U406 Breakaway
The U406 is designed to be installed on fuel dispensing hoses,and will separate when subjected to a designed pull force. The dual valves seat automatically, stopping the flow of fuel and limiting any fuel spillage, while protecting the dispensing equipment. For proper operation, the U406-A/B should be installed with a "straightening" hose with a minimum length of 9". U406-C/D should be installed with a minimum length of 12" .
Materials:
Body: Aluminum
Main Seals: Viton
Main Spring: stainless steel
Guide and poppet: POM
Protective Sleeve: PVC
Features:
Pull force- the U406 will break away with a pull force of 250 lbs ±5%, the U406 will break away with a pull force of 300 lbs±5%.
Certainty of operation- designed to be replaced after separation, instead of reassembled, to protect against reassembly errors.
Unique double-poppet design-features low pressure drop.
Flow rate: 0-60L/Min(3/4")
0-120L/Min(1")
Working pressure: 0.18Mpa
Low pressure drop- the integral check valve design allows for minimal pressure drop for faster, high-volume fill-ups.
100% Factory Tested.
Package:
Product ID Net Weight Cross Weight Sizet
U406-A 23kg/case of 100 26kg/case of 100 26.8x48x26 cm /case of 100
U406-B 23kg/case of 100 26kg/case of 100 26.8x48x26 cm /case of 100
U406-C 19kg/case of 50 22kg/case of 50 29x29x30 cm /case of 50
U406-D 19kg/case of 50 22kg/case of 50 29x29x30 cm /case of 50
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.
s as
magnets for talent. fuel dispenser India and China are t fuel dispenser rying to entice back some of their brightest people from abroad.
Singapore s Ministry of Manpower even has an international talent division.
The dark side
Competition for talent offers many benefits—from boosting productivity to increasing opportunities, from
promoting job satisfaction to supercharging scientific advances. The more countries and companies
compete for talent, the better the chances that geniuses will be raked up from obscurity.
But the subject is strewn with landmines. Think of the furore that greeted Charles Murray s and Richard
Herrnstein s book “The Bell Curve? which argued that there are differences in the average intelligence of
different racial groups; or the ejection of Lawrence Summers as president of Harvard University because
he had speculated publicly about why there are so few women in the upper ranks of science.
It would be wonderful if talent were distributed equally across races, classes and genders. But what if a
free market shows it not to be, raising all sorts of political problems? And what happens to talented
Western workers when they have to compete with millions of clever Indians who are willing to do the job
for a small fraction of the price?
This survey will argue that the talent war has to be taken seriously. It will try to avoid defining talent
either too broadly or too narrowly but simply take it to mean brainpower—the ability to solve complex
problems or invent new solutions. It will thus focus on what Peter Drucker, the late and great
management guru, called “knowledge workers? But there is no point fuel dispenser in being dogmatic. The nature of
critical talent varies from company to company it may be the ability to crack a few jokes while turning
an aeroplane around in 25 minutes, as demonstrated by Southwest Airlines. It is one of the marks of a
sophisticated society that it rewards a wide variety of different talents.
The survey will conclude by looking at the widening inequalities
