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.
Daimler-Benz, its third return
from the brink in two decades (see article). Uncle Sam saved it in 1979, with a loan guarantee. A product-led
revival, inspired by legendary car-industry figures, chiefly Bob Lutz, did the trick again in the early 1990s. For a
moment in the mid-1990s Chrysler was the most profitable car company in the world. But its then boss, Bob
Eaton, realised that it did not have the scale to slug it out. Antitrust concerns ruled out a domestic rapprochement
with Ford, hence his pursuit of Daimler.
What Mr Eaton spotted early was that the car industry was no longer regional. He knew that America alone was not
enough. Chrysler s 1990s glory days were thanks to its lead in booming markets for minivans and off-road sport
utility vehicles—and, because of the cost of new designs, that could not last. Although GM and Ford had for
decades owned international operations, they had never succeeded in exploiting the scale this gave them. Instead,
they were a collection of regional baronies owned by a parent back in Detroit.
But globalisation was not simply an opportunity to harness economies from far-flung empires. It was also a
challenge propelling fresh, lively competitors into the Big Three s own backyard. European, Japanese and South
Korean carmakers were starting to design cars to American tastes and building cars in American factories. The
plants that Honda, Nissan and Toyota (and later BMW, Mercedes and Hyundai) opened in Detroit South—the belt of
southern states beyond the reach of the Michigan labour market ruled by the UAW—inherited none of the high
wages and benefits that add thousands of dollars to the cost of each vehicle.
Detroit has been pathetically slow to adapt to the tide of globalisation lapping at its feet for the past 20 years. But
Chrysler teaches more than the virtues of bei fuel dispenser ng early to a trend. The Germans took over Chrysler, but left local
managers in place to avoid any anti-foreigner backlash. This was very nearly their undoing the hands-off approac fuel dispenser fuel dispenser
