U403 Emergency shut-valve
U403 Series Emergency Shut-off Valve are installed on fuel supply lines beneath at grade level to minimize hazards associated with collision or fire at the dispenser. If the dispenser is pulled over or dislodged by collision, the top of the valve breaks off the flow of fuel. Single-poppet models shut off supply flow, while double-poppet models shut off supply as well as prevent release of fuel from the dispenser's internal piping. The base of the Emergency Valve is securely anchored to the concrete dispenser island through a stabilizer bar system within a U-Bolt Assembly. Valve inlet (bottom) connection are female pipe threads and outlet (top) connections are available with female threads, male threads, or a union fitting. Other options include suction system models with a normally closed secondary poppet which maintain prime, and models with external threads on inlet body which connect to secondary containment system.
Materials:
Body: cast iron(Spray-paint)
Surface: electronic Nickel plated
Seal : Buna-N O-ring
Features :
Flow rate: 0- 120 L/M
Working pressure: 0.2Mpa
Valve closing speed: 0.5s
Lowest shut-off temperature: 75 ?
Medium: water, gasoline, diesel, and kerosene
Operating Environment: -30 ~+55degree
Fire Protection- a fusible link trips the valve closed at 75 to shut off fuel
supply to the dispense.
Integral Test Port - a 3/8" Test Port allows the piping system to be air tested
without breaking any piping connection.
Low-Profile Tops- Female and Union-top double-poppet valves have a low-profile top to allow upgrading from single-poppet valves without changing existing piping.
100% Factory Tested.
Replacement Parts:
Key Description Weight
1 Protect pin
1 Cap(Single) 0.795kg
2 Cap(Double) 0.895kg
Package:
Net Weight Cross Weight Dimension
18kg/case of 6 20kg/case of 6 37.5x13.5x39 cm /case of 6
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.
work, the organisations in which they carry out that work
have changed much less than might be expected. In an article in the McKinsey Quarterly last year, Lowell Bryan
and Claudia Joyce, two of the firm s consultants, argued that “today s big companies do very little to enhance the
productivity of their professionals. In fact, their vertically oriented organisational structures, retrofitted with ad hoc
and matrix overlays, nearly always make professional work more complex and inefficient.�In other words, 21st-
century organisations are not fit for 21st-century workers.
Mercer Delta, a consulting firm that specialises in “organisational architecture� re fuel dispenser cently observed that “the models
and frameworks that shaped our leading organisations from the end of the second world war through the
conclusion of the cold war are clearly obsolete in this new era of e-business, perpetual innovation and global
competition.�The design of today s complex enterprises, says Mercer Delta, requires an entirely new way of
thinking about organisations.
The classic structure in which organisation man felt comfortable consisted of a number of business units that
operated similarl fuel dispenser y but separately. They were controlled by a head office that determined strategy and watched
over its implementation. It was a system of command and control in which everybody knew his place, made visible
in the organisation charts that laid down the corporate hierarchy.
A surprising number of companies today st fuel dispenser ill have much the same
command-and-control structure that they had 50 years ago. According to
the Boston Consulting Group, what it calls “the imperialist corporate
centre�is still the most common type of headquarters. And companies that
do decentralise decision-making and accountability often recentralise it
again when they run into trouble.
Twenty years ago, Motorola, a co-inventor of the mobile phone, was a
tightly centralised business. Three men in its headquarters at Schaumburg,
Illinois (including Bob G
