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Memmert CO2 Incubator INCO CO2 Incubator

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Cell cultures, tissue cultures and bacteria cultures, as well as micro-organisms, need protection in a controlled and physiologically ideal environment.

Alarm functions, three-fold overtemperature protection and simultaneous display of all parameters provide safety for samples and cultures in medicine, life science, environmental technology, bacteriology, virology, biology, biotechnology and zoology.

  • Temperature range up to +50 ℃
  • 3 model sizes (108l, 153l and 246l)
  • The standard INCO appliance can be expanded with 7additional modules
  • State-of-the-art control technology based on the P performance class for all models
  • Humidity limit control integrated as standard for all models (humidity module with active humidity control system at extra charge)
  • For all models, the inner chamber, including all fittings and all sensors, can be sterilised at 160°C in a 4 hour programme, using the standard STERICard

Lean perfection - top precision !

We never save on essentials. Even in the attractively-priced standard model, the CO2 incubator INCO offers unparalleled precision and reliability. Do you have any further requirements in addition to this? You can put together your own customised INCO from 7 optional and freely combinable additional modules. 

  • Comfort module: Two gas connections with quick release connectors, automatic switch-over between gas bottles (a combination of the comfort module and the O2 module is not possible, since N2 introduction takes place via the second gas bottle connection)
  • Hygiene module: electropolished, seamless laser-welded chamber
  • Communication module: USB interface, “Celsius” standard software for programming and logging, ring memory, printer port
  • CO2 module: Extended CO2 range from 0 to 20%
  • O2 module: Control of oxygen concentration through the introduction of nitrogen, setting range from 1% to 20% O2(a combination of the comfort module and the O2 module not possible, since the N2 introduction takes place via the second gas bottle connection)
  • Premium module: Includes comfort, hygiene, communication and CO2 modules
  • Humidity module: active microprocessor humidification and dehumidification control (40-97% rh)

Uniform temperature distribution: Interior heated on all 6 sides:

For the INCO, the tried and tested Memmert heating concept was once again perfected: heating the inner chamber from all six sides, along with the electronic humidity limit control, is decisive in preventing condensation from forming in the inner chamber, while offering maximum protection to your cell cultures. An aluminium thermal conductive layer supports optimum temperature distribution, and serves as a heat accumulator in case of a temporary power failure. The turbulence-free chamber ventilation ensures a constant and uniform atmosphere.

Stainless steel - a CO2 incubator (almost) for ever

60 years of permanent development work, as well as numerous amounts of feedback from practical experience, are embodied in each of our appliances:

  • The modular manufacturing concept in accordance with the principle of equal parts enables a highly varied and cost-effective production
  • Almost exclusive use of high-quality, corrosion-resistant and easily cleanable stainless steel for the working chamber and housing
  • Heating concept adapted to the specific product for a precise and homogenous temperature control independent of chamber volume and load
  • A wide range of options for programming and documentation using interfaces, Celsius software, integrated log memory and chip cards (features dependent on the controller class)
  • Two-year guarantee for appliances sold outside Germany
  • The temperature values of all CO2 incubators are measured according to DIN 12880:2007-05

Cell cultures, tissue cultures and bacteria cultures, as well as micro-organisms, need protection in a controlled and physiologically ideal environment.

Alarm functions, three-fold overtemperature protection and simultaneous display of all parameters provide safety for samples and cultures in medicine, life science, environmental technology, bacteriology, virology, biology, biotechnology and zoology.

  • Temperature range up to +50 ℃
  • 3 model sizes (108l, 153l and 246l)
  • The standard INCO appliance can be expanded with 7additional modules
  • State-of-the-art control technology based on the P performance class for all models
  • Humidity limit control integrated as standard for all models (humidity module with active humidity control system at extra charge)
  • For all models, the inner chamber, including all fittings and all sensors, can be sterilised at 160°C in a 4 hour programme, using the standard STERICard

Lean perfection - top precision !

We never save on essentials. Even in the attractively-priced standard model, the CO2 incubator INCO offers unparalleled precision and reliability. Do you have any further requirements in addition to this? You can put together your own customised INCO from 7 optional and freely combinable additional modules. 

  • Comfort module: Two gas connections with quick release connectors, automatic switch-over between gas bottles (a combination of the comfort module and the O2 module is not possible, since N2 introduction takes place via the second gas bottle connection)
  • Hygiene module: electropolished, seamless laser-welded chamber
  • Communication module: USB interface, “Celsius” standard software for programming and logging, ring memory, printer port
  • CO2 module: Extended CO2 range from 0 to 20%
  • O2 module: Control of oxygen concentration through the introduction of nitrogen, setting range from 1% to 20% O2(a combination of the comfort module and the O2 module not possible, since the N2 introduction takes place via the second gas bottle connection)
  • Premium module: Includes comfort, hygiene, communication and CO2 modules
  • Humidity module: active microprocessor humidification and dehumidification control (40-97% rh)

Uniform temperature distribution: Interior heated on all 6 sides:

For the INCO, the tried and tested Memmert heating concept was once again perfected: heating the inner chamber from all six sides, along with the electronic humidity limit control, is decisive in preventing condensation from forming in the inner chamber, while offering maximum protection to your cell cultures. An aluminium thermal conductive layer supports optimum temperature distribution, and serves as a heat accumulator in case of a temporary power failure. The turbulence-free chamber ventilation ensures a constant and uniform atmosphere.

Stainless steel - a CO2 incubator (almost) for ever

60 years of permanent development work, as well as numerous amounts of feedback from practical experience, are embodied in each of our appliances:

  • The modular manufacturing concept in accordance with the principle of equal parts enables a highly varied and cost-effective production
  • Almost exclusive use of high-quality, corrosion-resistant and easily cleanable stainless steel for the working chamber and housing
  • Heating concept adapted to the specific product for a precise and homogenous temperature control independent of chamber volume and load
  • A wide range of options for programming and documentation using interfaces, Celsius software, integrated log memory and chip cards (features dependent on the controller class)
  • Two-year guarantee for appliances sold outside Germany
  • The temperature values of all CO2 incubators are measured according to DIN 12880:2007-05
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  1. in some previous coe

    Ditulis oleh Fajar aktif 28th Jul 2014

    in some previous coetmnms has to be the aim of this initiative. However it is important to bear in mind, that even this great projects do not have the capability to destroy the barriers historically established between human groups. I will develop my point. Traditionally, this huge world-wide corporation, which are settled down in many areas all over the globe, and which are compounded by many departments and areas, lack from an effective and formative communication between them. Effective communication can only be achieved when a affective relationship is projected between the subjects. And a social-network or a certain company-policy, eventhough it can be useful to initiate the process, will never be able to culminate it. Therefore, and assuming that personal relationships is sometimes a too complex world, I think that the best option to skip this constrain, would be the following. If each department would record their meetings and then upload them into the platform, all the firm’s employees could acquire immediate and in depth knowledge about what is going on in the different branches and departments. Always bearing in mind the confidentiality that some topics require, that would enable also all employees to give his/her opinion about what is being discussed and create synergies among the different parts of the whole firm.Of course the 90 9 1 rule will operate, and many people interested will perform only as a passive reader, but this gathering of information of the firm processes does not necessarily have to be complementary for the department. If it operated correctly, we could reach the idyllic context of a operative and cooperative company, at a very low cost.Furthermore, there’s another point of view which needs to be taken into account. This new platform can’t be just limited within the company, but it has to be open to the mass-market consumers and potential clients. Athletes in particular but all sport-performers in general, do especially appreciate a value among the others, when it comes to make the decision on what product to purchase. This value is confidence. A sport performer will first look for the advice of his/her coach or colleagues before purchasing any product, and the more essential this product is, the more influence will these pieces of advice have upon the person’s desire of purchase. In other words, if the athlete has to buy a chronometer, the recommendation obtained by his or her coach will not have the same value as the recommendation obtained when the object that has to be purchased are a pair of trainers, which indeed play a very important role on the performance that this athlete will display while competing. Sometimes, these pieces of advice are not only established in personal relationships, but also through social networks. A quick glance through the net will enable anyone to see that many runners (just to personalize in one kind of sport-performer) have created their own internet-platforms where they set their training calendar, and of course share information about their progress. Many conversations in these platforms normally have to do with sports material. Therefore, if Adidas decided to open its internal network to its target users in the market, it would be able to both reach more potential consumers and have an influence upon its consumption desires.Following this argument, I think it is also necessary to see what the competitors in the market have done. Indeed, the direct comparison, as usually happens with Adidas, is with Nike. The American brand launched in the last decade a revolutionary social network named Nike Plus, whose aim was basically to make it possible for runners all over the world to share their trainings, challenge each other and monitor their progress. In a quite short period of time, the previous initiative became extremely popular worldwide, and nowadays it has become one of the main relevant places for advertising at no cost the company’s products. Just copying this model wouldn’t work for Adidas. The key is on innovating, but the idea is already there. What about extending it to other similar kind of sports? Maybe cycling or swimming… What about creating a mass platform, such as Nike +, for the most popular sport on Earth: football? What about giving the chance to many individual sport-performers, who don’t have a personal coach, to contact virtually with an expert from the company that would orientate its activity and also give valuable recommendations on what products to purchase in order to perform better on his/her discipline?Here I’ve just mentioned some ideas which could be interesting, but, of course a much more in depth analysis needs to be carried out in order to see the current and the future situation of the company, and whether it is worth the initiate such a revolution in this area. In a sense, Adidas has already started to walk towards this cooperative model, by opening to everyone the possibility to give an opinion about how this process should be. I just hope that my little pieces of advice will have some utility in the future, and will help the company to expand and be even more successful than it is nowadays http://nspeklqk.com [url=http://wwgxwnn.com]wwgxwnn[/url] [link=http://injfhas.com]injfhas[/link]


  2. The term „learning o

    Ditulis oleh Khan aktif 26th Jul 2014

    The term „learning organization“ in a web 2.0<a href="http://ndmfur.com"> ereinonmvnt</a> offers new possibilities for a globally evolved business like adidas to transform the company into a learning organization. This can be achieved by creating a culture of life-long, self-driven learning in a collaborative<a href="http://ndmfur.com"> ereinonmvnt</a>: an<a href="http://ndmfur.com"> ereinonmvnt</a> in which all employees equally teach and learn, and acquire knowledge and skills in a variety of ways to best suit present and future generations. By using web 2.0 technologies, how should a platform look like to meet all the goals stated above? For sure the usage of for example a social media platform has to be intuitive and very easy to understand, hence user friendliness is a key feature it must have to make the transition for the user as easy and convenient as possible to a new system/technology. Similar to „facebook“ there could be „profiles“ for each employee, again it should be simple to adapt the settings to the personal needs of the employee. If an employee is confronted with a new task and searches for help, he or she should be able to open up a „group“ to start a discussion. Companies also often have redundant information, meaning a problem arises in one department that has been solved by a different department months earlier; by using the platform and discussing the problem globally one would find solutions much faster and efficient ( the same work is not done a couple of times but only once). By improving the search function of the platform people could also use keywords to find important topics that might help them in their decision making process. This interaction could be enhanced by a „working-in-real-time“ option. Projects would not have to be send via email (takes a long time: read-edit-send back- read-edit, ) or intranet but people could equally work on presentations or papers without having to meet physically at the same time. To not loose the connection between employees the platform has to offer video-conference calling options to keep the possibility of discussions and learning experiences. Being able to comment on blogs and being able to like or dislike posts employees would feel as a greater part of the company and its decision making process. This would increase motivation especially if employees can comment on higher management decisions. It is also important not only to access the platform on regular working PCs but as well on the workers tablets and mobile devices to stay tuned no matter where they are. Hence, people do not have to be bound to their workplace physically but can choose to work either from home or somewhere else ( this would most likely increase workers satisfaction immensely). A new social platform might help new employees to get in contact with others more easily through separate chats or different interest groups. Not only new employees but also already integrated employees need to learn constantly to help the organization improve. A new social platform could target especially learning issues not only using traditional training seminars but through e-learning and games ( for example: to improve soft skills and management skills in a game where decisions can be made without the fear of making a mistake in the real world). To encourage self-learning the company could also offer access to a virtual library to support the other measures. To cover the terminology of the university, the company should think about creating a network with influential business schools (such as MIT, Harvard, Oxford, ) to stay up to date to latest research and methods of learning. But how can a company successful implement such a new technology? What exactly are the challenges adidas would most likely have to address? New technologies are always viewed very critically in a company. Workers are absorbed with day-to-day business and usually do not see the point in investing time in new technologies. That is the reason why „change“ in companies has a hight probability to fail. The new platform will be put out from the top-management, hence we have a top-down approach, workers could feel scared and overpowered by just implementing it from one day to another. Change takes time, hence it is recommended to use core business function users as early adopters. This small group of people will try and improve the system and spread the word about it. „ Word of Mouth“ could be a key concept to make people want to know about it, so using a pull rather than a push system/approach. It is also important to have early adopters not only in the middle management but throughout the hierarchy, to have them act as role-models. This is very important since most likely the generation X will not have too much motivation to adapt to new technologies but if they see somebody from the top management who is their age or even older use it that might convince them to join in and not feel reluctant or aggressive against the change. Starting small e-learning groups that exactly tackle the problem of „how to use the platform effectively“ will also motivate people and takes away the fear of using a new technology. Of course this platform will on the long run change the companies culture to a more democratic workplace using 2-way communication but still this has to be encouraged in the beginning. The company should think about a reward system to have an internal promotion if workers are willing to comment or blog or open up discussions.It is important to stress the benefits of the platform in the early stages of the change to make sure they out-weight negative feelings about the new technology. Adidas also has to be aware that every change (in the short-term) causes a „shock curve“ in its employees behavior. There will be a loss of performance in the intermediate stages of the process but on the long- term there will definitely be an increase to a higher level. But what happens if a top-manager posts a discussion on a Saturday night? How will employees react upon that? They definitely will feel pushed to work as well on the weekends, since the top-managers have a role-model function. This will cause major riots for sure. To navigate around such problems a company must agree on a specific code of conduct and also policies on exactly when and how to use the platform. But what happens if the Saturday night post is already online and employees are threatened and post „sarcastic“ rather than productive comments. How does the management and the company react properly do not cause a „shit-storm“ or a riot/protest of some sort? The company should react very diplomatic to ease the situation but this will not be easy. Hence it will be better to be aware of possibly arising troubles before, to be able to have a proper solution at hand. If the implementation was successful how can adidas now keep the spirit up and still encourage workers to self-organize their learning habits and be involved by posting and commenting using the platform. Again theories have been developed to help organizations understand the principal use of a platform such as the „90-9-1“-Principle or the Forrester ladder. Both target at participation inequalities not only on regular platforms but especially for enterprise platforms (apply for both). Both theories state that the majority of platform users will be „lurkers“ who will not post, comment or like but only look at the content (around 90%). Around 9% will be intermittent contributors who post or comment irregularly, but only 1% of the company will be considered heavy contributors. Since the blogs, comments, etc will most of the time will be done by only 1% of the company it will not be representative for the entire community. The management has to be aware of that as well of the fact that they can not expect every employee to interact in an internal social network. The implementation of the new social network will have major influences not only on the short term but especially on the long-term development of adidas. By encouraging a culture of life-long, self-driven learning in a collaborative<a href="http://ndmfur.com"> ereinonmvnt</a>, adidas will eventually change the traditional approach of traditional learning assessments to a more flexible and more efficient way. The workplace will not be as hierarchically structured anymore, because the different hierarchical levels will interact more and develop a more democratic approach to solutions. What initially started out as a top-down approach might end up as an bottom-up incentive. The implementation could encourage also proactive behavior of the employees by motivating not only extrinsically but also intrinsically (the strategy of rather having pull factors than push factors). If people adapted well to the new system the company could also consider to open up part of discussion rounds to the public. For example if a new design is approved by the market researchers but has not been tested on the real market, adidas could use the network in a separate space to have employees and customers interact. Again one has to put certain guidelines on how to address customers and write responses properly that they do more good than harm! To sum it up, the new social platform offers a variety of possibilities but also challenges. In the long-term, I am sure a successful implementation will serve adidas as a major asset to keep being competitive in the market by reducing costs, increasing efficiency and having highly skilled and motivated employees in a learning<a href="http://ndmfur.com"> ereinonmvnt</a>.


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  5. 註:今早聯絡了公會教育部的Jonatha

    Ditulis oleh Sunil aktif 11th Jul 2014

    註:今早聯絡了公會教育部的Jonathan Ng 他對文章有以下的回應 看來是一個好開始 我們會對此事繼續跟進 "Dear Bittermelon,Thank you for your email.I duly noted your comments raiesd at the YAA column. These are fair comments. In fact, I share your sentiment that we should be sensitive to the worries of the old students and devise a plan to help them transit to the new framework. You may wish to note that we are planning to work with the course providers to arrange module and final preparation seminars with the focus on the changes in syllabuses. We will also revisit the need to extend the final examination with optional questions (currently only offer in the two examination sessions in 2011 as a transitional arrangement). Please rest assured that we are trying our best to cater for the old students caught up by the new system.With kind regards,Jonathan________________________________________Jonathan NgDirector, Student Education & TrainingHong Kong Institute of Certified Public Accountants"


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