This summer the first full test firing of a hybrid rocket will hopefully set a new land-speed record by driving 1,000 mph.
Combining a rocket, a jet and a racing car engine into one vehicle is engineering of an extreme sort. A rocket works by burning fuel with an oxidiser, which provides a source of oxygen for combustion. The hot bases are then blasted through a nozzle to produce thrust.
This hybrid design uses a solid fuel called hydroxyl-terminated polybutadiene, a form of synthetic rubber to make things like aircraft tires. A Cosworth engine drives a high-speed pump capable of delivering 800 litres of HTP to the rocket in 20 seconds.
The rocket gives the car plenty of power, but it is either on or off. To provide some form of throttle to allow acceleration and deceleration, the vehicle's designers added a jet engine. At about 200 MPH, the Cosworth will start pumping HTP to the rocket.
At about 750 MPH, the car will go through the sounds barrier. The Nevada desert is not big enough. The attempt will take place at Hakskeen Pan in South Africa.
The Bloodhound could reach 1,050 MPH. Then the car must be serviced and refuelled to do it all over again.. This is because the Federation requires two runs be made in opposite directions within one hour.
So far, more than 4,000 schools are taking part.
Business now demands a different kind of leader – one who will make decisions knowing the outcomes must be good for society as well as the company. Leaders must keep a higher purpose in mind.
Although such leadership demands more knowledge than ever, executives should not depend on just explicit knowledge. They also need another kind of knowledge often called practical wisdom.
Practical wisdom enables people to make prudent judgements in a timely fashion and take actions guided by values and morals. When leaders distribute such knowledge within their organizations, they can reach enlightened decisions.
A leader with practical wisdom can asses what is good; quickly grasp the essence of the situations’ create contexts for learning; communicate effectively; exercise political power to bring people together; and encourage the development of practical wisdom in others through apprenticeship and mentoring. 
Good managers worry about wait time because a great deal of evidence suggests that reducing it can increase customer satisfaction. Right? Maybe. There is some evidence that suggests that simply showing people what is taking so long gets better results. Customers find waiting more tolerable when they can see the work being done on their behalf – and they tend to value the service more.
Starbucks now requires that baristas steam milk for each drink individually – a process that increases wait time but allows customers to see what is going on. Since I only drink dry cappuccinos (double shot of espresso with only foam), I am a living example that the approach works.
The same seems to hold true even when what’s shown is merely the appearance of effort. The labour illusion can be so effective that many customers who endure waits but see a running tally of tasks end up happier than those do not have to wait at all. Apple recently augmented its automated voice response system with the prerecorded sound of typing, creating the impression that the digital operator is physically keying in the caller’s query.
I prefer the transparent approach. 
The die contributes by creating resistance to the extrusion process. Ok, it
creates the shape but by doing so it naturally demands additional force to
allow metal to pass through. The design must therefore reduce resistance by
overcoming high frictional resistance in feeder or pocket design, or in
bridge travel length and the nature of bridge arm design etc. that create
barriers to ease of flow. The objective has to be to reduce the pressure
difference between the entry and exit faces of the die. I have used the
phrase "a strong die is a slow die" before, and this is quite true. While
(to use another of my phrases) the die is the heart of the extrusion
process, it is also an important contributor to generation of additional
deformation temperature as alloy passes through it, but also in many
applications the additional deformation can also generate non-preferred
grain structures. Easing flow through a die, while still controlling flow
to produce the profile to the required tolerances, is key to optimizing the
process. 
The average boss works 48 hours per week and spends 60% of that time in meetings.
The most diligent put in another 20 hours, and interestingly, the longer they work the better the company does.
Less diligent bosses are more likely to have one-on-one meetings with people from outside the company. These people are usually trying to raise their own profile, not the company's. Bosses who work longer hours, by contrast, spend more time meeting with their own employees.
Regulations that make bosses legally responsible for their underlings' wrongdoings are partially to blame for bosses getting bogged down in day-to-day operations. The prospect of jail is a powerful attention-grabber.
Many bosses also feel that they must dash around the world pitching to clients.
One of the most difficult parts of the job is saying no to people who want a piece of their time.
How much time they spend thinking about anything is hard to measure, but it is thought that most bosses spend 3 to 5% of their time thinking about long-term strategy.
It is a common belief that most bosses need to spend more time thinking. 