Personal Affiliations and Networking Essay

I arrive at my place of work at 7. 00am. As soon as I arrive I have a shift change over meeting with the night staff. At this meeting I would be told if there were any problems in the night with any of the service users. Next I collect the keys to my house where I will be working. I work in house 2 where I support two service users. Once I enter the house I wake up the service users by knocking on their doors and calling their name. Once they are up I support them with personal care, this involves showering them, washing their hair and if a male service user, I assist in giving them a shave. I also prompt them to clean their teeth. I always wear gloves with any personal care for infection control and always change them for each service user. I then prepare breakfast, I give the servicers a choice, but usually this would be cereal with coffee. On an afternoon shift dinner is from then menu which the service users both plan with my support. When doing this I always wear protective gloves for hygiene reasons. My next job would then be to administer medication. I also have to wear gloves for this as well for hygiene reasons. I also have to use a medicine pot to put the meds in to pass to the service user. Once I have witnessed the medicines being taken I then sign to say they have been given. Service users normally go to their day centres between 8. 30 and 9. 00am. Once they have gone I do their washing and housework. I also use this time to make appointments if needed. These would include doctors, dentist or even hair appointments. Another role in job is to do finances for the services users. Every shift I will count their money which is locked in a cupboard I collect keys for this from the shift leader. Count the monies to see that there are no discrepancies. I would also take money for food which is done on a weekly basis. This is called cash and balance. I sign on the relevant finance sheet to record that I have done this. At the end of each shift I fill in a record called a daily sheet I record on this what I have done with the service user. These records as well as the finance sheets are confidential as must be always treated as such. This means not discussing with any irrevent people my service users finance situation and any private issues they may have. This is very important. When working with any new service users I would always firstly read their care plans. This allows me to understand the service user’s needs and the way personal care and feeding should be undertaken. It is very important I read this as every service user is different and have different needs. These plans also tell me if the service user has any communication issues i. e. ; unable to speak use sign language etc. When taking a service user out I would always read the risk assessment. This will indicate to me any problems or things needed to do before taking someone out. This could include things like service user not being able to climb stairs use escalators or having a fear of lifts. It also tells me if a service user could get violent or distressed in crowds also if any special equipment is needed this could include wheelchairs or walking aids. If a risk assessment is not available for what I want, for example taking someone to the pictures I would create a new one and get it signed off by a team leader or manager. This is a true account of my duties in my job role as a residential support worker.

Performance Management Essay

â€Å"Talent now gravitates to an organization that is flexible, has strong values and a robust performance ethic (Bhal, 2002).† In any organization no matter the size performance management is a critical element in regards to the human element that is the foundation of the organization. In order to effectively place, manage, and develop personnel a performance management plan is an essential part of the development process. In accordance with the previous recommendations for the Bollman Hotel’s planned expansion into India, the following information will be in regards to the alignment, job analysis, measurement, philosophy, and feedback of a recommended performance management plan. Alignment According to Bhal, many of the organizations in the India market have not focused on the human resource aspect of the business module (Bhal, 2002, p. 141). This has left a hard task to overcome for those companies looking to expand into the area. India has seen the need for a transformation in the Human Resource department, in terms of their treatment and beliefs in the management of their personnel. According to Amba-Rao, Petrick, Gupta, and Von der Embse there are four major areas that are said to be under renovation (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 61). The four areas are listed as: first, â€Å"high performance work systems have been shown to be crucial to sustaining global competiveness and they rely upon objective, adequate PA processes†, second â€Å"the productivity of work cultures in Indian organizations is jeopardized by employee PA practices that appear biased, ad hoc and non-integrated into a globally competitive HRM system, third â€Å"Indian managers have been criticized for not involving employees in the PA process†, and lastly â€Å" managerial values that are national culture-based, organizational culture-based and firm ownership-based can enhance or inhibit individual and organizational performance satisfaction† (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 61). These are the misconceptions and obstacles of that must be overcome for any organization venturing into India. Organizational Performance Philosophy Company philosophy must integrate the Indian culture as the expansion of the Bollman Hotel expands. According to Amba-Rao, Petrick, Gupta, and Von der Embse, studies have shown a low expectation of Indian workers as it relates to empowerment, effiecency, and development (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000, p. 65). This should be a strong focal point as Bollman looks into the expansion into this country. By ensuring that all of the employees feel they are valued and entrisical to the operations and success of the organization it will help the overall morale of the organization. As described by Cascio the treatment and philosophy of that employees ascribe to an organization is called employee relations (Cascio, 2010, p. 548). These are essential considerations in the development of the performance plan for the expansion of the Bollman Hotel. Job Analysis In the HRM field job analysis is defined by Cascio as â€Å"the process of obtaining and information about jobs† (Cascio W. , 2010, p. 163). In order to properly define a skill or job needed in the new market you must first look at the attributes and skill sets desired for each job function. Employees are the foundation of the organization and to develop and establish a good employee brand is an essential function of any organization. This task will not be a daunting task for the already prevalent Bollman Hotel. However, there will be a need for fine tuning and aligning the merging culture and socio-economics with the current Bollman brand. Measurement Procedures Cascio describes a performance management plan as a form of compass for the employee and employer (Cascio W. , 2010, p. 330). In establishing and assessing performance there must be established goals for each employee and an established measurement of each goal for that employee. In the instance of the Bollman Hotel, set measurements could be established based upon  customer complaints per 10 customers for example. Another measurement could be the number of return business clients per quarter. Skill Gaps and Delivering Performance Feedback By establishing a firm expectancy and goals for each employee and defined job descriptions this will help to ensure a quality performance plan. India employee pool is looking for an organization that will promote from within and place an emphasis on the development of each employee. The assessments need to be a formal integration into the policies and performance system in order to avoid skill gaps and performance gaps. A strong training, coaching, and integration process is essential to ensuring each employee is aware of their expectations and receive proper training for each desired job function (Bhal, 2002). In the Indian culture by making biased decisions and not giving a fair appraisal to each employee with the necessary feedback is a critical mistake that has plagued the Indian human resource arena (Amba-Rao, Petrick, Gupta, & Von der Embse, 2000). India has seen a strong acceptance of open discussion in terms of feedback from employees during appraisals. This will help to foster a rapport a mutual understanding of expectations and goals listed for each employee. This also gives the manager the opportunity to establish a form of relationship with the employees and allows for a free flow of information up and down the chain of command. However, by doing this the manager need to ensure that the respect and communication is respectful and mutually beneficial (Bhal, 2002). Cascio has listed some useful feedback methodologies. The goal of each appraisal feedback session should look to improve and provide the employee with valuable information needed to advance and excel within the organization (Cascio W. , 2010, p. 341). Appraisals are also in compliance with the Labor Relation Laws of India and the documentation required to terminate an employee if need be. The use of comparisons or ranking systems may be a negative reinforcement system in terms of feedback per the India cultural and socio-economic systems in place (Bhal, 2002). This will also add to the divide of the cultural systems currently in place. Conclusion In essence a formal and detailed performance management system is essential to building a strong foundation for Bollman Hotel’s to flourish and thrive. In knowing the driving force behind the culture and what problems lay in waiting that could be the potential downfall of the hotel. By having strong communication and a good feedback system in place it will ensure that to break the stereotypical human resource conceptions and establish a strong foundation work force for Bollman. References Amba-Rao, S. C., Petrick, J., Gupta, J. N., & Von der Embse, T. J. (2000). Comparative performance appraisal practices and management values among foreign and domestic firms in India. Int. J. of Human Resource Management, 11(1), 60-89. Bhal, K. (2002). Perceived Role of Human Resource Management in Indian Organizations: An Empirical Study 1. Global Business Review , 3(139), 139-152. Cascio, W. (2010). Managing Human Resources. New York: McGraw-Hill Companies . Cascio, W. F. (2010). Chapter 14 Procedural Justice and Ethics in Employee Relations. In W. F. Cascio, & 8th (Ed.), Managing Human Resources (pp. 546-575). New York, NY: McGraw-Hill Companies.

Globalizaiton esse

Balancing the Paradox of Localization and Globalization: Research and Analyze the Levels of Market Involvement for Multinational Carmakers in China's Market Authors: Chin June Jiao Gagging Tutors: Dry. Philippe UDDI, Dry. Mikhail Lundeberg Program: Master's Programmer in Leadership and Management in International Context Subject: Level and semester: Master's Thesis Masterly Spring 2008 Baltic Business School CHIN June ;JIAO Stating 16/05/2008 Acknowledgements Our Personal Thanks We want to thank the following people for their continued supports throughout this p Seagram and their help in writing this thesis.Without their help, this thesis would not have been possible. In the first place, we would like to give thanks to our professor, Dry. Philippe UDDI for his supervision, advice, and guidance all through this research. Above all and the most needed, he provided us great encouragement and support in various ways. We also sincerely appreciate Mr.. Mikhail Lundeberg for his encourageme nt, supervision, constructive suggestions and professional advices to us during the research. His crucial contribution to the thesis is of great significance. His involvement with his originality has rigged and nourished our intellectual maturity.Abstract Field: Master thesis in change management Number of Pages: Title: Chin June ; Jiao Gagging Supervisor: Mikhail Lundeberg, Baltic Business School, Kalmia, Sweden Submission Date: 16th May, 2008 3 Executive Summary: Multinational Corporations (Mans) are facing the paradox of globalization and localization in entering each new market. Generally, there are two perspectives which regard to how a NC configure its crossbred activities: The first is global convergence perspective, which focuses on leveraging corporate resources and attaining global synergies.The second is international diversity perspective, which lays more emphasis on local adaptation and harnessing diversities s. Both perspectives have their pros and cons, a balance betw een international standardization and local adaptation is vital. For the major Auto China market is as clear as day to everyone. This paper focuses on how the major Auto Giants balance the paradox of globalization and localization in the China market. In other words, how the Mans deal with the dilemma of globalization and localization under different strategic contexts?The eavesdropping auto market is one of the embodiments of that transfer process. So, our research on the major carmakers' activities in China's automobile industry lies in the current issue of the rise of China. The paradox of globalization and localization for multinational companies is not new anymore; however, it doesn't necessarily meaner that they are invalid or meaningless. Instead, it is a forever topic as the countries in the world is more and more economically interrelated.Moreover, the theory itself has been developing ever since. Nowadays, multinational companies are dominating the world economy, so is goi ng to be in China. Combined with the background of China's unique business environment, the theory could be further applied and developed. The free participate on of Mans in the China's market and their fierce competitions is the reason why ordinary Chinese customers are enjoying a great variety of commodities, comparing to 15 years ago when only limited types of inferior products were available.With regard to the choice of the industry, several industries were available for us to study the localization of Mans in the China market. Besides our personal interests on it, automobile industry is better than any others for researching Mans' global strategies. The automobile industry, due to its importance, is a popular topic in the academia. As a result, the accessibility of relevant literatures is high,

The Transcendent Legacies of Hinduism and Confucianism Essay

The Transcendent Legacies of Hinduism and Confucianism - Essay Example Piety in This World 4 Confucianism may, in practice, be an intricate system of moral, philosophical and social thought but it has long held the status of a religion in China as Hinduism has for hundreds of millions in India and throughout Southeast Asia. For many, the comparison between the two begins and ends there. Hinduism is, after all, a polytheistic religion with thousands of deities in which reincarnation plays a prominent role. Salvation only comes after the soul is at long last freed from the cycle of birth and death. For adherents of Confucianism, the journey toward perfection happens in life and can be judged based on the extent to which an individual attains strong moral and social development during life. Whereas Hinduism holds the promise of eternal reward for the worthy soul, Confucianism teaches that living a life in which one serves others holds its own rewards. â€Å"The superior man can achieve complete self-realization only in his public vocation. It might indeed be stated that a commitment to public service – even when such service is unattainable – forms one of the basic criteria distinguishing the Confucian ideal of self-cultivation†¦Ã¢â‚¬  (Wright, 1959). The other side of this proposition is that society can only be brought into balance when men who have attained a state of self-realization serve the community, in official capacities, as sages (Ibid). Service to one’s fellow man is also an important tenet of Hinduism. The cycle of death and rebirth can be broken and nirvana attained by acting ethically and charitably toward others; by seeking wisdom; through meditation; and by renouncing worldly possessions. Hindus believe that when a person dies, the moral weight of their actions dictate what becomes of them in...For many, the comparison between the two begins and ends there. Hinduism is, after all, a polytheistic religion with thousands of deities in which reincarnation plays a prominent role. Salvation onl y comes after the soul is at long last freed from the cycle of birth and death. For adherents of Confucianism, the journey toward perfection happens in life and can be judged based on the extent to which an individual attains strong moral and social development during life. Whereas Hinduism holds the promise of eternal reward for the worthy soul, Confucianism teaches that living a life in which one serves others holds its own rewards. â€Å"The superior man can achieve complete self-realization only in his public vocation. It might indeed be stated that a commitment to public service – even when such service is unattainable – forms one of the basic criteria distinguishing the Confucian ideal of self-cultivation†¦Ã¢â‚¬  (Wright, 1959). The other side of this proposition is that society can only be brought into balance when men who have attained a state of self-realization serve the community, in official capacities, as sages (Ibid). Service to one’s fellow man is also an important tenet of Hinduism. The cycle of death and rebirth can be broken and nirvana attained by acting ethically and charitably toward others; by seeking wisdom; through meditation; and by renouncing worldly possessions. Hindus believe that when a person dies, the moral weight of their actions dictate what becomes of them in their new incarnation.

Alcohol Drinking Essay Example | Topics and Well Written Essays - 750 words

Alcohol Drinking - Essay Example It makes one feel better after a hard day at office, in the playgrounds, at theatres, in shopping malls and even when standing before the teetotaler. There is nothing specifically that can happen in a neighborhood. Well, if this is the way you have been thinking on consuming liquor and avoiding academic statements, it is fine to the extent that you have been consuming liquor moderately and not more than 3-4 times a week (Who should not drink alcohol). Obviously irrespective of what scientists and doctors say, alcohol is a pleasant drink. Scientists have now veered to the view that drinking is all right as long as it is done within limits and the frequency maintained. There is no point in binge drinking during weekends and staying sober the rest of the week. This does more harm than good according to research conducted on drinking (Alcohol: Our Favourite Drug). However, moderate drinking which consists of consuming two to three drinks has health benefits. It stops heart attacks and improves blood circulation. It does the work of an appetizer inside the human body and it boosts digestion. On the other hand, people say that the benefits of alcohol are highly one sided. There may be some benefits to the heart. But it still leaves the kidneys and liver vulnerable to attacks by alcohol. So in spite of all the benefits discovered to be present in alcohol there is still the nagging doubt if the drink or two you consume every evening could be irreversibly problematic to your precious liver. There is nothing clear about the benefits or disadvantages of alcohol. Nowadays, scientists are quite clear that alcohol is beneficial to the heart. But it is silent when it comes to the kidneys and liver. Hence, we are back to square one where consuming alcohol is concerned. Therefore, the teetotaler is better off as he quietly battles the possibility of heart attacks by means other than alcohol. Thus, the debate rages on. On the one hand the teetotaler is happy that nothing is clear about the benefits of alcohol. On the other hand, those who consume alcohol moderately merrily point to the scientifically proved benefits of alcohol and agree that the teetotaler does not know the enjoyment that he is missing. Between the lines, those who are teetotalers are caught napping when they are told by the doctors their cholesterol level is high and they need to put in place dietary controls. And also those who consume alcohol are told by doctors that their cholesterol levels are high and they need to control their diets which include their beverages intake. In the circumstances, neither the teetotaler is at an advantage nor is the drinker in position to proclaim safety in his vaunted status. Why we should drink In the ultimate analysis, the drink is a substitute for medicine. We come across many medicines containing alcohol. There is some alcohol in cold syrups. There is alcohol in alternative medicines such as the ayurveda. Cutting across all the din and commotion about having or not having drinks, the alcohol has proved to be a booster for the heart. The liver and kidneys can be handled with enough diet and water consumption. There are people who have lived to over ninety years of age and continue merrily

The Role of Family in Uprising of a Child Essay Example | Topics and Well Written Essays - 750 words

The Role of Family in Uprising of a Child - Essay Example A questionnaire or survey is a popular tool for retrieved data due to its simplicity and a short time to implement the technique. Questionnaires consist of a series of the question asked to respondents on an individual basis to obtain their opinions, attitudes, perceptions and/or description related to a particular situation (Schermerhorn & Hunt & Osborn, 2003). The subjects that participate in a questionnaire which can be administered in various setting such person to person, mail, or virtual setting return the answers back to the researcher directly. The questionnaire design can follow an open-ended format or a structured format that utilizes T/F or multiple choice type questions. The questionnaire design by the researcher writing this report uses the open-ended question to be answered by the subjects participating in the research study. Appendix A illustrated the questionnaire to be administered to the subjects. The results of the survey can help an educator provide consulting on how to improve the scholarly performance of the subject matter. The adults must get involved in the child’s learning process. One of the first things the parents must do is to have a one on one conversation with all the teachers that give the class lesson to the child in order to know if the child has any behavioural problems in class or any learning deficiencies that need immediate attention. Hiring a tutor is the great way to establish a health study habit routine for the child. In our new technologically advanced age there are companies such as Brainfuse that provide online tutoring services for to children in their home (Brainfuse, 2008). Feedback is very important in the educational process. Knowledge is the key to create an effective education plan. If a child has problems learning something a dual program should be in place to provide direct assistance from the parents or professional tutor on the defi cient area, while at the same time giving the child educational project that are challenging in his area of expertise to challenge the child as well as raising his self-esteem by giving him the opportunity to get involve in educational activities the child can master.  Ã‚  

Building construction technology Essay Example | Topics and Well Written Essays - 2000 words

Building construction technology - Essay Example 9 1.0 Introduction This report provides the details of the High Street Plaza Shopping Centre construction. It is located in Towoomba, Queensland, Australia. It will cover the start of the construction until its present condition and information includes when the structure was being built and provides a review of the construction methods, material used, and processes undertaken at that period. This is seen a redevelopment project, and viewed as an important milestone. Constructions are seen as part of economic growth; hence, the new structural design does not only include aesthetic enhancement but also integrates a more comprehensive planning in order to maximize the space into a more useful, long-term multipurpose recreation center that will able to cater more consumers or clienteles. The redevelopment project construction had quite started during the gathering of information and data for this report. In fact the basement of the shopping center was already built and some shoring had been completed. Polishing and work detailing during that period has not been collected due to un-availability. The main purpose of the writer of this report for requesting the hard copy of the complete detail of the program of works is to have a basis for the final review of the construction methods, materials and other issues. Lack of document, however, does not affect the report because the writer provides a thorough assessment through direct interview with the people involved in the project development and construction. Regular visit for on-site observation was also conducted in order to collect all relevant and important issues pertaining to the project. This report seeks to give details on the key issues related to building construction. Particularly, this report will be focused on the redevelopment construction of the High Street Plaza Shopping Center. The report will contain the pre-construction concerns and how they were handled, construction methodology – of structur es that are in place as well as some predictions of the structures yet to be built, materials – that had and were planned to be used to the extent known, and construction practices and future projections of the impact on the local community from an individual, governmental and business perspective. The retail shopping center was built in 1974 and has undergone several revamps since 1979 up to 1997. In an effort to upgrade the retail facilities in the area, a total renovation of almost the entire center was started in 2010. The redevelopment project construction which took seven years planning approximately costs 15 million Australian dollars. It is administered by shopping center owner and J.M Kelly Group director Jim Kelly. The new shopping centre will provide local and national retailers with a state-of-the-art facility strategically located to attract customers from varied demographic groups. The retail development is anchored by Cornett’s Supa IGA, BP Service Stati on, Blockbuster and other 22 new retail tenancies. As it has been mentioned, the

Emergincy Practise Research Paper Example | Topics and Well Written Essays - 500 words

Emergincy Practise - Research Paper Example The following chart provides information regarding the total capacity of each of these hospitals: The total numbers of fire houses or stations within the region of Chicago are 100 Cityofchicago.org 1). The total numbers of fire trucks operating in the region are 60 (Cityofchicago.org 1). The total numbers of fire fighters that are working for the fire department of the city of Chicago are 4,500 and this figure was reported on Chicago Fire Department’s website that was last updated during the year of 2014 (Cityofchicago.org 1). The total numbers of ambulances that are operating in the region are 75 providing basic as well as advanced level ambulatory services (Cityofchicago.org 1). There are a total of 16 police stations located all over Chicago and the total number of police officers that were working for the Chicago Police Department 13, 857 individuals during the period of 2011 (Chicago Police Department

Tesco in Chinese Market Essay Example | Topics and Well Written Essays - 3250 words

Tesco in Chinese Market - Essay Example Question 2: To consider the risk and additional difficulties involved when a UK based retail supermarket expands its outlet to include wider Europe and Central Asia. The aim of the question is to get suitable answers that will aid in the reduction of some particular risks. The discussion will flow in the direction by first providing evidence of research which inform regarding the implications of expanding business in the said geographies and especially expanding in foreign markets. An analysis of the possible risks and steps involved to mitigate such risks will also be mentioned. Question 1: The proceedings of the RICS foundation construction and building research conference stated the following with regards to the client and stake holder briefing during the pre design phase of construction. "Client briefing is considered to be one of the most important stages in the life of a project .. Research in the UK has identified the need for the clients and advisers to be aware of the importance of what can be commonly termed, the strategic level of decision making."(Smith 2002) The research resulted in indicating that client briefing at the strategic level had the most potential for cost savings in the project. The outcome of the briefing can be maximized positively if client advisers at the time of meeting place high priority on: 1. Understanding the project priorities and business objectives 2. Providing advice which assist clients to gain competitive advantage. 3. Being client oriented rather than focusing too much on the details of the project to the detriment of the broader issues and objectives. (Hapanova et. al 2005) The briefing at the pre design stage should no doubt be one that is wholesome and involve all the participants in an active manner. This can be achieved only if the needs and concerns of everyone are addressed. Eventually there arises a need for the development of a process that will systematically solve issues and clarify doubts raised. The process must be useful well organized and sensitive to client and stakeholder needs. Thus any briefing process designed must have the following essentials in order to improve outcomes for the client, the stake holder and the members in the design team. 1. Create various strategic options for the future direction of the organization 2. Actively involve a range and number if different types of stake holder; 3. adopt fair and rigorous means of decision making 4. To allow each participant (the client, stakeholder and the members in the design team) to contribute to the decision making process irrespective of their position and their role in the organizational hierarchy. 5. Involve external stakeholders so that they can contribute to the development of a strategic decision. 6. Provide commitment to decisions made to improve their chances of implementation. 7. be supported by senior management in the process and through the decision makin

The Balanced Scorecard Essay Example | Topics and Well Written Essays - 2250 words - 1

The Balanced Scorecard - Essay Example This direction is centrally provided in four dimensions which include financial, customer, internal process and learning and growth perspectives. SASA is an International Holdings Limited retailing group providing cosmetics. It is incorporated in Hong Kong, now enjoys the position of leading cosmetic provider from Asia. The success of SASA like any other business is the reflection of the effective strategic management. For continuing the practice of effective strategic management, the underlying report develops the Balance Score Card for the SASA Company for the further organized and effective strategic management. Hence, the accounting manager of SASA presents BSC plan to the strategic management of the company. COMPANY REVIEW Established in 1978 in Hong Kong, SASA now owns over 600 brands with 17,000 products to fulfill the customer’s cosmetics needs. SASA now successfully serves customers on more than 270 counters including stores and other options. In additional, service t o customers is also provided on online platform. Euromonitor 2013 rated SASA the largest cosmetic chain among the top 500 retailers of Asia and among the top ten Hong Kong’s retailer groups (SASA, 2013a). ... Under this domain, Sa Sa has around 260 multi brand store and seven specific specialty store in addition to the online service. The brand Management section encompasses nearly 100 brands exclusive and is only brand manager in Hong Kong (SASA, 2013a). EXTERNAL ENVIRONMENT Cosmetic industry in Hong Kong is dominated by the imports from foreign market including France (US $1.7 Bn 2012) and USA (US$ 425 Bn in 2012). Hence, market is dominated by the foreign market; therefore, offers attractive potential for growth for the brand management section of the Sa Sa. The forecasted growth for future of the mentioned import is 13 percent and 15 percent in 2013 and 2014 respectively. Nearly, 35 million tourists from China in 2012 landed and offered potential to the Hong Kong market of Cosmetics and offers wide expansion opportunity to the locals businesses and foreign brands. It is important to mention, that though the potential to growth is extensive as no import duties are charged; however, the market is very competitive and top ten cosmetic provided hold 70 percent of the market (Export. gov, 2013). MISSION The mission statement of SASA clearly identifies its way of doing business. Mission identifies clearly that business concerned to work in four dimensions that include customers, employees, suppliers and overall society (SASA, 2013b). Every strategy of SASA is directed by leveraging expertise and benefits to and from these four pillars of SASA. VISSION The vision of SASA is to develop expanded foot prints with retail value added cosmetics and professional beauty expert service provider in the global market with central focus in mainland in China (SASA, 2013b). INTERNAL STRENGTHS ASSESSMENT (SWOT) Sa Sa is well reputed brand of Hong Kong in cosmetics industry.

Gegheis Khan Term Paper Example | Topics and Well Written Essays - 2000 words

Gegheis Khan - Term Paper Example He was successful in uniting many of the dispersed tribal groups and made the Mongol empire the largest during his life period. Major portions of central Asia and China were under the control of Mongolia during his tenure as the greatest Mongolian leader of all time. No other king or emperor in the history was successful in conquering major portions of Asia as did by Gegheis Khan. In fact Mongol Empire was the second largest Empire in the history of the world. Even though his life and contributions are well known to the world at present, details about his death and his burial place are still unknown to the world. This paper analyses his life, conquest and the ways or strategies through which he expanded the Mongol empire. One of the major problems associated with getting more details about Genghis Khan and his war tactics and contributions, is the fact that his history was not written by anybody during his life period. In fact the only book wrote about him was published around hundre d years after his death. Thus, exact date of birth of Genghis Khan is still unknown even though different historians marked it in different years like 1155, 1162, and 1167. In Mongolia, his birth year is accepted as 1162 even though the controversies regarding his birth date still persists elsewhere. He was born in a noble clan and his father was the clan leader, respected by all the members of his clan. Shortly before he was born, his father, Yesugei, killed a man from an enemy tribe. Yesugei and his wife named their first son Temujin after that vanquished rival. At the time of Temujin's birth, most Mongols were nomadic hunter gatherers who herded sheep and horses. They travelled in clusters of tribal clans and subclans (Wilmore, p.18) Mongolians including the females were excellent horse riders and hunters. In majority of their wars, they used their horse riding expertise and hunting skills judiciously and earned many famous victories. Since ancient Mongolia was a place of differe nt clans and ethnic groups, bloody clashes between different ethnic groups were common in there. Genghis Khan’s clan was one of the most powerful clans in Mongolia and it succeeded in uniting other clans under their wings. The inborn or inherited talents for conducting wars helped them immensely in expanding their territories. When Temujin reached his 10 years of age, his father was killed in a fight by another enemy clan. As per the existing traditions in his clan, he should have become the leader of his clan after the death of clan leader; his father. However, the he was too young to assume the clan leadership and the members of his clan had chosen another person as their leader by expelling him and his family. It was difficult for a young person like Temujin to lead a peaceful life after the expulsion from his own clan. Threats from enemy clans were always in place and Temujin struggled to save his life. Temujin was a brave boy and he was not ready to give up. He fought ha rd for his own survival and his family’s survival. Each battle of survival made him tougher and tougher and educated him many survival principles. He was decided to regain his lost place as his clan leader and the first fight conducted by Temujin was for his clan leadership. Slowly Temujin’s bravery and leadership skills were accepted by his clan and they made him the unquestionable leader of their clan. Immediately after assuming the leadership

An Online Business Expansion Proposal Essay Example for Free

An Online Business Expansion Proposal Essay Dancy’s Fancy Butter is a local, singly owned and operated butter/spread. This business is located in Jacksonville Michigan. The operation started out from a simple request from a friend who wanted to buy the Garlic butter for a party. It was then that Anna Dancy realized the family and friend’s favorite dinner addition was a possible money making venture. The actual business side was at first a bit taunting. Anna had never run her own business, nor had she worked in food service or distributing food. There was a lot to learn that went way beyond the product. She purchased a mobile kitchen unit, and started creating her butter spreads. It was not long before the Health inspector paid her a visit. She was fortunate that she was giving solid advice as to how to move forward with rules in running a food service business. The holdup was minimal and it gave her time to actually prepare for bring her product to a larger customer base then family and friends. Farmer’s markets are the primary selling place for Dancy Fancy Butter. The product is made and kept preserved in the mobile kitchen, and then Anna and family helpers travel thought out the Jacksonville region setting up at Farmers Markets. It has been a great success. Now that she has a year under her belt, and with family and friends living outside of Jacksonville and the state of Michigan Anna Dancy had decided that she wants to explore expanding her internet presences and move into selling and shipping her product to a wider market. The advantages in today’s market for placing access to your product and services online are numerous. For Dancy Fancy Butter being online will open up an opportunity for a larger population to see the products offered. There is an international customer base available into Canada with the location of the company in Michigan. The possible challenges to building an online presence for this company will be assuring there is up-keep for everything from the website through the social media outlets. The online presence is bound to bring in more clients, the significance will be made clear and the management of the online environment will align with the overall goal to be successful in this endeavor. Current Online Competition The online completers that come up in a basic search for butter, butter spread and organic are, Home Earth Balance (http://www.earthbalancenatural.com/), Melt Up! (http://www.meltdirectnow.com/), and Bryanna’s Vegan Butter (http://vegan.com/recipes/bryanna-clark-grogan/bryannas-vegan-butter/). Earth Balance is an off shoot of the Smart Balance products whose parent company is GFA Brands, Inc. so even though this is an natural butter spread, it is still a part of a large company. The website is well organized, and has several appealing features such as a Recipe section and Kitchen Tips. There is not a ecommerce or shopping cart, so the product is only available in stores. The next company Melt Up! is an organic butter spread. The website is very basic. It does have a shopping cart and ecommerce. The site offers a newsletter and runs and RSS syndication on its front page. This sight is a good set up if you are familiar with the product. The third website like or close as a competitor is Bryanna’s Vegan butter. This site is connected to Vegan.com (http://vegan.com). It is more of a blog site. If the site does allow you to buy products, however it takes you off to Amazon to complete your purchase. This websites do have similar products as Dancy Fancy butter, however they are not homegrown, home town products. The advantage to Dancy Fancy butter is it will carry a local feel to all who visit the website. Online Marketing Suggestions and Strategies Three online strategies that are planned for the rolling out Dancy Fancy Butter online expansion will be an email campaign, a Facebook group for the company and third will be content strategy of building Cooking Tips videos for the website.

Debate On Gender Difference Sociology Essay

Debate On Gender Difference Sociology Essay From the moment we born, people have already been attributed as male or female, which is classified by our biological differences of body. However, there are other characteristic, e.g. mental, social definitions of sexes, for dividing us into masculine or feminine. From the past to present, gender difference has long been a debatable topic in our society. Different approaches, mainly essentialism and constructionism, have different view on the origin of gender different. The main debate is that whether gender differences are socially constructed or derive from biological differences. In the following, I will first look back the essentialist and constructionist debate on the issue of gender difference. Then, whether gender is socially constructed in the aspect of family, education and mass media will be argued. For essentialist, it is agreed that gender differences are of an intrinsic of nature, which is related to psychological and physical differences of our body. Determined by different genes and hormones, everyone have their own particular features and attributes. That means that people are born either women or men, which depends on whether they have penis or vagina. Besides, it is argued that gender differences are propelled by natural force which resulted in inequalities between male and female. As men and women are born to be fundamentally different, it is impossible to have an equal society root and branch. Oppositely, the constructionist thinks that the gender roles are created culturally instead of biologically. They argued that gender roles are culturally resulted as our emotion, action, desire and relationships with others are affected by the society and people. As we interact with others every day, we will learn what the society expects for male and female. Through gender socialization, feminine or masculine roles will be taught to the children by various social institutions, e.g. family, region, law and so on. It is claimed that when an infant is born, gender socialization starts. We are doing gender through socially guided activities which shapes our perception of masculinity or femininity. For example, in our society, most of the women are allowed to wear dresses and high heels. While for men having this kind of dressing, they will be classified as abnormal. For this situation, the constructionist will argue that because of the society, it is socially acceptable for women to wear dresses and high heels. The society has a norm that women are allowed to have this kind of dressing and this concept shaped our mind. However, for essentialist, they will argue that it is due to the womens biological organ, women are normal for wearing dress and high heel. Instead of social construction, the distinctive biological dissimilarity of body create these differences. From the above, it is known that there is a fierce debate on whether gender is of biological differences or is socially constructed among essentialist and constructionist. To a larger extend, it is thought that gender is socially constructed. As we are living in a society that we interact with others every day, it is undeniable that gender socialization is happened to us from child to adult. In other words, both Masculinity and femininity is the result of socialization. Thus, this implies that society creates gender role and differences, which is consistent with the view of constructionist. In the following, I will explain how the gender is socially constructed by various agents, including family, education and mass media. From Lindsey (2011), Family is the most crucial primary socialization agent for children since first knowledge and value are learnt. Kimmel, 2011 also claimed that Gender socialization have begun when we born. It is believed that families have the power to affect individuals emotion, behaviors and values. So, during the process of growing of children, they will learn to understand their own gender. Norms and customs of different genders are learnt from parent primarily. When we are small, our parents encourage acts that are consistent with the norm of our gender and prevent us from doing some behavior that are of the opposite gender. For instance, girls are encouraged to play doll while boys are encouraged to play gun. For constructing gender of children by family, there are mainly four ways which is proposed by Ann Oakley. Manipulation is one of the ways that parent encourage behaviors that are appeared to be normal for the childrens gender. For example, boys are encouraged to join basketball practice while discouraged from joining ballet lessons. The second one, canalization, is that parent guides the childrens interest to the activities of their gender. One example is that girls are guided to play cooking sets. Verbal appellation which means that childrens gender are constructed through naming them. Cute girl, dont be so rude. is an apparent verbal expression which teaches the children appropriate act of their gender. The final method is by different activities. Parents usually arrange girls take part in indoor domestic activities while boys take part in outdoor activities. According social learning theory, it is stated that people learn the social behavior primarily by observing and imitating others behavior when they are young. Children spend most of their time at home with their parent which they may learn the gender role from them by observing. A recent research done by Charles (2002) supports this point. It shows that family have a gender stereotype that males generally work outside and females have caring roles. This implies that boys and girls learn this kind of role from observing their fathers and mothers behavior. In addition to family, education also plays a key role in constructing gender identity. School is a place that children are having second stage of socialization. It is clear that children spend most of the time at school after the age of three. So, Formal schooling provides a major medium for children to learn and reinforce the cultural expectations for males and females (Finn et al. 1980; Lee et al., 1994). At school, there is different treatment toward girls and boy. Teachers play a role in socializing girls towards femininity while boys toward masculinity as there must be interaction between teachers and students. From the words of the teacher, it already instills some gender characteristic for the students. For instance, girls are lauded for quiet and elegant, whereas boys are praised for active or speaking up by teachers. Clearly, role or norms of gender are shaped in this approach. Moreover, the content of textbooks or literature that is taught in the classroom may have some knowledge related to gender role. Some literatures with masculine pronoun or history that determined that role of men influence them as it may be the role models which are looking up. Besides, some gender roles are also distinguished from the curriculum. It is known that the curriculum is still different for girls and boys in some developing countries. For the case of Uganda, girls are receiving more knowledge related to family life and home while boys get information of sports or productive still. (Mirembe Davies, as cited in 9789241596435_eng, 2001) Another aspect of education which helps shaping the gender roles is the playground activities. Playground is a place that clearly distinguishes the gender role. For boys, they usually participate in sport game actively. For girls, they would have some social activities or indoor activities. Schools are made up of students with similar age and status. It is common to see that children with same gender play together. In this stage, children have already developed a much intense consciousness of gender identity. Thus, it will soon closure into a more rigid gender roles. From the above, we know that education is also one of agents which the gender constructed socially. Media contribute significantly to construction of gender in our early life. Media are the diversified media technologies that are tried to gain a large audience by mass communication. There are various kind of media, including broadcast, print, outdoor, internet, etc. Throne (1993) claimed that gender role stereotypes are often internalized by children from the media, especially television. Moreover, research done by Anderson, 1986 also shows that television influence childrens lives greatly. For teenagers, popular television drama and magazines help them develop and sustain the lifestyle of their gender through photos or dialogue. Prevalent gender ideologies or characteristics which imply gender differences are transmitted to the adolescent visually and verbally in the media. (Tinkler, 1995) For example, we seldom see male nurse in the television drama. In nowadays, since we have assumed that women are much more caring and benevolent to men, female are more suitable than male to be nurse. Again, gender differences can also be shown in the media which socially constructed the gender identity among male and female. Moreover, adolescents tend to share what they have read and saw through the media. By interaction between youngster, gender are constructed collaboratively. Moreover, it is claimed that presented gender behavior in images by music or movies help adolescents to take the idea of what meant to be a men or women. (Greenberg et al., as cited in d, 1986) When it comes to the media, gender stereotype are also found in different media, especially in propaganda. It is a powerful agent which affects our attitudes, beliefs and the values that we are of ourselves, others and the world. (1018899522353.pdf ) It is not difficult to find female or male stereotype among the news, magazines or on television. For example, advertisements promoting slimming programme and plastic surgery are found everywhere in Hong Kong, from magazine to MTRs advertisement board. Models in the propagandas are stereotyped that women should be slim, beautiful and with big breast. There are also some advertisements promoting masculinity among men. Muscular and powerful are the male characteristics which are stereotyped too. It is found that male characters were presented as a valued role model, but it were supermasculine with personal feature of aggression. (Peevers, as cited in mass media and gender, 1987). In most of the film, men are usually engaged in violent scenes of rape and kill. (Nelson, as cite in mass media and gender, 1985) This shown both good and bad men is aggressive. For instance, in film of Batman, Batman has an image that he is powerful, muscular, and aggressive in killing the bad guys. This c reates gender stereotype. As children or adolescent is easily access to these kinds of film, this kind of stereotype are easily instill in their mind which are process of gender construction. As a result, this kind of gender stereotype may change or shape the childrens view toward gender, which affect them constructing their gender. From the above, it is clear that gender is socially constructed through family, education and mass media. Besides, many socialization agents who are not mentioned play a role in shaping our gender identity. To a larger extend, it is thought that gender is socially constructed instead of biologically construct. Since we are exposed to different socialization agents every day and everywhere, it is impossible to say that we havent affected by the society. Famous sociologist George Herbert Mead also claimed that the self-identity is not present when we were first born, instead, it is developed with social experience.

Heat Transfer Within A Jacketed Reactor System

Heat Transfer Within A Jacketed Reactor System Modeling of heat transfer within a jacketed reactor requires basic knowledge on process heat transfer; reactor design etc. literature review sum up the fundamental on energy balance, method of overall heat transfer coefficient determination and basic understanding of crystallization. These are the basic methods which allow engineers to predict more accurate capabilities during chemical process as well as timing on the process. Introduction Heat transfer is important in agitated vessels due to fluid temperature is the most significant factor for controlling the outcome of chemical, biochemical and pharmaceutical processes. [6] Jacketed agitated vessels for heating and cooling are commonly used in vary types of process applications. Engineers should have working knowledge of how heat transfer and temperature control principles applied to such vessels. Cooling or heating agitated liquid in vessels is a basic technological operation on the chemical, biochemical, pharmaceutical, food and processing industries. The cooling or heating rate depends on how the heat is supplied or removed, the mixing intensity and many other parameters. [5] The temperature needs to be controlled precisely at its desired to meet the requirement of downstream operations. Hence a mathematical model is essential which can predict temperatures accurately. The rate of heat transfer to or from an agitated liquid mass in a vessel is a function of the physical properties of that liquid and of the heating or cooling medium, the vessel geometry, and the degree of agitation. [8] Other factors which may affect the rate of heat transfer include type and size of the agitator and agitator location in the vessel. Most of the jacketed agitated vessels are used as reactor, thus chemical reactions with exothermic or endothermic effects must be taken into account as well. In a vessel containing an agitated liquid, heat transfer takes place mainly through conduction and forced convection, as it does in heat exchangers. [8] Crystallization is a unit operation for separation and production of pure solid materials with desired properties. To develop a batch cooling crystallization process, various operation strategies need to be investigated in relation to seeding, cooling, mixing, fines dissolution, and so forth. [18] In commercial scale process, the reactor size grows larger. In this situation, various problems like ancillary nucleation, attrition, breakage, agglomeration, and dead zone may become severer in relation to the increasing inhomogeneities in the solution temperature and hydrodynamics. Literature Review Modeling of reactors is useful for analyzing data, estimating performance, reactor scale-up, simulating start-up and shut down behavior, and control. [12] Uncertainties such as scale-up options, explosion hazards, runaway reactions, environmental emissions, reactor internals etc, may be explored through modeling. [12] A key aspect of modeling is to derive the appropriate momentum, mass or energy conservation equations for the reactor. One typical application in heat transfer with batch operation is heating the process fluid in reactor, maintaining temperature during the reaction period and cooling the product after reaction complete. [11] Energy Balance The overall thermal energy balance includes the heat entering the system, heat leaving the system, heat accumulation and heat loss. The equation can be written as: In batch process, there is no liquid or fluid entering or leaving the system. If the system is assumed to be perfectly insulated, the energy balance equation can be simplified in: [7] By integration of both sides: For a batch manufacturing process, heat transfer in an agitated vessel is used to design a suitable process or reaction. It is necessary to calculate the time to heat or cool a batch or the cooling capacity required to hold an exothermic or endothermic reaction at constant temperature. [1] The technique is to develop an expression which is relating time for heating or cooling agitated batches to coil or jacket area, heat-transfer coefficient, and the heat capacity of the vessel contents. [11] By rearranging the energy balancing equation, the relevant equation to calculate time is as follow: This equation only can be used in where the utility fluid temperature remains constant or the fluid temperature difference between inlet and outlet is not greater than 10% of the log mean temperature difference between the average temperature of the jacket and the temperature of the vessels content. [8] Precisely, for heating and cooling condition, this equation must be represented in separately: For heating: For cooling If the situation is greater than 10% of the log mean temperature difference, the apply equation will be: W = the mass flow rate through the jacket, C = the specific heat of the fluid in the jacket K = Assumptions are made for solving energy balance equation [11] [17] U is constant for the process and over the entire surface Liquid flow rates are constant Specific heats are constant for the process The heating or cooling medium has a constant inlet temperature Agitation produces a uniform batch fluid temperature No partial phase changes occurs Heat losses are negligible Agitated vessel heat transfer coefficient Process side heat transfer coefficient can be determined by speed and agitator type. For low viscosity fluids, high-speed turbine type agitators will provide good performance. For high viscosity fluids and non-newtonian fluids, larger diameter agitators will be more suitable. [1] Various types of agitators are used for mixing and blending as well as to promote heat transfer in vessels. The correlations used to estimate the heat transfer coefficient to the vessel wall. [2] For agitated vessels: Where hv = heat transfer coefficient to vessel wall or coil, Wm-2à ¢Ã¢â‚¬Å¾Ã†â€™-1 D = agitator diameter, m N = agitator, speed, rps (revolutions per second) Ï  = liquid density, kg/m3 kf = liquid thermal conductivity, Wm-1à ¢Ã¢â‚¬Å¾Ã†â€™-1 Cp = liquid specific heat capacity, J Kg-1à ¢Ã¢â‚¬Å¾Ã†â€™-1 ÃŽ ¼ = liquid viscosity, Nm-2s. The values of constant C and the indices a, b and c depend on the type of agitator the use of baffles, and whether the transfer is to the vessel wall or to coils. Some typical correlations are given below: [2] Flat blade disc turbine, baffled or unbaffled vessel, transfer to vessel wall, Re < 400: Flat blade disc turbine, baffled vessel, transfer to vessel wall, Re> 400: Overall heat transfer coefficient Most utility and process fluid will foul the heat transfer surfaces in an exchanger to a greater or lesser extent. The deposited material will normally have a relatively low thermal conductivity and will reduce the overall coefficient. Fouling factors usually are considered in determining the Overall heat transfer coefficient U. The overall heat transfer coefficient is calculated in this way: Where ÃŽ ± and ÃŽ ±s are the heat transfer coefficients for the process and utility side respectively. On the utility side, fouling resistance 1/ÃŽ ±f can be found from local experience or from Kern (1950). [1] Heat transfer utility fluid Syltherm 800 is a silicone heat transfer fluid. It is a highly stable, long-lasting silicone fluid designed for high temperature liquid phase operation. It exhibits low potential for fouling and can often remain in service for 10 years or more. The recommended using temperature range is. [15] Crystallization Crystallization occurs with generating a sufficient level of supersaturation. The method of generation of supersaturation is to provide heat transfer, which is used in cooling and evaporative crystallization processes. There are two essential steps for crystallization: nucleation and crystal growth. The problems of scale-up in crystallization process can be classified into induced, hydrodynamically induced, and mixes. For example, attrition, breakage, and agglomeration are related to solution mixing and are investigated from the hydrodynamic point of view. On the other hand, ancillary nucleation is caused by increased temperature gradient within the solution together with seed particles generated by attrition or fluid shear and can be considered as an example where the thermal and hydrodynamic effects are mixed. To improve the hydrodynamics deterioration during the scale-up, impeller type, agitation power, and baffle or draft tube design2,8,9 can be modified or newly designed as required. The thermal aspect improvement is performed by the heat transfer enhancement, but the remedies are limited because the heat transfer area to volume ratio decreases inevitably during the scale-up unless other techniques such as vacuum or evaporative crystallization is introduced. Methodology Calculation of time to heat or cool a fixed amount of liquid inside a batch reactor usually assume the process and utility heat capacity and the overall heat transfer coefficient to be constant throughout the calculations. Equations (liquid in jacket) heat input to reactor at T = heat loss by utility liquid with inlet temperature T1 and outlet temperature T2 Rearrange the equation to solve unknown jacket outlet temperature T2 The rate of temperature change of the liquid inside the vessel is given by Solving the above two equations to get process temperature as a function of time Finally, solving for time t where T = Tf Conclusion

Essay --

In the arriving court , the judge exemplifies a lot of challenges , as a quality aspect of the court. According to research a judge is an officer who has been elected to bring justice and reap the law throughout the court of justice (). As a judge, common requirements are measured in order to pursue the job qualification. Therefore , the U.S. Bureau of Labor stated that , â€Å" a judge must attend undergraduate school , which a study of choice is not mandatory. Judges must hold a prior legal practice and hold a Juris Doctor degree. While obtaining the degree , one must complete a series of legal classes at law school approved by the ABA (). After , successfully completing the level of achievement an aspiring must pass a bar exam to move to the next level. After successfully passing the bar exam ,one is appointed as an attorney in till obtaining judgeship. Having a strong board behind you for support can boost one's promotion opportunities into being elected for the judge position. Next , on the personnel staff is the District Attorney best known as the D.A.. A district attorney is a prosecuting officer who shows presentation throughout the state in specific trails (). Duties vary for a DA , duties like educating the public and the enforcement of law about how crime prevention can be stopped. District attorneys have a load of employees working hard their wings. According to significant sites , a DA must hold a legal education and a state licensure. Before , the acquirement of DA requires , a high school diploma and a undergraduate degree of four years is required (). Yet , a Juris doctor from a ABA school is required . As the list of personnel continues on ,the next listed job is the hearing officers. Hearing officers make change over ... ... information giving to him/her (1). Moreover , one must not currently have any felony charges nor been convicted of a felony. The only way that one will not have to complete any form of jury duty is if one is in the armed forces being active duty or working for any professional departments. Juror's really play an important part of the court personnel when making verdicts for the courts. Being on a Juror committee can really be stressful if the case is very popular. If the case is local the juror shouldn't have to stay no longer than a week in till the case is closed. Juror's are not to talk about the case in open conversations with peers beside in the court room , while making serious decisions . The juror's have their own claimed section in the court room where the judge has a close distance between them. The next presented personnel in the courts is the defendant

Police Blunders In The Manson Investigation :: essays research papers

Police Blunders in The Manson Investigation On August 10, 1969 the headline "Actress Is Among 5 Slain at Home in Beverly Hills" appeared on the front page of the New York Times (Roberts). This was the beginning of a investigation of police error which prolonged the arrest of Charles Manson. There were several people who claimed they had heard gunshots and screaming in the early morning hours of August 9. Mrs. Kott, who lived at 10070 Cielo Drive, heard three or four gunshots at what she guessed was to be about twelve thirty to one o'clock a.m. after which she heard nothing. About three quarters of a mile south of the murder scene, Tim Ireland was having an over night party at the camp of which he was a counselor. Everyone had gone to bed when Tim awoke to a man's voice screaming "Oh, God, no, please don't! Oh God, no, don't, don't, don't..." (Bugliosi & Gentry 4). At this time, about twelve forty a.m., he awoke his supervisor, told him about the scream, and requested that he go see if anyone needed help. He drove around the area but saw nothing unusual. Robert Bullington of the Bel Air Patrol was in his parked car when he heard three gunshots spaced a few seconds apart. He immediately called in to headquarters (the call logged in at 4:11 a.m.). Headquarters then called in to LA PD but nothing further was done. About four thirty paperboy Steve Shannon, who hadn't heard anything the previous night, noticed what looked like a telephone wire hanging over the front gate and a bug light on near the house. Mr. Kott also noticed the wire when he went out to get his paper at about seven thirty that morning (Bugliosi & Gentry 4-5). Winifred Chapman, the housekeeper for 10050 Cielo Drive, arrived at the house and also noticed the wire hanging at the gate. She first thought the power was out but then she pushed the button to open the front gate and it did. She began to walk up the driveway when she noticed that there was an unfamiliar automobile in the driveway. She figured, though, that it was only a visitor and continued toward the house. When she entered, she picked up the phone and the line was dead. Thinking she should inform someone, she entered the living room where she noticed two blue trunks which were not there when she left the previous night. A closer look saw that there was blood on the trunks. There was blood scattered about in the living room.

Pom Study Guide

Service Processes – Session 1 The Lean Enterprise Clear focus in operating decisions leads to superior performance But, limits to flexibility, risk of (market or technical) obsolescence, or the routine Operations Strategy is about deciding what solution to offer (product or service), to who, and how to deliver it. [pic] [pic] [pic] [pic] [pic] Manufacturing Process – Session 2 Distinct business processes are appropriate to create distinct value propositions Jumbled flow (job shop) for low volume and highly customized solutions †¢ Disconnected line flow (batch) for multiple products in moderate volumes †¢ Connected line flow (Assembly line) for high volume of major products †¢ Continuous flow for commodity products Important sources of cost differentials †¢ Operations strategy †¢ Operational efficiency The dynamics of the product-process matrix †¢ Positioning in the P-P matrix is not only driven by operations strategy but also by the product lifeline †¢ Moving in the P-P matrix requires changing the entire mindset/culture of the organization [pic] [pic] [pic] [pic] pic] Part II – Business Process Analysis and Improvement Customer Response Performance in Services – Session 3 From parameters to performance If s = 1 server [pic]or use lookup table if s > 1 Parameters sNumber of Servers ?Frequency of arrivals -> x/day / x/hr / x/minute ?Average service time -> days / hrs / minutes ?=1/ ? Service rate ?Utilization; ? = /s CVCoefficient of variation; CV = ? /? (stddev/mean) CVSVariation of service time = / , = 1 if Exponential, 0 if constant. CVAVariation of arrival rate = / , = 1 if Poisson. Average performance measures WqWaiting time WTotal throughput timeLqNumber of customers in the queue LNumber of customers in the system Wq + ? Customer response time Single Server What are the parameters? ?,? , CVA, CVS 1. Find ? = 2. Find Wq from the formula above 3. Lq = ? Wq W = Wq + ? L = ? W Multiple Server 1 . What are the parameters? ?,? , s 2. Find ? = /s 3. Find Lq from table using s and ? ; Assumes CVA = 1 and CVS = 1. 4. Wq = Lq/? W = Wq + ? L = ? W Assembly lineJob Shop CVS0> 1 CVA^v Utilization (target)~90%~60% If multiple production machines, equalize Lq across the production lines Waiting is â€Å"inevitable†, even with less than 100% utilization Scale effects, ? †¢ Utilization effects, ? /(1- ? ) †¢ Variability effects, (CVA2 + CVS2)/2 Little’s Law: Inventory = rate x wait (on average) In general, for stable systems (? < 1), the average inventory in system = average arrival rate x average time in system. Can also be used to calculate the average time in system. L = ? W Managing waits/customer response time †¢ Remove non-value added steps to reduce processing time (? v, ? v) †¢ Reduce variability in demand (CVAv) and process (CVSv) †¢ Pool resources to more effectively use existing capacity (s^) Lessons for Life: Keep slackWhat is the Goa l of the Enterprise? – Session 4 Definitions ThroughputThe rate at which the system generates revenues Production is not revenue Capacity utilization is not the goal, only a possible means to achieve it InventoryThe level of capital invested in the system â€Å"It takes money to make money† †¦ just don’t take too much Money costs money; Opportunity cost of equity, interest charged on debt. Managing with bottlenecks 1. Find the bottleneck 2. Maximize throughput by exploiting the bottleneck o Avoid starving the bottleneck (create buffer for some inventory in front of it). Lost capacity at bottleneck is lost forever o Schedule to keep it busy. Reduce number of setups at the bottleneck (big batches) 3. Elevate: Increase capacity at bottleneck o Reduce length of setup time at the bottleneck o Quality check: Don’t let bad parts be processed on the bottleneck o Offload work to any other resource that can handle it (e. g. cross training, task offloading; res ources in-house or contracted out) o More capacity at bottleneck means more throughput 4. As one bottleneck is resolved, a new bottleneck appears elsewhere. Repeat! 5.Minimize inventory at non-bottlenecks o ‘Drum’ and ‘rope’ scheduling to let the bottleneck set the pace for input materials, to ‘balance flow’. o Reduce batch sizes at non bottle-neck o Efficiency & capacity improvements at non-bottleneck may reduce inventory, but won’t improve throughput 6. Bottleneck early in process simplifies flow management 7. The bottleneck may also be o Accounting systems or focus on operational targets (are not goals, should enable achievement of goals) o Mindsets o Suppliers o Market The â€Å"Goal† approach to management 1. Identify your goal . Identify your bottleneck 3. Exploit your bottleneck a. Don’t starve the bottleneck b. Lost capacity at the bottleneck is lost forever 4. Subordinate all other decisions to step 3 a. The bottle neck is the â€Å"drum† for loading the system 5. Elevate your bottleneck a. Find ways to increase the capacity at the bottleneck 6. Identify your next bottleneck a. Don’t let inertia set in Process of Continuous Improvement †¢ WHAT is it that I should seek to achieve? What is the fundamental challenge? †¢ WHERE is the bottleneck? What prohibits me/us from doing better? †¢ HOW to change?How can I alleviate or even remove this bottleneck? It is the task of the manager to create a process for continuous improvement, not just ad hoc solutions. Key Lessons from Industrial Excellence Award (IEA) Changing Strategies3 months Changing Product Design6 months – 2 years Changing Plant Process2 – 4 years Excellence of Plant Managers †¢ Forecast needed changes in company’s manufacturing strategy †¦ before anyone tells them †¢ Prepare plant’s processes for future changes in product mix †¦ before anyone tells them Busines s Process Economics – Session 5 Process Model Effective capacity of process as a whole is determined by the bottleneck step (step with the smallest effective capacity, expressed in units of final output) †¢ Expressed in units of final output, the effective capacity of a process step depends on downstream losses †¢ Effective capacity of a step also depends on the net availability of that step (including working hours, equipment breakdowns, preventive maintenance, †¦) †¢ In a continuous process, no inventory between steps is allowed. If one step becomes unavailable all upstream steps are immediately blocked and all downstream steps are immediately starved.Levers for Process Improvement †¢ Yield improvements/quality control o Before bottleneck ? Reduce input cost per unit output (lower variable costs! ) ? Capacity doesn’t change (bottleneck still limiting factor) o After bottleneck ? More output per unit input (lower variable costs! ) ? Capacity i ncreases (effect on fixed cost allocation per unit) ? Might change the bottleneck †¢ Bottleneck speed improvement (infrastructure/availability similar) o Increases capacity – more productive hours o Unit variable costs don’t change (same output per unit input) o Bottleneck might shift Ask to see throughput model †¢ Volatility: Can be in demand and price more than in production process Key Lessons †¢ Process flow analysis is needed to understand economics of production and value of improvement, which is essential for good business decisions †¢ The impact of levers for improvement depend on where (in the system) they are used: o Improvement at bottleneck ? Improves the whole system ? May shift the bottleneck o Yield (and quality) improvement before bottleneck ? Use less input per unit output o Yield (and quality) improvement after bottleneck ? Produce more outputs per unit inputYou can always improve by implementing continuous improvement/learning eff orts. Part III – Inventory: Operations and Tactics Customer Response Performance in Manufacturing Operations – Session 6 The Toyota Production System is the benchmark. Definitions BlockingCaused when downstream is slower than upstream StarvationCaused when downstream is faster than upstream BTFBuild-To-Forecast BTOBuild-To-Order Response Times – CRT ? TPT = OQT + PCT CRTCustomer Response Time TPTThroughput Time OQTOrder Queue Time PCTProcess Cycle Times The role of inventory Blocking goes down with inventory, use idle time to produce buffers.If we have a buffer, then starvation will also go down. Push 1. No WIP control 2. If buffer before has units, you produce at next machine Pull 1. WIP control 2. If inventory buffer after needs units, you produce at previous machine If no variability, PUSH = PULL! As variability increases for each machine, what happens to system capacity and why? †¢ As CV2 increases, we are already losing capacity and further increase ha s less effect. †¢ Asymptotic behaviour – capacity approaches 0. As serial length of facility increases, what happens to system capacity and why? As length increases, we are already losing capacity to variability and further increase has less effect. †¢ Asymptotic behaviour – capacity approaches 0. †¢ Once again, kanban length increases capacity. WIP Strategy | |Push |Pull | |BTO | |Target | |BTF |Compaq Now |>^ | Producing to Forecast – Session 7 Supply Chain Management – How Much To order |Demand |5 |6 |7 | |Probability |1/3 |1/3 |1/3 | Cost: $5 |Price |$5. 05 |$10 |$100 | Order Quantity |5 |6 |7 | Reasoning: Margin vs Cost. If margin < Cost, = Cost or > Cost, order quantity will vary accordingly. |Qty |5 |6 |7 | |E[Sales] |5 |5*1/3 + 6*2/3 |5*1/3 + 6*1/3 + 7 * 1/3| |E[Lost Sales] |1 |1/3 |0 | |E[Salvage] |0 |1/3 |1 | E[Demand] = 6 E[Sales] = E[Demand] – E[Lost Sales] E[Salvages] = i – E[Sales] i = ordered quantity -C + VProb (D ? i) = 0 VProb(D ? i) = C Prob(D ? i) = C/V i = ? + z?E[Profits] = Revenue – Cost = Price * E[Sales] + Salvage*E[Salvage] – i * C E[Sales] = E[Demand] – E[Lost Sales] E[Lost Sales] = E[D – i] = NormalLoss(z)* ? Supply Decisions – Alternative Manufacturing / Processing 1. Calculate â€Å"Profit† function for alternative 1 (piV1 – C1) 2. Calculate â€Å"Profit† function for alternative 2 (piV2 – C2) 3. Solve for pi by setting piV1 – C1 = piV2 – C2 4. pi defines the breakpoint. a. Alternative 1 is better when P(D? i) ? pi b. Alternative 2 is better when P(D? i) > pi 5. Use the z-lookup table to find z for pi a. Use this to calculate the order quantity for Alternative 1 (i1) 6.Calculate the full chance tree for option 2 to find total order quantity (i*) 7. Calculate i2 = i* – i1 Note: If multiple options, repeat process successively. Business Process Competition: M&S and Zara – Session 8 |[pic] |[pic] | Inventory Management depends upon the clock speed of the process †¢ Long lead times -> Forecast -> FGI Process (in contrast to product) innovation is an enormous weapon that can disupt the basis of competition †¢ Drive to mass customization, postponement, †¦ †¢ Shifts the diagonal of the product-process matrix downContinuous improvement is a key competitive weapon too, but can lead to rigidity †¢ Market segments, product needs, and technologies shift o Can you adapt your process and market approach fast enough? †¢ Business process reengineering is a difficult alternative to execute †¢ Business process portfolio management may be a good alternative Part IV – Total Quality Management Quality Management in Services – Session 9 Deming †¢ Prevention rather than cure o Process Improvement o Plan, Do, Check, Act †¢ Variations in Manufacturing and Service performance comes from o Process Design – 99% Process Operati ons – 1% †¢ How to divide process variations across design and operations? †¢ Process variation occurs due to many factors o Normal Distribution! ? Central tendency = mean (? ) ? Variability = standard deviation (? ) Historical Performance †¢ Process is in control – process works well according to historical performance †¢ Process is out of control – process has changed 1. Historical mean [pic] 2. Two points consecutively close to UCL or LCL 3. Five consecutive points above/below mean 4. Increasing or decreasing trends (mean is shifting) Tracking Mechanics Discrete variables (Yes/No or OK/defect measure) †¢ P-chart (or s-chart) track proportion defectives (or cumulative number of defectives) †¢ Identify when process goes outside of lower control limit (LCL) or upper control limit (UCL) †¢ Continuous variables (width, time, temp, †¦) †¢ X-bar identifies changes in central position (process mean) through tracking sample mean †¢ R-bar identifies changes in variability (process variation) through tracking sample range (hi-low) Capability analysis †¢ What is the currently â€Å"inherent† capability of my process when it is â€Å"in control†? Conformance analysis SPC charts identify when control has likely been lost and assignable cause variation has occurred Investigate for assignable cause †¢ Find â€Å"Root Cause(s)† of Potential Loss of Statistical Control Eliminate or replicate assignable cause †¢ Need Corrective Action To Move Forward Process Capability & Total Quality Management – Session 10 Definitions CpProcess Capability ratio CpkProcess Reliability Index LCLLower Control Limit LSLLower Specification Limit LTLLower Tolerance Limit (See LSL) UCLUpper Control Limit USLUpper Specification Limit UTLUpper Tolerance Limit (See USL) Potential [pic] gt; 1implies that potential is good, i. e. that the specification limits are greater than the potential performance of the system < 1implies that the potential is bad Performance [pic] > 1implies that performance is good, i. e. that the upper and lower specification limits are more than 3 standard deviations away from the mean performance of the system Why Quality? †¢ Revenue Impact – Customer Satisfaction o Value o Fitness of Use †¢ Cost Impact – Cost of poor quality o Prevention costs o Appraisal costs o Internal failure costs o External failure costs Costs of Quality : Juran model Prevention Costs |Appraisal Costs |Internal Failure|External Failure | | | |Costs |Costs | |Very good machines |Inspection costs |Cost of rework |Costs of warranty | |Very well-trained |Review costs |Scrap costs |Customers go to | |workers | | |competitors | |Excellent, |Workers stopping |Lost time on |Legal costs | |well-defined process |the line |machines | | |Standard operating |Process improvement| |Brand image | |procedures defined |costs | |affected | |clearly | | | | At each stage, costs multiply by a factor of 10!!! The Process Improvement Cycle – PDCA †¢ PLAN a quality improvement o Select theme, grasp situation, preliminary analysis, training programmes, introduce tracking measures and controls, etc†¦ †¢ DO the investigations for improvements Investigate the deviations from â€Å"normal† behaviour – these are opportunities for improvement – and find improvement actions †¢ CHECK the effectiveness of improvement actions o Confirm the effect of countermeasures †¢ ACT by implementing the improvement measures throughout the company [pic] PART V – Course in Review Inventory Between Buyers and Suppliers – Session 11 JIT – Just in Time †¢ Produce what the customer wants, when it is wanted, in the amount it is wanted, where it is wanted †¢ High Volume †¢ Low Inventory (raw materials, WIP, FGI) †¢ Demand pull (produce when needed) †¢ Little JIT: scheduling, inve ntory †¢ Bit JIT (â€Å"lean†): eliminate waste in all activities (scheduling, inventory, human resources, vendors, technology) Seven Forms of Waste (â€Å"MUDA†) |Seven Methods to Eliminate Waste | |Overproduction |Focused factory networks | |Waiting time |Group technology | |Transportation waste |Quality at the source | |Inventory waste |JIT production | |Processing waste |Uniform plant loading | |Waste of motion |Kanban production | |Product defects |Minimize setup times | JIT vs JIT II |JIT |JIT I |Ideal view: piece for piece; lot for lot | | | |Eliminate excess (RMI, WIP and FGI) inventory | | | |Pull supply chain view | | | |Supplier timely and efficient source (RMI) | |JIT II |Administration and management | | | |Eliminate administrative waste | | | |Supplier pulls production from his own plant | | | |Supplier is an effective source of ideas too | Potential gains †¢ Reduced lead times of delivery †¢ Reduced costs of procurement †¢ Avoid exces s inventory stock †¢ Better monitoring of incoming quality †¢ Greater role in new product development for supplier Potential hazards †¢ Supplier gains inside information on cost, process & design †¢ Loss of bargaining power with supplier †¢ Cannot change suppliers easily Requirements for JIT II to create opportunities for win-win †¢ Fair prices †¢ Commitment Communication †¢ Transparency Increasing competition leads to greater focus on core competencies and process efficiencies †¢ JIT is about having lean manufacturing processes to reduce waste †¢ JIT II is about reducing waste with suppliers and distributors Benefits of JIT II include †¢ Improve communication across firm boundaries †¢ Reducing rework †¢ Reducing duplication †¢ Offload work to any other resource that can handle it (e. g. cross training, task Real Just-In-Time delivery (less inventory in the supply chain) †¢ Increased involvement in the buyer- supplier relationship results in better products/services for the customer Conditions for JIT II to work Sufficient volume and transactions to generate cost savings †¢ Supplier has good engineering capabilities to improve overall product/service †¢ Supplier does not provide core technologies for the buyer †¢ TRUST†¦. How to build trust? o Common goal, open communication, and commitment ———————– Prob(D< i) -c C = c – s ith unit demanded Prob(D ? i) Salvage Value ith unit not demanded Revenue Value = revenue – salvage Work in Progress PUSH PULL No Inventory Control Inventory Control Finished Goods Inventory Build-To-Forecast Build-To-Order FGI >> 0 FGI ~0 Capability Analysis Conformance Analysis Eliminate Assignable Cause Investigate for Assignable Cause Pom Study Guide Service Processes – Session 1 The Lean Enterprise Clear focus in operating decisions leads to superior performance But, limits to flexibility, risk of (market or technical) obsolescence, or the routine Operations Strategy is about deciding what solution to offer (product or service), to who, and how to deliver it. [pic] [pic] [pic] [pic] [pic] Manufacturing Process – Session 2 Distinct business processes are appropriate to create distinct value propositions Jumbled flow (job shop) for low volume and highly customized solutions †¢ Disconnected line flow (batch) for multiple products in moderate volumes †¢ Connected line flow (Assembly line) for high volume of major products †¢ Continuous flow for commodity products Important sources of cost differentials †¢ Operations strategy †¢ Operational efficiency The dynamics of the product-process matrix †¢ Positioning in the P-P matrix is not only driven by operations strategy but also by the product lifeline †¢ Moving in the P-P matrix requires changing the entire mindset/culture of the organization [pic] [pic] [pic] [pic] pic] Part II – Business Process Analysis and Improvement Customer Response Performance in Services – Session 3 From parameters to performance If s = 1 server [pic]or use lookup table if s > 1 Parameters sNumber of Servers ?Frequency of arrivals -> x/day / x/hr / x/minute ?Average service time -> days / hrs / minutes ?=1/ ? Service rate ?Utilization; ? = /s CVCoefficient of variation; CV = ? /? (stddev/mean) CVSVariation of service time = / , = 1 if Exponential, 0 if constant. CVAVariation of arrival rate = / , = 1 if Poisson. Average performance measures WqWaiting time WTotal throughput timeLqNumber of customers in the queue LNumber of customers in the system Wq + ? Customer response time Single Server What are the parameters? ?,? , CVA, CVS 1. Find ? = 2. Find Wq from the formula above 3. Lq = ? Wq W = Wq + ? L = ? W Multiple Server 1 . What are the parameters? ?,? , s 2. Find ? = /s 3. Find Lq from table using s and ? ; Assumes CVA = 1 and CVS = 1. 4. Wq = Lq/? W = Wq + ? L = ? W Assembly lineJob Shop CVS0> 1 CVA^v Utilization (target)~90%~60% If multiple production machines, equalize Lq across the production lines Waiting is â€Å"inevitable†, even with less than 100% utilization Scale effects, ? †¢ Utilization effects, ? /(1- ? ) †¢ Variability effects, (CVA2 + CVS2)/2 Little’s Law: Inventory = rate x wait (on average) In general, for stable systems (? < 1), the average inventory in system = average arrival rate x average time in system. Can also be used to calculate the average time in system. L = ? W Managing waits/customer response time †¢ Remove non-value added steps to reduce processing time (? v, ? v) †¢ Reduce variability in demand (CVAv) and process (CVSv) †¢ Pool resources to more effectively use existing capacity (s^) Lessons for Life: Keep slackWhat is the Goa l of the Enterprise? – Session 4 Definitions ThroughputThe rate at which the system generates revenues Production is not revenue Capacity utilization is not the goal, only a possible means to achieve it InventoryThe level of capital invested in the system â€Å"It takes money to make money† †¦ just don’t take too much Money costs money; Opportunity cost of equity, interest charged on debt. Managing with bottlenecks 1. Find the bottleneck 2. Maximize throughput by exploiting the bottleneck o Avoid starving the bottleneck (create buffer for some inventory in front of it). Lost capacity at bottleneck is lost forever o Schedule to keep it busy. Reduce number of setups at the bottleneck (big batches) 3. Elevate: Increase capacity at bottleneck o Reduce length of setup time at the bottleneck o Quality check: Don’t let bad parts be processed on the bottleneck o Offload work to any other resource that can handle it (e. g. cross training, task offloading; res ources in-house or contracted out) o More capacity at bottleneck means more throughput 4. As one bottleneck is resolved, a new bottleneck appears elsewhere. Repeat! 5.Minimize inventory at non-bottlenecks o ‘Drum’ and ‘rope’ scheduling to let the bottleneck set the pace for input materials, to ‘balance flow’. o Reduce batch sizes at non bottle-neck o Efficiency & capacity improvements at non-bottleneck may reduce inventory, but won’t improve throughput 6. Bottleneck early in process simplifies flow management 7. The bottleneck may also be o Accounting systems or focus on operational targets (are not goals, should enable achievement of goals) o Mindsets o Suppliers o Market The â€Å"Goal† approach to management 1. Identify your goal . Identify your bottleneck 3. Exploit your bottleneck a. Don’t starve the bottleneck b. Lost capacity at the bottleneck is lost forever 4. Subordinate all other decisions to step 3 a. The bottle neck is the â€Å"drum† for loading the system 5. Elevate your bottleneck a. Find ways to increase the capacity at the bottleneck 6. Identify your next bottleneck a. Don’t let inertia set in Process of Continuous Improvement †¢ WHAT is it that I should seek to achieve? What is the fundamental challenge? †¢ WHERE is the bottleneck? What prohibits me/us from doing better? †¢ HOW to change?How can I alleviate or even remove this bottleneck? It is the task of the manager to create a process for continuous improvement, not just ad hoc solutions. Key Lessons from Industrial Excellence Award (IEA) Changing Strategies3 months Changing Product Design6 months – 2 years Changing Plant Process2 – 4 years Excellence of Plant Managers †¢ Forecast needed changes in company’s manufacturing strategy †¦ before anyone tells them †¢ Prepare plant’s processes for future changes in product mix †¦ before anyone tells them Busines s Process Economics – Session 5 Process Model Effective capacity of process as a whole is determined by the bottleneck step (step with the smallest effective capacity, expressed in units of final output) †¢ Expressed in units of final output, the effective capacity of a process step depends on downstream losses †¢ Effective capacity of a step also depends on the net availability of that step (including working hours, equipment breakdowns, preventive maintenance, †¦) †¢ In a continuous process, no inventory between steps is allowed. If one step becomes unavailable all upstream steps are immediately blocked and all downstream steps are immediately starved.Levers for Process Improvement †¢ Yield improvements/quality control o Before bottleneck ? Reduce input cost per unit output (lower variable costs! ) ? Capacity doesn’t change (bottleneck still limiting factor) o After bottleneck ? More output per unit input (lower variable costs! ) ? Capacity i ncreases (effect on fixed cost allocation per unit) ? Might change the bottleneck †¢ Bottleneck speed improvement (infrastructure/availability similar) o Increases capacity – more productive hours o Unit variable costs don’t change (same output per unit input) o Bottleneck might shift Ask to see throughput model †¢ Volatility: Can be in demand and price more than in production process Key Lessons †¢ Process flow analysis is needed to understand economics of production and value of improvement, which is essential for good business decisions †¢ The impact of levers for improvement depend on where (in the system) they are used: o Improvement at bottleneck ? Improves the whole system ? May shift the bottleneck o Yield (and quality) improvement before bottleneck ? Use less input per unit output o Yield (and quality) improvement after bottleneck ? Produce more outputs per unit inputYou can always improve by implementing continuous improvement/learning eff orts. Part III – Inventory: Operations and Tactics Customer Response Performance in Manufacturing Operations – Session 6 The Toyota Production System is the benchmark. Definitions BlockingCaused when downstream is slower than upstream StarvationCaused when downstream is faster than upstream BTFBuild-To-Forecast BTOBuild-To-Order Response Times – CRT ? TPT = OQT + PCT CRTCustomer Response Time TPTThroughput Time OQTOrder Queue Time PCTProcess Cycle Times The role of inventory Blocking goes down with inventory, use idle time to produce buffers.If we have a buffer, then starvation will also go down. Push 1. No WIP control 2. If buffer before has units, you produce at next machine Pull 1. WIP control 2. If inventory buffer after needs units, you produce at previous machine If no variability, PUSH = PULL! As variability increases for each machine, what happens to system capacity and why? †¢ As CV2 increases, we are already losing capacity and further increase ha s less effect. †¢ Asymptotic behaviour – capacity approaches 0. As serial length of facility increases, what happens to system capacity and why? As length increases, we are already losing capacity to variability and further increase has less effect. †¢ Asymptotic behaviour – capacity approaches 0. †¢ Once again, kanban length increases capacity. WIP Strategy | |Push |Pull | |BTO | |Target | |BTF |Compaq Now |>^ | Producing to Forecast – Session 7 Supply Chain Management – How Much To order |Demand |5 |6 |7 | |Probability |1/3 |1/3 |1/3 | Cost: $5 |Price |$5. 05 |$10 |$100 | Order Quantity |5 |6 |7 | Reasoning: Margin vs Cost. If margin < Cost, = Cost or > Cost, order quantity will vary accordingly. |Qty |5 |6 |7 | |E[Sales] |5 |5*1/3 + 6*2/3 |5*1/3 + 6*1/3 + 7 * 1/3| |E[Lost Sales] |1 |1/3 |0 | |E[Salvage] |0 |1/3 |1 | E[Demand] = 6 E[Sales] = E[Demand] – E[Lost Sales] E[Salvages] = i – E[Sales] i = ordered quantity -C + VProb (D ? i) = 0 VProb(D ? i) = C Prob(D ? i) = C/V i = ? + z?E[Profits] = Revenue – Cost = Price * E[Sales] + Salvage*E[Salvage] – i * C E[Sales] = E[Demand] – E[Lost Sales] E[Lost Sales] = E[D – i] = NormalLoss(z)* ? Supply Decisions – Alternative Manufacturing / Processing 1. Calculate â€Å"Profit† function for alternative 1 (piV1 – C1) 2. Calculate â€Å"Profit† function for alternative 2 (piV2 – C2) 3. Solve for pi by setting piV1 – C1 = piV2 – C2 4. pi defines the breakpoint. a. Alternative 1 is better when P(D? i) ? pi b. Alternative 2 is better when P(D? i) > pi 5. Use the z-lookup table to find z for pi a. Use this to calculate the order quantity for Alternative 1 (i1) 6.Calculate the full chance tree for option 2 to find total order quantity (i*) 7. Calculate i2 = i* – i1 Note: If multiple options, repeat process successively. Business Process Competition: M&S and Zara – Session 8 |[pic] |[pic] | Inventory Management depends upon the clock speed of the process †¢ Long lead times -> Forecast -> FGI Process (in contrast to product) innovation is an enormous weapon that can disupt the basis of competition †¢ Drive to mass customization, postponement, †¦ †¢ Shifts the diagonal of the product-process matrix downContinuous improvement is a key competitive weapon too, but can lead to rigidity †¢ Market segments, product needs, and technologies shift o Can you adapt your process and market approach fast enough? †¢ Business process reengineering is a difficult alternative to execute †¢ Business process portfolio management may be a good alternative Part IV – Total Quality Management Quality Management in Services – Session 9 Deming †¢ Prevention rather than cure o Process Improvement o Plan, Do, Check, Act †¢ Variations in Manufacturing and Service performance comes from o Process Design – 99% Process Operati ons – 1% †¢ How to divide process variations across design and operations? †¢ Process variation occurs due to many factors o Normal Distribution! ? Central tendency = mean (? ) ? Variability = standard deviation (? ) Historical Performance †¢ Process is in control – process works well according to historical performance †¢ Process is out of control – process has changed 1. Historical mean [pic] 2. Two points consecutively close to UCL or LCL 3. Five consecutive points above/below mean 4. Increasing or decreasing trends (mean is shifting) Tracking Mechanics Discrete variables (Yes/No or OK/defect measure) †¢ P-chart (or s-chart) track proportion defectives (or cumulative number of defectives) †¢ Identify when process goes outside of lower control limit (LCL) or upper control limit (UCL) †¢ Continuous variables (width, time, temp, †¦) †¢ X-bar identifies changes in central position (process mean) through tracking sample mean †¢ R-bar identifies changes in variability (process variation) through tracking sample range (hi-low) Capability analysis †¢ What is the currently â€Å"inherent† capability of my process when it is â€Å"in control†? Conformance analysis SPC charts identify when control has likely been lost and assignable cause variation has occurred Investigate for assignable cause †¢ Find â€Å"Root Cause(s)† of Potential Loss of Statistical Control Eliminate or replicate assignable cause †¢ Need Corrective Action To Move Forward Process Capability & Total Quality Management – Session 10 Definitions CpProcess Capability ratio CpkProcess Reliability Index LCLLower Control Limit LSLLower Specification Limit LTLLower Tolerance Limit (See LSL) UCLUpper Control Limit USLUpper Specification Limit UTLUpper Tolerance Limit (See USL) Potential [pic] gt; 1implies that potential is good, i. e. that the specification limits are greater than the potential performance of the system < 1implies that the potential is bad Performance [pic] > 1implies that performance is good, i. e. that the upper and lower specification limits are more than 3 standard deviations away from the mean performance of the system Why Quality? †¢ Revenue Impact – Customer Satisfaction o Value o Fitness of Use †¢ Cost Impact – Cost of poor quality o Prevention costs o Appraisal costs o Internal failure costs o External failure costs Costs of Quality : Juran model Prevention Costs |Appraisal Costs |Internal Failure|External Failure | | | |Costs |Costs | |Very good machines |Inspection costs |Cost of rework |Costs of warranty | |Very well-trained |Review costs |Scrap costs |Customers go to | |workers | | |competitors | |Excellent, |Workers stopping |Lost time on |Legal costs | |well-defined process |the line |machines | | |Standard operating |Process improvement| |Brand image | |procedures defined |costs | |affected | |clearly | | | | At each stage, costs multiply by a factor of 10!!! The Process Improvement Cycle – PDCA †¢ PLAN a quality improvement o Select theme, grasp situation, preliminary analysis, training programmes, introduce tracking measures and controls, etc†¦ †¢ DO the investigations for improvements Investigate the deviations from â€Å"normal† behaviour – these are opportunities for improvement – and find improvement actions †¢ CHECK the effectiveness of improvement actions o Confirm the effect of countermeasures †¢ ACT by implementing the improvement measures throughout the company [pic] PART V – Course in Review Inventory Between Buyers and Suppliers – Session 11 JIT – Just in Time †¢ Produce what the customer wants, when it is wanted, in the amount it is wanted, where it is wanted †¢ High Volume †¢ Low Inventory (raw materials, WIP, FGI) †¢ Demand pull (produce when needed) †¢ Little JIT: scheduling, inve ntory †¢ Bit JIT (â€Å"lean†): eliminate waste in all activities (scheduling, inventory, human resources, vendors, technology) Seven Forms of Waste (â€Å"MUDA†) |Seven Methods to Eliminate Waste | |Overproduction |Focused factory networks | |Waiting time |Group technology | |Transportation waste |Quality at the source | |Inventory waste |JIT production | |Processing waste |Uniform plant loading | |Waste of motion |Kanban production | |Product defects |Minimize setup times | JIT vs JIT II |JIT |JIT I |Ideal view: piece for piece; lot for lot | | | |Eliminate excess (RMI, WIP and FGI) inventory | | | |Pull supply chain view | | | |Supplier timely and efficient source (RMI) | |JIT II |Administration and management | | | |Eliminate administrative waste | | | |Supplier pulls production from his own plant | | | |Supplier is an effective source of ideas too | Potential gains †¢ Reduced lead times of delivery †¢ Reduced costs of procurement †¢ Avoid exces s inventory stock †¢ Better monitoring of incoming quality †¢ Greater role in new product development for supplier Potential hazards †¢ Supplier gains inside information on cost, process & design †¢ Loss of bargaining power with supplier †¢ Cannot change suppliers easily Requirements for JIT II to create opportunities for win-win †¢ Fair prices †¢ Commitment Communication †¢ Transparency Increasing competition leads to greater focus on core competencies and process efficiencies †¢ JIT is about having lean manufacturing processes to reduce waste †¢ JIT II is about reducing waste with suppliers and distributors Benefits of JIT II include †¢ Improve communication across firm boundaries †¢ Reducing rework †¢ Reducing duplication †¢ Offload work to any other resource that can handle it (e. g. cross training, task Real Just-In-Time delivery (less inventory in the supply chain) †¢ Increased involvement in the buyer- supplier relationship results in better products/services for the customer Conditions for JIT II to work Sufficient volume and transactions to generate cost savings †¢ Supplier has good engineering capabilities to improve overall product/service †¢ Supplier does not provide core technologies for the buyer †¢ TRUST†¦. How to build trust? o Common goal, open communication, and commitment ———————– Prob(D< i) -c C = c – s ith unit demanded Prob(D ? i) Salvage Value ith unit not demanded Revenue Value = revenue – salvage Work in Progress PUSH PULL No Inventory Control Inventory Control Finished Goods Inventory Build-To-Forecast Build-To-Order FGI >> 0 FGI ~0 Capability Analysis Conformance Analysis Eliminate Assignable Cause Investigate for Assignable Cause