Papajim, forget Vegas, for 40 grand this oversized oatmeal carton had better come with a fellatio machine.

Strike and Spare Family Bowl, 213 Hayfield Dr.: Unlabeled chemical bottle; no stem thermometer; tops of equipment and floor dirty; person in charge did not know proper reheating temperatures. 85 (95 followup)

I will second Papajim ‘For $39k this truck should come with first class tickets to Vegas.’ I will add 5 nights at Luxor Hotel.

"We’re going to have to do some work in it," he said. "We don’t know the date we’re going to open yet."

I once had a 2010 Ranger 4 cylinder auto with the factory 4:10 rear. It was so low that it made first gear just about useless. I seem to recall that the stick shift Rangers back then were equipped with a 3.73 rear.

5. Inconsistent date marking was observed throughout facility, numerous items date marked for 8-10 days. Operator re-dated all items for the proper seven total days.             

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Those who Live Mas or Think Outside the Bun can soon make a "run for the border" near the Indiana/Illinois state border.

Flaherty hoped that the end result would be an engrossing story that has an actual arc. Making movements central to the story would allow the interactive methodology starts to "disappear," he said.

The chain diner at 720 E 81st St. shuttered its location near the now-demolished Star Plaza Theatre and Radisson at Star Plaza hotel.

All these homes are currently connected to the wider network by a single electricity line. For a small community such as this, as few as five to 10 houses with rooftop solar and batteries could assist in reducing the power transported through the electricity line, thus maintaining the power at the required level for safe conditions during times of high demand.

Down the hall from his office, Byford had commandeered a small, windowless “war room” in which to concentrate his thinking. The furniture was minimal, the lighting bright, and the walls, made of whiteboard, were covered with lists, charts, arrows, boxes, job titles, question marks, and exhortations in red and black and blue and green Sharpie. “I’m determined to change the structure of the organization, make it more lean and decisive,” Byford said, pointing at an ornate flowchart with numerous inscrutable acronyms. “I want to get it down to eight levels between the president and the front-line worker, allow for lateral movement, career advancement. You see?” I did not see. He directed my attention to a large planet labelled “Customer,” which was being orbited by boxes bearing “Capital” and “Ops Support” and other important cargo. “It’s a customer-centric continuous-improvement model,” he said.