Two Prp19-Like U-Box Proteins in the MOS4-Associated Complex Play Redundant Roles in Plant Innate Immunity

Plant Resistance (R) proteins play an integral role in defense against pathogen infection. A unique gain-of-function mutation in the R gene SNC1, snc1, results in constitutive activation of plant immune pathways and enhanced resistance against pathogen infection. We previously found that mutations in MOS4 suppress the autoimmune phenotypes of snc1, and that MOS4 is part of a nuclear complex called the MOS4-Associated Complex (MAC) along with the transcription factor AtCDC5 and the WD-40 protein PRL1. Here we report the immuno-affinity purification of the MAC using HA-tagged MOS4 followed by protein sequence analysis by mass spectrometry. A total of 24 MAC proteins were identified, 19 of which have predicted roles in RNA processing based on their homology to proteins in the Prp19-Complex, an evolutionarily conserved spliceosome-associated complex containing homologs of MOS4, AtCDC5, and PRL1. Among these were two highly similar U-box proteins with homology to the yeast and human E3 ubiquitin ligase Prp19, which we named MAC3A and MAC3B. MAC3B was recently shown to exhibit E3 ligase activity in vitro. Through reverse genetics analysis we show that MAC3A and MAC3B are functionally redundant and are required for basal and R protein–mediated resistance in Arabidopsis. Like mos4-1 and Atcdc5-1, mac3a mac3b suppresses snc1-mediated autoimmunity. MAC3 localizes to the nucleus and interacts with AtCDC5 in planta. Our results suggest that MAC3A and MAC3B are members of the MAC that function redundantly in the regulation of plant innate immunity

Emergence and evolution of the renin–angiotensin–aldosterone system

The renin–angiotensin–aldosterone system (RAAS) is not the sole, but perhaps the most important volume regulator in vertebrates. To gain insights into the function and evolution of its components, we conducted a phylogenetic analysis of its main related genes. We found that important parts of the system began to appear with primitive chordates and tunicates and that all major components were present at the divergence of bony fish, with the exception of the Mas receptor. The Mas receptor first appears after the bony-fish/tetrapod divergence. This phase of evolutionary innovation happened about 400 million years ago. We found solid evidence that angiotensinogen made its appearance in cartilage fish. The presence of several RAAS genes in organisms that lack all the components shows that these genes have had other ancestral functions outside of their current role. Our analysis underscores the utility of sequence comparisons in the study of evolution. Such analyses may provide new hypotheses as to how and why in today's population an increased activity of the RAAS frequently leads to faulty salt and volume regulation, hypertension, and cardiovascular diseases, opening up new and clinically important research areas for evolutionary medicine. ELECTRONIC SUPPLEMENTARY MATERIAL: The online version of this article (doi:10.1007/s00109-012-0894-z) contains supplementary material, which is available to authorized users

Hybrid optimisation of added value with Value Stream Mapping and Methods-Time Measurement

This paper is about a new methodical approach of the joint and simultaneous application of Value Stream Mapping and Methods-Time Measurement (MTM). The focus of Value Stream Mapping is the alignment and combination of individual processes to form a continuous, efficient value stream through the organisation (macro consideration). MTM provide an exact determination of times and focuses on executions of individual tasks and working places (micro consideration). A hybrid optimisation of added value originates from the reasonable and useful combination of Value Stream Mapping and Methods-Time Measurement for increasing productivity, reducing lead time and exact determination of times

Order Management by means of the 3-L-PPC Concept

The growing attempts of small and medium-sized enterprises to co-operate with other businesses of their size reflect the difficulties that SMEs face in coping with the current demands on manufacturing enterprises in Germany. By collaborating in networks, SMEs are able to achieve the same market power and economies of scale as large companies as well as the flexibility and rapid response typical of a small enterprise and its proximity to customers. Through the use of process and employee-oriented manufacturing structures and the introduction of decentralised, autonomous organisational units, the successful market performance of SMEs can be achieved

Order Management by means of the 3-L PPC® Concept

The growing attempts of small and medium-sized enterprises to co-operate with other businesses of their size reflect the difficulties that SMEs face in coping with the current demands on manufacturing enterprises in Germany. By collaborating in networks, SMEs are able to achieve the same market power and economies of scale as large companies as well as the flexibility and rapid response typical of a small enterprise and its proximity to customers. Through the use of process and employee-oriented manufacturing structures and the introduction of decentralised, autonomous organisational units, the successful market performance of SMEs can be achieved

Order Management by means of the 3-L-PPC-Concept

The growing attempts of small and medium-sized enterprises (SMEs) to cooperate with other businesses of their size reflect the difficulties that SMEs face in coping with the current demands on manufacturing enterprises in Germany. By collaborating in networks, SMEs are able to achieve the same market power and economies of scale as large companies as well as the flexibility and rapid response of a small enterprise and its proximity to customers. Through the use of process- and employee-oriented manufacturing structures and the introduction of decentralised, autonomous organisational units, the successful market performance of SMEs can be achieved

Order and Information Management in Production Networks

Competition in the manufacturing industry has heightened in recent years, thus necessitating a far-reaching rethinking process in corporate management. Especially small and medium-sized enterprises (SME) are in urgent need of concepts and solutions enabling them to successfully tackle the necessary shift towards manufacturing structures that are in line with market requirements. Today the advantages of decentralized, process and staff orientated manufacturing structures are beyond dispute. With regard to production planning and control, this means to commit planning and control activities into the hands of product-focused and responsible organizational units. Special regard must be paid to an extensive information supply on time to match the demands of the users and help solving problems. In consequence, it is necessary to abandon complex planning procedures and turn to simple, transparent methods and tools along with a decreased expenditure for data capture and maintenance