Red planner: Red leather planner | Etsy

Dash And Dot 2020 Pro red bookmark dated weekly planner

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We gladly accept returns within 30 days of delivery. Your item must be unused and in the same condition that you receive it. Your item must be in the original packaging(undamaged).
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Quarterly Goal Planner in Red – Poketo

$28.00 A quarter is an ideal amount of time for setting and accomplishing goals. It’s long enough to really see results, but short enough to keep up momentum and motivation. Whether you want to accomplish something professionally, creatively, or personally, we designed the Quarterly Planner to help you set your goals and track them. Answer the prompts to get ideas flowing and use the open-dated calendar pages to make sure you’re on track. And don’t forget to celebrate your successes! Coordinate with the Quarterly Planner in Yellow, Green, and Blue to accomplish your goals year-round.

Read more about how to use the Quarterly Planner on our blog post

Customer Testimonial:

I’ve never been a planner or one that uses them but since I just ordered my fourth Quarterly Goal Planner, I thought it was time I shared how much I love them. Beyond being the most effective and encouraging planner ever; it keeps me on top of goals, growth, and performance in my personal, freelance, and full-time job. As I see myself checking off so many boxes throughout the quarter, I just wanted to say how much I appreciate the thoughtful design of your team and this product. I truly hope this continues to be one of your regulars, I’ve turned other friends onto it and we all agree that it has a huge role in keeping us inspired and optimistic throughout the past year. 
Thank you! Long live the Quarterly Goal Planner! – Maya

Huge fan of Poketo but this planner has been great so far! Pretty to use and easy to plan the day with. – Parinaz

I LOVE this planner!! The empty pages make it so easy to fill in and so forgiving when you miss a day here and there. The weekly and daily pages start my days off on the right foot and help me to plan the next one.

I definitely plan to buy the other colors for Q3 and 4! – Alame

Keeping me on track!
I’ve just started planning goals on a quarterly basis and this planner is fantastic. I love the layout, it’s easy to use, and has lots of great spaces for reflection. It’s updated which is PERFECT in case you miss a day or want to start your goal journey any time of the year 🙂 No wasted pages! – Lizzie Sokolich 

  • 241 pages of open-dated for 3 months of goal planning
  • Environmentally friendly tree-free paper
  • 5.75″ x 8.5″ (14.6 cm x 21.6 cm)
  • Smyth Sewn binding
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    Leuchtturm1917 Weekly Planner – 2021 – Pocket (A6) – Port Red

    Leuchtturm1917 Weekly Planner – 2021 – Pocket (A6) – Port Red | JetPens JetPens is accepting and shipping orders. See COVID-19 for more details.   >    >    >     >    >    >  

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    DescriptionSpecificationsQuestions & Answers
    Keep track of your daily tasks and events with this handy planner. Its compact size makes it easy to carry, and with a selection of bright and classic colors you can pick the one that fits your style best.


    • Weekly calendars covering the last week of December 2020 through the first week of January 2022, with a two-page spread for each week.
    • Each weekly spread is divided into six sections, with one section for each day Monday–Friday. Saturday and Sunday share a section.
    • Yearly overview section from July 2020 to December 2022, with six months per page.
    • Vertical monthly overview section from January 2021 to December 2022. Each page contains three months, with a line for each day of the month.
    • Project planning section from January to December 2021 to keep track of your goals and tasks.
    • 8 perforated sheets of blank notepaper.
    • Phases of the moon indicated on the weekly and vertical monthly spreads.
    • A table of official holidays for 58 countries.
    • Hard cover.
    • 2 ribbon page markers.
    • Elastic band closure.
    • Gusseted pocket on the inside back cover.
    • Stickers for labelling and archiving.
    • Booklet for recording anniversaries and addresses.
    Model NumberLEUCHTTURM1917 362000
    Binding Thread
    Cover Color Burgundy
    Cover Material Synthetic Leather
    Cover Type Hardcover
    Dated Yes
    Features Acid-Free, Addresses Section, Anniversaries Section, Elastic Band, Fountain Pen Friendly, FSC-Certified, Label Stickers, Pocket, Project Planner, Ribbon Marker
    Number of Sheets 72
    Paper Refillable No
    Paper Weight 80 gsm
    Perforated Some (8 Sheets)
    Perforated Sheet – Length 14. 8 cm / 5.8 inches
    Perforated Sheet – Width 8.6 cm / 3.4 inches
    Planner Layout Weekly Horizontal
    Quantity in Pack 1
    Sheet Color Ivory
    Sheet Style Calendar
    Size – Depth 1.5 cm / 0.6 inches
    Size – Length 15.0 cm / 5.9 inches
    Size – Width 9.4 cm / 3.7 inches
    Standard Paper Size iPaper size explanations are available here. A6
    Weight – Item Without Packaging i

    For a product that contains more than one of the same item, this is the weight of one single item.

    5.14 oz / 146 grams

    There are currently no questions.

    Customer Reviews

    There are currently no reviews of this product.


    Red Stripes (Planner) – Paper Sunday LLC


    How do I order a planner?

    Step 1: Choose your favorite cover!

    Step 2: Choose your binding! Our 3 options are: Softback, Hardback (adds $5) and Wire Coil

    Step 3: Choose YES or NO for Adding Cover Initials. If you choose YES, you will then add 1, 2, or 3 letters to the box that appears. If you choose NO, you will receive the original Personalized Scripture Planner cover.

    Step 4: Enter a First Name to be included on the interior journal pages.

    Step 5: Click on the Start Date drop down and select the month your planner begins.

    Step 6: If desired, add a Personal Message & Gift Box (adds $4).

    Step 7: Press the PREVIEW button to see how your name will appear on each page!

    Step 8: Press Add to Cart and proceed to checkout.

    Can I preview the inside pages before ordering?

    Yes! After you choose YES or NO for Cover Initials and enter your name, press the PREVIEW button to view your custom cover (if you chose YES) and some example pages with your name. Please double check your spelling before proceeding to checkout!

    Can I include a Gift Note or Message?

    Yes! You can add a personal message which will be printed and bound as part of the planner pages! Your planner will also be delivered in a Paper Sunday gift box when you choose to add a personal message.

    To add the note, click the drop down menu under “Add Personal Message & Gift Box”, select “Yes”. Then enter your personal and heartfelt message into the Gift Note box that will appear below.

    Press Preview to view your message exactly as it will appear in the planner. 

    (Please note: We cannot add a personal message or gift box after you place your order so make sure you choose that option prior to checkout.) 

    What does “Start Date” mean?

    When you customize your planner, you choose what month your planner begins. The month dropdown begins with January 2020 (if chosen, this option creates a full 2020 Planner) and go through January 2021 (if chosen, this option will create a full 2021 Planner). You can also choose to begin your planner in any month of 2020. 

    Some examples:

    – Select May 2020 for a May 2020-April 2021 Planner

    – Select September 2020 for a September 2020-August 2021 Planner

    – Select January 2021 for a January 2021-December 2021 (traditional 2021 Planner)

    Orders, Production & Shipping

    How long does it take for my planner to be made?

    Your planner will be customized and printed in 4-5 business days (M-F). Once your planner has been produced, it will be shipped.

    When will my planner arrive?

    Your planner will arrive based on the speed of shipping you choose at checkout. Personalize your planner above, add to cart then head to checkout where you will see estimated delivery dates for each shipping method so you can easily see by what date your order should arrive.

    Can I order over the phone?

    Yes! If you need help placing your order, call us: 1-800-430-1644 & our support team will be happy to assist you!

    Can I return my order?

    Since each item is personalized, we do not offer refunds. However, if for any reason you are not satisfied with your order, we will do everything we can to help resolve any order errors or issues.

    Please note: If you want to make a change on an order after it’s placed, you will incur a $10 order change fee. So please preview & double check all of your personalization options & shipping info before checking out.  

    About Us

    Is this a Christian family-owned business?

    Yes! Paper Sunday is husband and wife team, Kara and Bob Heckel. Kara founded Paper Sunday over 10 years ago with a desire to help people know God in a more personal way. Growing up in Texas, it was fairly common to see a church on every street corner. While many attended church regularly, few truly experienced God intimately. Her desire was for people to not just relegate God to Sunday mornings, but to allow Him into every day of the week, and every aspect of their lives. When knowledge of God moves from the head to the heart, joy abounds.

    Bob and Kara love the opportunity to build relationships with each of their customers through phone calls and emails – the stories of how Paper Sunday has impacted others is truly the greatest blessing and encouragement to them. Based in Dallas, Texas with their two boys, they are always just a phone call or email away to answer questions, take prayer requests, or share encouragement.

    How long have you been in business?

    Paper Sunday™ has been around for over 10 years and has proudly personalized journals for over 40K customers! You can read our reviews here.  

    We also love hearing feedback on how we can improve our products, website, customer support & more. So please don’t hesitate to let us know how we can do better.

    Read more about Paper Sunday here. 

    P.S. – God Knows Your Name!

    Do you donate to charities?

    Yes! We love giving back & supporting our local and national Christian organizations and communities. A portion of every order is donated to a Christian non-profit (501C3) charity organization. 

    What if I have more questions?

    If you have more questions, you can view our FAQ page here where we answer many more questions than what is on this page.

    You can always email us: [email protected] or press the grey live chat button on the bottom right of this screen & our support team will help you!

    Memoirs Of A Planner – Planners Network

    Prepared for the 1996 Planners Network Conference, “Renewing Hope, Restoring Vision: Progressive Planning in Our Communities.

    by Tom Angotti, Pratt Institute

    The Red Hook Plan was praised by the Chairman of the New York City Planning Commission and Red Hook’s civic leaders. But it really became famous when it hit the front page of the Sunday New York Times. The plan was hailed as a unique collaboration between public and private sectors, industrial and residential communities, Blacks, Latinos and whites. People called from all over the country and wanted to know more about it. Foundations wanted to know what they could do. The old Red Hook image of a forbidden and forgotten community changed to a positive image of hope. And there was good reason for optimism in Red Hook.

    Red Hook is a mixed residential and industrial neighborhood located on a peninsula in south Brooklyn, a community of 11,000 people, most of them in public housing, and 200 industries and small retail businesses. Robert Moses era planning made for an expressway that cut the community in pieces, concentrated the population in public housing, and killed off the maritime industry. A new containerport in Red Hook spurred further residential decline.

    The Red Hook Plan calls for a doubling of the population to its 1950 level, better access to mass transit, public access along the waterfront, two greenways that tie together all sections of the community, contextual low-rise housing development, preservation of the mixed use pattern and industrial revitalization. It is a unique mixture of long-range visions, middle-range plans, and short-term proposals. It is comprehensive in that it combines physical, social and economic planning across many sectors, but is also unlike traditional cook-book master plans. The Red Hook Plan arose from the expressed needs and desires of Red Hook residents and not from the preconceived notions of planners.

    The early lustre has worn off now. A year and a half after it was sent to the Planning Commission for approval, cracks in the fragile consensus that made the plan possible have widened. One powerful Red Hook property owner had second thoughts about specific parts of the plan that affected his property, and that was enough to hold it up. Whether or not the Planning Commission approves the plan, however, it will continue to be part of a gradual but historic process occurring in Red Hook and other low-income communities in the United States — a process of political empowerment.

    Recently, the auditorium of PS 15 in Red Hook was filled with enthusiastic supporters of the Plan, defending their vision of a better future for the community. That more than anything else shows that the Plan matters. Besides changing the way government officials and other outsiders see the community, the Plan has made a difference in the minds and actions of people in Red Hook, restoring hope and vision.

    The Planner as Advocate

    I was technical advisor to the committee that put the plan together while I was a senior planner with the Brooklyn Office of the New York City Department of City Planning (DCP) [Note: The Department is the city agency with professional staff, and the Planning Commission is the decisionmaking body made up of appointed officials]. I consider the Red Hook Plan one of the most important experiences of my career as a planner and remain entirely committed to its implementation. In the following I will tell my version of how the Plan came to be, and why I think it’s an important new milestone for community-based planning.

    The Red Hook experience demonstrates that advocacy planning is alive and well today, though it is taking on new forms. As communities move from protest to development, and from development to comprehensive planning, planners who hope to aid in the empowerment of historically disenfranchised communities must now engage in these three actions — protest, development and comprehensive planning.

    I first got involved in Red Hook in 1990. I had returned to the Brooklyn Office of City Planning after a refreshing six months as a Fellow at the American Academy in Rome, where I wrote a book about global urbanization. After that lofty intellectual exercise on the Gianiculum Hill overlooking Rome, I began feeling irrelevant and neglected in the monstruous municipal bureaucracy. Noone cared about community-based planning or what I might have to contribute to it. City Planning’s traditional role of promoting real estate development through zoning was the agency’s mainstay, especially as government downsized.

    In 1990 David Dinkins became the first African-American mayor of New York City. As a founding member of Planners for Dinkins, I had worked to get him elected on a progressive platform. But Dinkins and his Planning Director (the Director is also Chair of the Commission) made no effort to promote community-based planning, not even in the communities like Red Hook, long the victims of official planning, that strongly supported the Mayor’s election.

    About that time I saw the Kurosawa movie Ikiru, about a bureaucrat who, upon learning he has only six months to live, works feverishly to help a community get a new park built. Previously, the bureaucrat had spent years filing away demands by the community for a park. After the park is built and our hero dies, we see a flood of bureaucrats and elected officials taking credit for the deed. I decided I didn’t want to wait for the last six months of my life to accomplish something of social consequence. It made no sense to spend any more of my time sitting around and carping about how little the agency’s caretakers cared.

    I became the planner for Brooklyn’s Community District Six, one of New York City’s 59 Community Districts, and was responsible for studies of the Brooklyn waterfront and industry. As a result, I came in touch with community organizations that were fighting to get rid of several noxious waste transfer stations. Red Hook is part of Community District Six and a waterfront and mixed industrial/residential neighborhood.

    A major struggle developed to prevent the City’s Department of Environmental Protection (DEP) from locating two sludge treatment plants in Red Hook, already the site for many waste transfer stations. This seemed to me a clear case of environmental injustice. The most noxious waste facilities seem always to be located in or near low-income neighborhoods populated by people of color. Planners justify this practice by following the traditional norm of “highest and best use,” which really means that poor neighborhoods get the lowest and worst uses. After much protest and mobilization that brought all sectors of the community together, Red Hook won the battle with DEP. I played my small part by arguing within City Planning that there were better sites than Red Hook for the sludge plants.

    Soon after, I met with members of the Beard Street Association, a small block association in the section of Red Hook known as “the Back”. The Back is a racially mixed area where 30% of the population lives; 70% lives in Red Hook Houses, a public housing complex where the population is mostly African-American and Latino. Following up on the work of my colleague Sergio Rivera, who had left City Planning, I developed a land use and zoning plan for Red Hook that brought residential zoning to the waterfront and encouraged housing development in the Back. The plan was met with immediate enthusiasm. Residents and businesses saw it as a way of preventing more waste transfer stations and restoring the residential population that had been displaced over the years. The proposal eventually became part of the Department’s Waterfront Plan. The Chairman of the agency made the Waterfront Plan one of his main priorities, and the proposed rezoning on the Red Hook waterfront from industrial to residential uses would look good to the powerful real estate bloc.

    Red Hook activists then approached Community Board Six and proposed that the Board sponsor a Red Hook “197-a plan”. Under Section 197-a of the New York City Charter, any of the City’s 59 community boards can prepare a plan and submit it for approval by the Planning Commission. Only one board, Community Board Three in the Bronx, had been successful in getting a plan approved. But there was a feeling in Red Hook that the Waterfront Plan could be the starting point in a process that would move from protest to development. Planning would help transform Red Hook from a community that always has to say no to things, and build a consensus about what it wants.

    I had expected that there would be more of an enthusiastic embrace of the Red Hook effort from the City Planning Department in the Dinkins Administration. I proposed that the Red Hook plan be part of the agency’s work program. Instead, it fell off the bottom of the list made up mostly of zoning projects. My hopes for a new approach to planning dissipated. I joined the union-led picket to protest layoffs at DCP. The only visible progress under the Dinkins Administration was a more diverse Planning Commission and less explicit racial bias. But there was no real commitment to support grass roots planning initiatives in communities of color. So under the watchful eye of my boss, I set out on my own to work on the Red Hook Plan.

    One of the most extraordinary aspects of my work was the contradiction between being an advocate planner and a DCP official. I tried to resolve the contradiction by doing a balancing act. Often this meant capturing the hopes and visions coming from the community and tempering them with some of the pragmatism emanating from city agencies without, hopefully, succumbing to the cynicism so prevalent in government. Sometimes the balancing act worked and sometimes it didn’t. One way that this contradiction was resolved was to distinguish in the Plan between short-term and more pragmatic proposals, and proposals that were acknowledged to require a long-term horizon.

    Official acceptance of the Red Hook Plan can be explained by the tangible benefits it promises to the real estate industry, the industry that has the most influence on local government. Perhaps the human service recommendations were tolerated because of the promise the Plan offered for positive changes in real estate values.

    At one point in the process, the Red Hook Tenants Associations, comprising residents of public housing, and the New York Lawyers for the Public Interest, asked Ron Shiffman of Pratt Institute to help the tenants formulate their own planning ideas for Red Hook. The tenants developed their own proposals. The question then arose: would there be two plans for Red Hook? Both sides understood that the Planning Commission would not likely approve any plan that didn’t have general community support. Upon analysis, it seemed to me that the tenant’s plan complemented and did not contradict the plan under discussion by the community board. Indeed, it was striking how the underlying similarities in the problems facing Red Hook residents, and their fundamentallly similar class identification, led to similar outcomes. The tenants also brought some new and creative ideas to the table.

    Setting aside underlying racial and “turf” issues, the two plans were consolidated, and three additional tenant representatives were placed on the community board’s planning committee.


    One key lesson I re-learned in the Red Hook planning process is that planning is political. This should be self-evident, but it’s always amazing how professionals come to believe that “politics” interferes with planning, and that the key to their success is political neutrality. If planning is going to have any relationship to reality, it has to be treated as an instrument of political power by those leading the process.

    The Red Hook Plan is not just a wish list or collection of hopes but a political manifesto. In the first place, many of the recommendations in the Plan come from the community board’s annual public hearings and their capital and expense budget proposals. [Note: Every year community boards submit budget requests to city agencies and may comment on agency priorities in public hearings.] A number of the projects in the Plan, like the Coffey Street Pier, renovation of Coffey Park, and improvements to Red Hook Houses, have been on the community’s agenda for years, and were nearing implementation. Their inclusion in the Plan helped to validate them and guarantee implementation.

    Direct political action in short-term decisionmaking can enhance and energize the planning process. While the Red Hook Plan was being developed a $20 million project for a Police Department Evidence Vehicle Facility came before the City Planning Commission. The Community Board, Red Hook Civic Association, and Red Hook Tenants Associations opposed this facility which would allow for the storage of 2,000 confiscated vehicles on an old pier. They successfully put pressure on the Commission to exact concessions from the Police Department. The concessions included a public promenade and bikeway along the waterfront, and maintenance funds to be transferred to a nearby proposed recreational pier, the Coffey Street Pier.

    The political leadership provided by Community Board Six was a key element in the success of the planning process. The process was not a “neat” one, however, that followed a cook-book approach to comprehensive planning. Indeed, I am always wary of rational, linear blueprints for community planning because they don’t allow for the integration of planning with day-to-day political action. They don’t take into account the internal tensions and conflicts that must arise along the way, inevitable consequences of the diverse class, racial, gender, age and other differences within the neighborhood. In Red Hook, the divide between businesses and residents proved to be the most profound and lasting. Other conflicts were generally dealt with in a way that led to consensus.

    One political reality lurked behind the entire planning process. Most of the Community District is relatively affluent, and the political strength that goes along with that was key in completing and winning recognition of the Plan. This was a reflection of the imbalance in local power, and limited the extent to which the Plan helped to empower people in Red Hook.

    Poverty and racism are continuing obstacles to a truly democratic planning process. Racism within and among communities, and within government institutions, is a chronic deterrant to the achievement of community consensus. In Red Hook, racial prejudices and stereotypes lay beneath many of the internal turf battles as well as the relations between the community and city agencies.

    Advocacy Planning Lives?

    The sixties are over, and the Reagan Revolution managed to further isolate the many forgotten communities and their advocates. But the forgotten communities have also become more diverse and politically sophisticated, developed their own advocates, and have less patience with “outside advocators.” Still, they continue to confront a planning establishment that locks them out of the planning process and is incapable of addressing the underlying problems of poverty and racism.

    The case of Red Hook illustrates how the planning profession and main planning institutions are unresponsive to community-based planning as a means of empowerment. Because of this, advocacy planning lives.

    Desk Planner Moon Delight Red

    Desk Planner Moon Delight Red | Pip Studio the Official website

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    Special Price €11.95

    You save: €3.00

    Regular Price €14.95

    Every sheet in this A4 desk planner is durable and thick and contains a schedule for one week. The sheets are also printed with a geometric pattern and you’ll find little bugs. The front of this desk planner is decorated with the Moon Delight design: a paisley inspired design with painted leaves, flowers and butterflies that are combined into a rich layered motif.

    • One sheet per week
    • Size: 31.5 cm x 23.2 cm


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    RED The High Performance Planner Written by Brendon Burchard

    Weekly Pages, featuring the Whole Life Assessment and High Performance Habits Assessment

    Each week, you’ll review your lessons learned and also score yourself in 10 major life areas: health, mission, family, learning, finances, friends, spirit, mental/emotional energy, love/heart, and experiences. You’ll also complete the High Performance Habits assessment, a proven professional tool that helps you improve upon the habits that correlate with long-term success.

    Monthly Review Pages

    Extra pages and journaling exercises help you review what you learned the last 30 days about yourself, your relationships, and your mission. A long-term goal section helps you re-align your tasks toward 1- and 3-year goals.

    Monthly Strategy Pages

    Strategic writing prompts help you anticipate the major projects, events and deadlines for the month ahead. You’ll also fill out the Whole Life Assessment to keep you track, score and balance the major areas of your life every single month.

    About The Author:

    According to Forbes and Success magazines, Brendon Burchard is the world’s leading high performance coach and one of the most watched, quoted, and followed personal development trainers online. Brendon is a #1 New York Times best-selling author whose books include High Performance Habits, The Motivation Manifesto, The Charge, and Life’s Golden Ticket. His brands have over 10 million fans on social media. His personal development videos have been viewed more than 200 million times, and over 2 million students have taken his online courses or video training series. For these results, named him “one of the most successful online trainers in history.” He has been on the cover of Success magazine, and three of his podcasts–including The Brendon Show–debuted at #1 across all categories on iTunes. His website is

    For ultimate high performance: This revolutionary 60 Day planner-and-journal designed by the world-leading coach in high performance and backed by science–featuring calendars, writing prompts, schedules, self-assessments, and a variety of colors.

    Available in six different colors, this Planner is unlike other planners. You won’t find a bunch of random success quotes in these pages. Instead, you have a workhorse of a Planner where every single inch is used to help you improve your mindset, plan your next move, track what matters, and truly learn about yourself.

    This is a thinking person’s Planner – it’s built for people who want to do the real work required to succeed every day, week, and month.

    90,000 6.4. Schedulers Red Hat Enterprise Linux 6

    One of the first decisions you need to make when designing an I / O subsystem is choosing a scheduler. This section discusses schedulers that can improve the performance of the I / O subsystem.

    Scheduler (CFQ, Completely Fair Queuing) evenly distributes resources between requests in accordance with their priority. Processes are divided into three classes: RT (realtime), BE (best effort), and idle (idle).The priority can be assigned to the process manually using the ionice command or programmatically using the ioprio_set . By default, processes are served in the best effort order. Processes of classes RT and BE can additionally have a priority from 0 to 7 (the lower the value, the higher the priority). RT-class processes have the highest priority, so you need to use it with great care, because it can significantly limit the service time of lower-priority processes. BE processes have priority 4. Idle processes (idle) are served last.

    CFQ allocates time slots to processes for servicing. During servicing, by default, a process can send 8 I / O requests. The planner tries to predict the number of requests based on past statistics. For example, if additional requests are expected, CFQ will go into sleep mode, even if other processes are waiting to be processed at that time.

    However, waiting leads to hardware downtime, which is especially noticeable on high-speed drives (SSDs and external data arrays).Therefore, when using CFQ, it may be necessary to adjust the settings in / sys / block / device / queue / iosched / .

     slice_idle = 0
    quantum = 64
    group_idle = 1 

    Even if group_idle = 1, the possibility of downtime is possible, but this will happen much less often.

    As mentioned above, CFQ can be waiting for requests while other processes are waiting for service. As a consequence, using multiple such schedulers can significantly degrade performance, such as CFQ in combination with a hardware RAID controller.In this case, the RAID controller may use its own scheduler, which will only make the situation worse. The point is that the lower-level scheduler receives only the data that passes through the upper-level scheduler, which does not reflect the actual load level.



    Reverse lookups have longer delays and negatively impact performance.This parameter limits the distance (in kilobytes) for the reverse lookup. The default is 16 KB.


    Since reverse lookups are ineffective, you will be penalized for performing them. For example, suppose the disk head is located at 1024 KB and the service queue contains two requests, to positions 1008 KB and 1040 KB. Both requests are equally distant from the current location. However, taking into account the penalty for reverse lookup (default 2), the request to access the 1040 KB position will be executed first.


    The maximum time to wait for an asynchronous write service (via a buffer). The default is 250 milliseconds. After it expires, one request will be queued for transmission.


    Similar to fifo_expire_async , but for synchronous requests.The default is 125 ms.


    Puts the CFQ to sleep after serving the last process in the cgroup. Should be equal to 1 when using equivalent cgroups, while slice_idle is equal to 0 .


    1 enables group isolation even if performance is impaired. Isolation of groups allows the load that comes in sequentially and randomly to be evenly handled. If isolation is disabled ( 0 ), the load will be processed sequentially. Details can be found in Documentation / cgroups / blkio-controller.txt .


    If equal to 1 (default), CFQ gives processes a maximum timeout (300 milliseconds).This allows requests to be served more evenly, but at the expense of speed. The value 0 disables waiting.


    This parameter controls the number of I / O requests sent to storage at one time and thereby limits the length of the queue. The default is 8 . Care should be taken when increasing the value as this can negatively affect performance at high load levels.


    Controls the amount of time allowed to processes requesting asynchronous I / O. The default is 40 milliseconds.


    Determines the waiting time for incoming requests. On Red Hat Enterprise Linux 6.1 and previous releases, this is -8 milliseconds, and starting with Red Hat Enterprise Linux 6.2 – 0 . A value of zero can degrade the performance of external RAID drives as the total number of searches increases. For other types of drives, it is recommended to use a positive value.


    Controls the amount of time allowed to processes requesting synchronous I / O. The default is 100 milliseconds.

    Model 1/43 UDS-110 leveling excavator (on chassis 148) red with yellow

    Collectible scale model of Tatra .The scale of the model is 1/43. The model is released in a limited edition. Scale Model Manufacturer – Start Scale Models . The approximate size of a 1/43 scale car model is about 9-12 cm in length for a passenger car. For trucks, buses, motorcycles and other vehicles, the exact dimensions of the model can be obtained by dividing the dimensions of the prototype by the scale.

    You can buy a scale model of the UDS-110 planner excavator (on chassis 148) red with yellow in a scale of 1/43 in our online store.It is very easy to order a model. Place and pay for your order in any convenient way and we will deliver it to you as soon as possible. For more information on how to make a purchase, see the payment and shipping section.

    Refund policy : return within 14 days, exchange when providing a photo.Read more in our return policy.

    Guarantee when paying by card – receipt of goods is guaranteed by payment systems VISA, MasterCard, MIR

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    3D Kitchen Builder – Online Kitchen Planner

    The constructor is intended for independent design of kitchens from solid pine element by element and economy class kitchens from laminated chipboard with pine facades. You can draw a realistic three-dimensional kitchen project for free, which will match the size of your room as much as possible. The intuitive and functional interface of the program allows you to quickly create an online project for a modular kitchen by placing appliances, furniture and accessories in advance. Any changes you make will be visible in real time.

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    Tips for self-designing a modular kitchen in a 3d constructor.
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    2. The standard height of a kitchen worktop is 85-91 cm from the floor. The optimal work surface height depends on your height and should be about hip level or 15 cm below the elbow when standing.

    3. If you rarely use the oven, place it on the lower level, under the hob. If often, place it slightly below chest level, and plan a free countertop for hot baking trays nearby.

    4. The hood is usually placed at a height of 70-75 cm from an electric or 75-80 cm from a gas stove (see the instructions for the selected model). The width of the hood should be the same as that of the stove or slightly wider.

    5. It is better to place the dishwasher no more than 90 cm from the sink. If you are right-handed, it is more convenient to place the PMM to the left of the sink.

    6. The built-in microwave is placed 6-10 cm below the shoulder and no higher than 135-140 cm from the floor. If children use it more often, be guided by their height.

    7. Leave at least 10 cm between the hob and the refrigerator for an electric stove, and 30 cm for a gas stove (see the instructions for the stove) 90 220
    8. The best place to prepare food is between the stove and the sink. It is optimal to install a curbstone 80 cm wide between them. Or any other size from 0 cm to 120 cm along the width of the table top.

    9. There must be at least 120 cm between the kitchen and the table (or island) for free passage.

    10. Leave at least 30-50 cm of work surface to the left and right of the hob.

    11. In front of the oven, you need at least 110 cm of free space to open the door. In front of modules with drawers – 90 cm.Leave at least 100 cm in front of the PMM

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    Planner – Total Network Inventory


    Creating a scheduled task for reports

    Reports can be automatically generated, exported to TXT, CSV, HTML or XLSX formats and sent by: e-mail, FTP, SFTP or saved to a network folder.

    The scheduled report task allows you to select Standard or Custom table report templates. Information on creating custom templates for tabular reports is available in the following help topics:

    To create a scheduled task for generating reports, in the scheduler, click Add task , then select section Reports :

    In the open task creation window, specify time required and select which report to schedule from the list of existing templates.

    To do this, in the parameters of the report tasks window, select the required report template by clicking on the field or icon and specify the required storage group for which the report will be built. Then select the required export format .

    Add a timestamp to the file name of the report – additional data, in the form of time indication, added to the name of the report file.

    Send report – allows you to select the method for sending data.When creating a scheduled reporting task, you must make sure that the appropriate data transfer mode has been created. To do this, go to the last tab of the program and in the sidebar select section Data transfer . Next, add and configure the required method.

    If you need to collect reports on the device locally, create an SMB data transfer method and select the path on the device. In this case, it is often not necessary to enter user data and password.

    Data transfer method – allows you to select one of 4 data transfer methods that can be used to send reports: FTP, SFTP, SMTP, SMB. For the selected protocol, you will need to fill in your settings. If no methods are created or selected, reports will be saved to the ScheduledReports subfolder in the TNI settings folder ( C: \ ProgramData \ Total Network Inventory \ or the TNI folder in your account AppData – more information here ).

    For FTP:

    • When the FTP proxy is enabled, encryption (i.e. TLS) will not be used, even if the FTPS address is specified as URL .
    • When using FTPS, the agent tries to use encryption for both the command channel and the data channel. With some servers, this does not work, and then subsequent attempts to send are carried out only with encryption of the control connection.

    For both SMTP and FTP, there is no option yet to enable mandatory encryption. If the server does not support the TLS selected in the settings, then the transmission continues over an open channel.

    Save the sent data in the “Sent” folder – allows you to disable automatic deletion of report files after successful sending. The files are saved in the Sent subfolder of the ScheduledReports directory in the TNI settings folder.

    By analogy with how to add scan tasks, report tasks can be added not only from the Scheduler itself, but also from the sidebar in Tabular Reports:

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