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To switch the feeding of the engine, a cover 2 should be turned until the color label on a cover has settled against the pointer 3. The cover fastens by means of three nuts and cranes 1.

Labels meaninigs: blue A - feeding by cold air ( in summer), red B – feeding by warmed air (in winter).

The dry filtering element consists of the cardboard "accordion" fixed between circular elastic rings and covers from a nonwoven synthetic material, which is used as an element of preliminary cleaning. The filtering element 8 is set in the air filter for cleaning the air and ventilation the crankcase of the engine. The air enters it from the air filter and moves downwards to the cylinder heads in the driving shaft.

The seven step path to better decisions.

Stop and think.

One of the most important steps to better decisions is the oldest advice in the world: think ahead. To do so it’s necessary to first stop the momentum of events long enough to permit calm analysis. This may require discipline, but it is a powerful tonic against poor choices.

The well-worn formula to count to 10 when angry and to a hundred when very angry is a simple technique designed to prevent foolish and impulsive behavior. But we are just as apt to make foolish decisions when we are under the strain of powerful desires or fatigue, when we are in a hurry or under pressure, and when we are ignorant of important facts.

Just as we teach our children to look both ways before they cross the street, we can and should instill the habit of looking ahead before they make any decision.

Stopping to think provides several benefits. It prevents rash decisions. It prepares us for more thoughtful discernment. And it can allow us to mobilize our discipline.

Clarify goals.

Before you choose, clarify your short- and long-term aims. Determine which of your many wants and don’t-wants affected by the decision are the most important. The big danger is that decisions that fulfill immediate wants and needs can prevent the achievement of our more important life goals.

Determine facts.

Be sure you have adequate information to support an intelligent choice.
You can’t make good decisions if you don’t know the facts.

To determine the facts, first resolve what you know and, then, what you need to know. Be prepared to get additional information and to verify assumptions and other uncertain information.

Once we begin to be more careful about facts, we often find that there are different versions of them and disagreements about their meaning. In these situations part of making sound decisions involves making good judgments as to who and what to believe.

Here are some guidelines:

Consider the reliability and credibility of the people providing the facts.

Consider the basis of the supposed facts. If the person giving you the information says he or she personally heard or saw something, evaluate that person in terms of honesty, accuracy and memory.

Remember that assumptions, gossip and hearsay are not the same as facts.

Consider all perspectives, but be careful to consider whether the source of the information has values different than yours or has a personal interest that could affect perception of the facts.

Where possible seek out the opinions of people whose judgment and character you respect, but be careful to distinguish the well-grounded opinions of well-informed people from casual speculation, conjecture and guesswork.

Finally, evaluate the information you have in terms of completeness and reliability so you have a sense of the certainty and fallibility of your decisions.

Develop options

Now that you know what you want to achieve and have made your best judgment as to the relevant facts, make a list of options, a set of actions you can take to accomplish your goals. If it’s an especially important decision, talk to someone you trust so you can broaden your perspective and think of new choices. If you can think of only one or two choices, you’re probably not thinking hard enough.

Consider consequences

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