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On-base plus slugging

On-base plus slugging is a sabermetric baseball statistic calculated as the sum of a player's on-base percentage and slugging percentage. The ability of a player both to get on base and to hit for power, two important offensive skills, are represented. An OPS of.900 or higher in Major League Baseball puts the player in the upper echelon of hitters. The league leader in OPS will score near, sometimes above, the 1.000 mark. The basic equation is O P S = O B P + S L G where OBP is on-base percentage and SLG is slugging average; these averages are defined. O B P = H + B B + H B P A B + B B + S F + H B P - the numerator "H + BB +HBP" means "number of trips to first base at least" - the denominator "AB + BB + SF +HBP" means "total plate appearances" - this is because though a batter makes a trip to the plate he is not given an "AB" when he walks or when he hits the ball into play and is called out but the action allows a run to score as in the SF scenario; as a result the 4 counts are needed to calculate a batter's total trips to the plate.

And S L G = T B A B where: H = hits BB = bases on balls HBP = times hit by pitch AB = at bats SF = sacrifice flies TB = total basesIn one equation, OPS can be represented as: O P S = A B ∗ + T B ∗ A B ∗ On-base plus slugging was first popularized in 1984 by John Thorn and Pete Palmer's book, The Hidden Game of Baseball. The New York Times began carrying the leaders in this statistic in its weekly "By the Numbers" box, a feature that continued for four years. Baseball journalist Peter Gammons used and evangelized the statistic, other writers and broadcasters picked it up; the popularity of OPS spread, by 2004 it began appearing on Topps baseball cards. OPS was sometimes known as "Production." For instance, "Production" was included in early versions of Thorn's Total Baseball encyclopedia, in the Strat-O-Matic computer baseball game. This term has fallen out of use. OPS gained in popularity. However, it is not mathematically legitimate to use this correlation to assume that individual OPS correlates as well with individual runs created, nor is it legitimate to assume that individual OBP correlates well with individual runs created.

There is no simple way to measure individual runs created. Bill James, in his essay titled "The 96 Families of Hitters" uses seven different categories for classification by OPS: This transforms OPS into a 7-point ordinal scale. Substituting quality labels such as Excellent, Very Good, Average, Fair and Very Poor for the A–G categories creates a subjective reference for OPS values; the top ten Major League Baseball players in lifetime OPS, with at least 3,000 plate appearances through the end of the 2019 season were: Babe Ruth, 1.1636 Ted Williams, 1.1155 Lou Gehrig, 1.0798 Barry Bonds, 1.0512 Jimmie Foxx, 1.0376 Hank Greenberg, 1.0169 Rogers Hornsby, 1.0103 Mike Trout, 0.9999 Manny Ramirez, 0.9960 Mark McGwire, 0.9823The top four were all left-handed batters. Jimmie Foxx has the highest career OPS for a right-handed batter; the top ten single-season performances in MLB are: Barry Bonds, 1.4217 Barry Bonds, 1.3807 Babe Ruth, 1.3791 Barry Bonds, 1.3785 Babe Ruth, 1.3586 Babe Ruth, 1.3089 Ted Williams, 1.2875 Barry Bonds, 1.2778 Babe Ruth, 1.2582 Ted Williams, 1.2566 The highest single-season mark for a right-handed hitter was 1.2449 by Rogers Hornsby in 1925, 13th on the all-time list.

Since 1935, the highest single-season OPS for a right-hander is 1.2224 by Mark McGwire in 1998, 16th all time. OPS+, Adjusted OPS, is a related statistic. OPS+ is OPS adjusted for the park and the league in which the player played, but not for fielding position. An OPS+ of 100 is defined to be the league average. An OPS+ of 150 or more is excellent and 125 good, while an OPS+ of 75 or below is poor; the basic equation for OPS+ is O P S + = 100 ∗ ( O B P ∗ l g O B P + S

2016 in equestrianism

August 7 – 19: 2016 Summer Olympics in Rio de Janeiro at the National Equestrian Center Individual Dressage: Charlotte Dujardin Isabell Werth Kristina Bröring-Sprehe Team Dressage: Germany. Each winner won 26 total points. Winner #1: Umid Kamilov Winner #2: Gairat Nazarov Winner #3: Rinat Galimov April 25, 2015 – October 7, 2015: China League Winner: Zhao Zhiwen May 14, 2015 – November 15, 2015: South America South League Winner: Pedro Junqueira Muylaert May 14, 2015 – November 29, 2015: South African League Winner: Lisa Williams May 14, 2015 – December 13, 2015: Central European League May 14, 2015 – November 29, 2015: Central European League Winner: Mariann Hugyecz June 11, 2015 – December 13, 2015: Central European League Winner: Michal Kazmierczak February 25 – 28: Central European League FINAL in Warsaw Winner: Jaroslaw Skrzyczynski June 11, 2015 – November 21, 2015: Caucasian League Note: Two winners won 15 total points each. Winner #1: Rahib Ismayilov Winner #2: George Kevkhishvili August 5, 2015 – February 28, 2016: North American League Winner: Kent Farrington August 12, 2015 – February 14, 2016: North American League Winner: Karl Cook September 3, 2015 – February 6, 2016: Arab League Winner: Abdullah Al-Sharbatly September 3, 2015 – November 15, 2015: South America North League Winner: Noel Vanososte October 2, 2015 – November 15, 2015: Southeast Asian League Note: Three winners won 18 total points each.

Winner #1: Nattapron Triratanachat Winner #2: Arinadtha Chavatanont Winner #3: Dhewin Manathanya October 15, 2015 – February 7, 2016: Western European League Winner: Christian Ahlmann October 21, 2015 – January 17, 2016: New Zealand League Winner: Katie Laurie March 23 – 28: Longines FEI World Cup Jumping FINAL in Gothenburg Winner: Steve Guerdat March 26, 2015 – March 28, 2016: 2015–16 FEI World Cup Dressage ScheduleMarch 26, 2015 – December 13, 2015: Asia/Pacific League Werribee #1 winner: Mary Hanna Werribee #2 winner: John Thompson Boneo winner: Mary Hanna Sydney winner: Mary Hanna Werribee #3 winner: Mary Hanna April 23, 2015 – March 6, 2016: North American League Winner: Steffen Peters April 30, 2015 – October 18, 2015: Central European League Winner: Inessa Merkulova October 15, 2015 – March 13, 2016: Western European League Winner: Isabell Werth March 23 – 28: Reem Acra FEI World Cup Final in Gothenburg Winner: Hans Peter Minderhoud February 16 – September 25: 2016 Jumping Calendar of EventsFebruary 16 – 21: JS #1 in Ocala, FloridaIndividual winner: Beezie Madden Team winners: The United States February 17 – 20: JS #2 in Al AinIndividual winner: Mathieu Billot Team winners: France April 27 – May 1: JS #3 in LummenEvent cancelled, due to adverse weather conditions.

April 28 – May 1: JS #4 in Xalapa Individual winner: Nicolas Pizarro Team winners: Mexico May 5 – 8: JS #5 in Linz-EbelsbergIndividual winner: Eduardo Álvarez Aznar Team winners: Poland May 12 – 15: JS #6 in La BauleIndividual winner: Wout-Jan van der Schans Team winners: The Netherlands May 12 – 15: JS #7 in CeljeIndividual winner: Omer Karaevli Team winners: Ukraine May 18 – 22: JS #8 in OdenseIndividual winner: Manuel Añón Suárez Team winners: Ukraine (Cassio Rivetti, Ulrich Kirchhoff (Gabbia

Marion Zioncheck

Marion Anthony Zioncheck was an American politician who served as a member of the United States House of Representatives from 1933 until his death. He represented Washington's 1st congressional district as a Democrat. Zioncheck was born in Kęty, Poland part of the Austro-Hungarian Empire, arrived in Seattle, Washington with his parents four years later, he attended the University of Washington where in 1927 he became president of the student government. He earned a law degree from the University of Washington while making a name for himself as a left-wing leader in the Democratic Party and the Washington Commonwealth Federation, which supported his election to Congress in the 1932 election; as a U. S. Representative, Zioncheck was known for ardently championing Franklin Roosevelt's New Deal policies, but his tireless work on behalf of the New Deal was overshadowed by his many personal escapades, which included dancing in fountains and driving on the White House lawn. Beset by the press and by critics of Roosevelt's policies, Zioncheck became depressed and hinted that he might not seek reelection to a third term in 1936.

In his diary entry for April 30, 1936, Secretary of the Interior Harold Ickes recounted how Zioncheck had asked him to officiate at a wedding with his fiancée, Rubye Louise Nix. Ickes demurred. Zioncheck went to Annapolis, Maryland for the wedding and San Juan, Puerto Rico for his honeymoon. On August 1, Zioncheck's friend and ally, King County Prosecutor Warren G. Magnuson, took him at his word regarding his retirement plans and filed to run for Zioncheck's House seat. On May 30, 1936, his wife left him after an argument during a party at their apartment. On June 1, he became frantic and searched Washington, D. C. for her. He was arrested that day on a lunacy warrant, he was confined in Gallinger Municipal Hospital Psychopathic Ward, during which his wife returned to him. Doctors blamed his hectic lifestyle, he was transferred to a private facility in Towson, but escaped and fled to Washington, where he received congressional immunity. Zioncheck died after plummeting to the sidewalk from a window of his office on the fifth floor of the Arctic Building, at 3rd Avenue and Cherry Street in downtown Seattle, on August 7, 1936.

He struck the pavement directly in front of a car occupied by his wife. A note was found, he is buried in Evergreen-Washelli Cemetery in Seattle. Zioncheck is the subject of an unpublished book-length poem by Grant Cogswell, entitled Ode to Congressman Marion Zioncheck; the story of Zioncheck, Cogswell's obsession with him, is detailed in Phil Campbell's 2005 book Zioncheck for President: A True Story of Idealism and Madness in American Politics. The option to make Campbell's book into a feature film was purchased in 2007 by producer/director Stephen Gyllenhaal. List of United States Congress members who died in office Sarah Booth Conroy. "THE HELLION OF HARVARD HALL". Washington Post. Retrieved January 4, 2017. United States Congress. "Marion Zioncheck". Biographical Directory of the United States Congress

Celebrations Group

Celebrations Group was a chain of British greeting cards stores. Most of their stores traded under the names of Card Warehouse. Celebrations Group was formed in 2006, when it purchased part of the Greeting Card Group from administrators PricewaterhouseCoopers; the company employed around 1800 staff. It had a head distribution centre at Orton Southgate in Peterborough. Celebrations Group fully owned the transactional website Calendar Factory; the company was formed in July 2006 following the dissolution of the Greeting Card Group Ltd, itself an amalgamation of the Card Fair and Card Warehouse brands which had existed since the early 1990s as separate companies. Both brands were maintained following the acquisition of Card Warehouse by Card Fair in May 2003, with some towns having two stores on the same high street; this remained the case for a short time after Celebrations Group acquired the Greeting Card Group's stores and assets, with a large number of dual site stores closed. Celebrations was founded as'Callfort Services Ltd' until the appointment of CEO Milton Guffogg on 11 January 2007.

Guffogg initiated a naming competition with staff from all disciplines permitted to put forward their suggestions. After a short deliberation,'Celebrations' was selected as the winning name as it was thought the word embodied the company ethic and image. CEO Milton Guffogg invested large amounts of money into the new organisation, including an investment in customer service training, new uniform and a high-end EPOS system to replace the old analogue cash registers, in use since the 1990s; the new system permitted online stock replenishment. Additional money was spent appointing external consultants to assist shop staff in customer service and upselling, he was a popular CEO and made an effort to know his staff on a personal level forgoing the convention of the average CEO by wearing the lilac polo shirt he had introduced instead of a suit and tie. In an attempt to change the culture of the organisation, the focus was shifted from total daily takings to average transaction value as a measure of a store’s success.

The individual performance of staff members was measured by this number, principally in terms of its reflection of a staff member’s success in upselling. This shift in culture was well-received yet was difficult for the more parochially minded staff who were not comfortable pushing sales onto customers. On 8 October 2008 Kroll Corporate Advisory & Restructuring Group were appointed administrators of the company; the company entered administration due to cash flow difficulties. On 28 November 2008 it was announced that Card Factory had purchased 76 of the group's 288 stores as part of a rescue package, securing around 500 of the 1800 jobs. In 2007, Wakefield-based greeting card retailer Card Factory began an aggressive expansion of its stores across the UK; the company, in running since 1997 and had similar branding, colour scheme and stock, opened stores in prime locations across the country close by or next door to Celebrations stores. This led to Card Factory being mistaken for a sister company by customers though Card Factory was selling the same or similar products at much cheaper prices.

Combined with the prime high street locations, the new stores were attractive propositions for customers who soon migrated towards them. Following the rapid expansion of Card Factory, Celebrations stores began to suffer, with some stores recording a drop in sales of more than two-thirds; the remaining 212 stores that were not purchased by Card Factory stopped trading on 11 January 2009, with only managers and assistant managers in on 12 January 2009 to deal with official store closures. Celebrations’ transactional website Calendar Factory stopped trading just before the New Year, after it had run out of stock. According to Companies House, Zolfo Cooper Ltd, a restructuring and advisory company, held a meeting of the creditors on 27 February 2009 and came to the following conclusions: That, following the acquisition of the Greeting Card Group’s assets in January 2007, a drive to improve revenue by way of store closures, new openings and refits of existing stores did not secure anticipated cost savings and the company’s activities instead relied on top line growth.

The company did not have an integrated merchandising system or integrated financial model and there was a lack of continuity in the senior roles within the finance system. The company’s drive to increase average transaction value by selling ancillary products such as stamps and confectionary did not generate the uplift in sales required and did not increase footfall; the Management Team was too large and costly for an organisation of its size and assets

Business case

A business case captures the reasoning for initiating a project or task. It is presented in a well-structured written document, but may come in the form of a short verbal agreement or presentation; the logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of a specific business need. An example could be that a software upgrade might improve system performance, but the "business case" is that better performance would improve customer satisfaction, require less task processing time, or reduce system maintenance costs. A compelling business case adequately captures both the quantifiable and non-quantifiable characteristics of a proposed project. Business cases can range from comprehensive and structured, as required by formal project management methodologies, to informal and brief. Information included in a formal business case could be the background of the project, the expected business benefits, the options considered, the expected costs of the project, a gap analysis and the expected risks.

Consideration should be given to the option of doing nothing including the costs and risks of inactivity. From this information, the justification for the project is derived. Note that it is not the job of the project manager to build the business case, this task is the responsibility of stakeholders and sponsors. Business cases are created to help decision-makers ensure that: the proposed initiative will have value and relative priority compared to alternative initiatives based on the objectives and expected benefits laid out in the business case.the performance indicators found in the business case are identified to be used for proactive realization of the business and behavioral change. The business case process should be designed to be: adaptable – tailored to the size and risk of the proposal consistent – the same basic business issues are addressed by every project business oriented – concerned with the business capabilities and impact, rather than having a technical focus comprehensive – includes all factors relevant to a complete evaluation understandable – the contents are relevant, logical and, although demanding, are simple to complete and evaluate measurable – all key aspects can be quantified so their achievement can be tracked and measured transparent – key elements can be justified directly accountable – accountability and commitments for the delivery of benefits and management of costs are clear.

A good business case report, which brings confidence and accountability into the field of making investment decisions, is a compilation of all information collected during enterprise analysis and the business case process. The key purpose is to provide evidence and justification for continuing with the investment proposition. Here is a recommended structure: Preface Table of Contents Executive Briefing Recommendation Summary of Results Decision to be Taken Introduction Business Drivers Scope Financial Metrics Analysis Assumptions Cash Flow Statement Costs Benefits Risk Strategic Options Opportunity Costs Conclusion and Next Steps Appendix At various stages in the project, the business case should be reviewed to ensure that: The justification is still valid, The project will deliver the solution to the business need; the result of a review may be the amendment of the project. The business case may be subject to amendment if the review concludes that the business need has abated or changed, this will have a knock on effect on the project.

Many public sector projects are now required to justify their need through a business case. In the public sector, the business case is argued in terms of Cost–benefit analysis, which may include both financial and non-financial cost and benefits; this allows the business to take into account societal and environmental benefits, allowing a more comprehensive understanding of economic impacts. Business plan Case competition Innovation Optimism bias Planning fallacy Reference class forecasting Win-win Bentley, C.: Practical Prince2, ISBN 0-11-702853-3. Five elements to include in a compelling business caseMessner, W.: Making the Compelling Business Case. Decision-Making Techniques for Successful Business Growth. Houndmills: Palgrave Macmillan, 2013 OGC Guidance and templates on'Business Case'Schaltegger, S. & Wagner, M.: Managing the Business Case for Sustainability. The Integration of Social things, Economic Performance. Sheffield: Greenleaf, 2006 Business Case article in PRINCE2 wiki

ARB (martial art)

ARB is a Russian martial art of training for protection and attack receptions that incorporated many functional elements from an arsenal of individual hand-to-hand combat and martial arts styles from around the world, has been used in real fighting activities. The modern and developing form of the martial art is single combat which have received popularity for full contact duels while offering minimum risk of trauma to sportsmen. ARB's origin as a military-applied martial art dates back to 1979 when the city of Kaunas held the first championship for Airborne troops on the sports base of the 7th division of guards of Airborne troops. Since the Airborne troops' ARB championships have been held annually. ARB was created by experts and enthusiasts of physical preparation and was played as a sport of the Soviet Army, it was successfully introduced into the Soviet army to train soldiers. Carrying out of the first championship on ARB would not have been possible without long-term practice and experiments with various kinds of single combat.

Black belt-rated sportsmen and prize-winners of competitions in boxing, wrestling and other fighting sports were selected to participate in a game of ARB. Methodical work of fighters and commanders, has impulsed to the origin of the martial art, nowadays known under the name "Army Hand-to-Hand Combat". At that point in time actual training of regular soldiers for hand-to-hand combat was named "as the Program of preparation of instructors in sports and special receptions of a landing". A distinctive part of ARB that sets it apart from other full contact single combat martial arts is the possibility of finishing with the opponent on hands and feet from a standing position; the opponent may call "Stop", as some kicks on the head of the opponent may not be protected by a helmet, can lead to heavy damages that interrupt the sport immediately. Blows of the opponent by a foot in a head is a knock-down to the fighter who has performed such a blow. Fights are played on a square carpet, no smaller than 14×14 meters.

Fights occur on the square with the border of the fight zone at 8×8 m or 10×10 m. The "external zone" of the carpet serves for the safety of sportsmen and is no less than 3 meters in size. On a knockout of a fighter the carpet fight stops and a command "Stop" is issued; the judge will issue a "Fighters to the middle" command, which directs sportsmen to go to the center of the carpet. Thus, if a knockout of one or more fighters has happened on the carpet, the combat's termination has occurred outside of the fighting square, such reception is estimated, the combat stops by the general rules. Fighters break on age and weight categories beginning from weight to 60 kg and to weight over 90 kg with step of 5 kg. Sometimes, under the preliminary coordination, can be only two weight categories — to 75 kg and over 75 kg. Fighters are divided into the fighter with a red and dark blue belt, in certain cases — the fighter in black or white gi; the fighter whose surname is specified the first in the summary table — dresses a red belt.

The Fighter needs a second, responsible for ammunition of the sportsman during a duel" as fighter not in condition independently to solve these problems in taken away on the amendment of ammunition time. During a duel the second settles down on a chair behind a place of the fighter, thus during a duel it is forbidden to second to give to the fighter any councils. For conversations with the second to the fighter the remark can be made, at repeated infringement — prevention. At competitions the following equipment is used: a kimono, foot protection of a heel and lifting of foot, an overlay on the shins, a cup on the groin, a protective waistcoat, knee protection and elbow protection, a helmet with a metal lattice "; the protective regimentals put on under the kimono. Fight consists of one round and lasts: at teenagers, young men and juniors — 2 minutes of pure time, at men — 3 minutes of pure time. At girls and women duration of duels can decrease at pre-tournament meeting of representatives of commands.

Such technical actions, as Are estimated: blows by hands, blows by feet and painful receptions. Blows and struggle in "orchestra" it is not estimated, but it is considered at equality of points. Forbidden tricks concern: drawing of blows by fingers in eyes; the Victory is awarded: on points "".