chief executive officer of Houston Natural Gas became CEO, and the next year won the post of chairman.

From the pipeline sector, Enron began moving into new fields. In 1999, the company launched its broadband services unit and Enron Online, the company's website for trading commodities, which soon became the largest business site in the world. About 90 per cent of its income eventually came from trades over Enron Online.

Wall Street was impressed with Enron's strategy of swooping into formerly regulated markets to broker contracts for natural gas, electricity or unused telecom bandwidth. The company was celebrated as a paragon of American ingenuity, a stodgy gas pipeline company that had reinvented itself as a high-tech clearinghouse in an ever-expanding roster of markets. Enron's push to force utilities into the Internet age with its online trading systems, at a seemingly handsome profit, became an epic tale of the dot-com revolution.

It now appears that Enron's tale may be more cautionary than epic. Enron envy has crashed, along with the company's stock price, as serious questions emerge about its bookkeeping. Enron disclosed earlier this month that $1.2 billion in market value had vanished as a result of a controversial deal it entered into with private partnerships run by its chief financial officer, Andrew Fastow.

Most alarming was Enron's reluctance to shed light on management's wheeling and dealing. ''Related-party transactions,'' as the accountants call them, are fraught with conflicts of interest. Though much remains to be learned about these transactions, their scope and lack of transparency suggest that Enron may have in effect created its own private hedge fund to assume some of the risk and mask the losses of its complex trading. The extent to which company insiders profited from the partnerships is not yet clear.

Enron has scrambled to dampen Wall Street's concerns, acknowledging its credibility problem while insisting on the health of its core businesses. On Wednesday it brought in William Powers, the dean of the University of Texas School of Law, to review the transactions. The Securities and Exchange Commission has launched its own formal investigation. Mr. Fastow was forced to resign, following Jeffrey Skilling, the man credited with driving Enron into new cutting-edge businesses, out the door.

Growth for Enron was rapid. In 2000, the company's annual revenue reached$100 billion US. It ranked as the seventh-largest company on the Fortune 500 and the sixth-largest energy company in the world. The company's stock price peaked at $90 US. In its heydays, Enron is bigger than GE (General Electric, incorporated in 1892)

SHARP STEEP DOWNHILL SLALOM ALL THE WAY TO HELL 2001
However, cracks began to appear in 2001. In August of that year, Jeffrey Skilling, a driving force in Enron's revamp and the company's CEO of six months, announced his departure, and Lay resumed the post of CEO. In October 2001, Enron reported a loss of $618 million— its first quarterly loss in four years.

Chief financial officer Andrew Fastow was replaced, and the U.S. Securities and Exchange commission launched an investigation into investment partnerships led by Fastow. That investigation would later show that a complex web of partnerships was designed to hide Enron's debt. By late November, the company's stock was down to less than $1 US. Investors had lost billions of dollars.

On Dec. 2, 2001, Enron filed for bankruptcy protection in the biggest case of bankruptcy in the United States up to that point. (WorldCom's collapse would later steal that dubious honour.) Roughly 5,600 Enron employees subsequently lost their jobs.

The next month, the U.S. Justice Department opened its investigation of the company's dealings, and Ken Lay quit as chairman and CEO.

In January 2004, Fastow agreed to a plea bargain and a 10-year sentence. He pleaded guilty to one count of conspiracy to commit wire fraud and one count of conspiracy to commit securities fraud. He also agreed to cooperate with federal prosecutors.

In February, Skilling entered a plea of not guiltyto 40 charges, including wire fraud, securities fraud, conspiracy, insider trading and making false statements on financial reports.

Lay was charged with fraud and making misleading statements in July. He pleaded not guilty to the 11 charges.

Lay, Skilling go on trial
The trial of Lay and Skilling began in January 2006. Lay and Skilling both testified for more than a week in their own defence. Some of the charges against them were dropped.

Prosecutors alleged that Lay and Skilling used "accounting tricks, fiction, hocus-pocus, trickery, misleading statements, half-truths, omissions and outright lies" to commit their crimes.

Lawyers for the two accused said their clients may be guilty of bad business judgment at Enron, but they never broke the law. "The company failed, but it did not fail because of a fraud," Lay's lawyer, Bruce Collins, told the jury in the case.

Defence lawyers also argued that former Enron executives who took plea deals and testified against Lay and Skilling accepted responsibility for crimes they didn't commit.

Testimony wrapped up, with the jury beginning deliberations on May 17 and presenting the verdict on May 25

Ken Lay died in 2006 after a severe heart attack

Jeffrey Keith "Jeff" Skilling, former CEO of Enron Corporation. In 2006, he was convicted of federal felony charges relating to Enron's collapse and, as of 2018, is serving a 14-year prison sentence at FPC Montgomery in Montgomery, Alabama.


U.S. District Judge Sim Lake of the Southern District of Texas announced at a hearing in Houston today that Skilling would serve 14 years. His original conviction called for him to serve 24 years in connection with the collapse of the once high-flying energy trading firm. Under the agreement with federal prosecutors, Skilling could be released as early as 2017

Xuan Loc (All Out Defence of Capital City)

ARVN airborne last fight

By the April 14th, 1975, Xuan Loc was held by the entire ARVN 18th Division, 1st Airborne Brigade, three Ranger battalions and two tank task forces. North Vietnamese Army losses were well over 1200 men, 30 T-55 tanks and over 200 weapons had been captured including a 37mm gun, ten mortars, several recoil less guns and 25 B-40 grenade launchers. The South Vietnamese Air Force had flown two resupply missions into the besieged town; on 12 April, CH-47 helicopters brought in 93 tons of artillery ammunition and on the 13th, 100 tons. The VNAF reactivated some A1-E fighter-bombers and used a modified C-130 transport to drop 15,000-pound bombs (flown in by the U.S. Air Force) on enemy positions. These airplanes flew against some of the most intense antiaircraft fire of the war

While not very far away and far away countries were watching the young soldiers with ARVN Airborne last fight in (now Ho Chi Minh City) Saigon perimeter, miles away, in Saigon, frantic activity prepared for the expected worse, despite the events at Xuan Loc. The inner defenses of Saigon were manned by territorials and a few regular formations, some of which had been recently reconstituted. Three Ranger groups were on the western approaches. The new 8th Ranger Group had its 1,600-man force near Phu Lam on the edge of Saigon where Route 4 enters the city from the Mekong Delta. Southwest of Phu Lam on Route 4 near Binh Chanh was the 6th Ranger Group, recently reorganized with about 2,600 men. North of the city was the newly organized 9th Ranger Group with about 1,900 men protecting Hoc Mon District only five kilometers north of Tan Son Nhut Air Port and Tan Son Nhut Air Base. Each group had four 105-mm. howitzers but little fire-direction equipment, and all were short of radios and machine guns. After a week of resisting all NVA attacks, the 18th Division and others were ordered to start withdrawal to Trang Bom and Bien Hoa. NVA force was growing rapidly. Elements of five NVA divisions were now in Long An and southwestern Hau Nghia: the 3d, 5th, 8th, and 9th Infantry Divisions and the 27th Sapper Division. Additionally, the 262d Antiaircraft Regiment and the 71st Antiaircraft Brigade had batteries near the Long An-Hau Nghia boundary

Once Xuân Lộc fell on 21 April 1975, GEN Theiu resigned the same day, the NVA battled with the last remaining elements of III Corp Armored Task Force, remnants of the 18th Infantry Division, and depleted ARVN Marine, Airborne and Ranger Battalions in a fighting retreat that lasted nine days, until they reached Saigon and NVA armored columns crashed throughout the gates of South Vietnam's Presidential Palace on 30 April 1975 led by victorious NVA GEN Van Tien Dong, effectively ending the long war

NVA GEN Van Tien Dung
GEN Van Tien Dung (born May 1, 1917, Co Nhue, French Indochina—died March 17, 2002, Hanoi, Vietnam), was one of North Vietnam’s greatest war heroes—a soldier’s soldier who rose to become commander in chief of the North Vietnamese army and lead the final Ho Chi Minh Campaign that captured and occupied Saigon, South Vietnam, in 1975. As a young man, Dung was arrested by French colonial authorities for his Communist Party activities, but he escaped from prison and in 1947 joined GEN. Vo Nguyen Giap’s High Command staff, Dung proved to be an able logistic planner. He was named chief of staff of the People’s Army of Vietnam in 1953 and succeeded Giap as commander in chief in 1975. After the reunification of Vietnam, he served (1980–87) as defense minister. Our Great Spring Victory, Dung’s memoir about the last days of the Vietnam War, was published in 1976.