Native Americans and European Colonists Essay Example for Free

Native Americans and European Colonists Essay At the start of the seventeenth century, Native Americans greeted European settlers with much excitement. They regarded settlers as strange, but were interested to learn about the new tools and weapons Europeans brought with them. The native people were more than accommodating to the settlers, but as time passed, Europeans took advantage of their generosity. â€Å"Once these newcomers disembarked and began to feel their way across the continent, they forever altered the course and pace of native development. † Native Americans and Europeans faced many conflicts due to their vast differences in language, religion and culture. European settlers’ inability to understand and respect Native Americans lead to many struggles that would eventually erupt into violent warfare. Many natives thought the armed Europeans would be able to protect them from their more powerful native enemies. In many cases, Europeans did help natives in warfare. Samuel de Champlain, a critical figure in the establishment of the New France colony, aided the Montganais, Algonkaian and Hurons in their fight against the Iroquois. Champlain and his tribes used European firearms to frighten and defeat their enemies. â€Å"The Iroquois were much astonished that two men should have been killed so quickly, although they were provided with shields made of cotton thread woven together and wood, which were proof against their arrows. † In decades to come, Europeans were not be so friendly toward Native Americans, using firearms to take native lands and resources. Native Americans relied on â€Å"gift exchange† system that allowed different tribes to specialize in the production of a certain goods. They would trade their goods with other native tribes. Native Americans hoped to incorporate Europeans into this system. For a while, natives did trade skins and hides, receiving wampum, sacred blue and white shell beads, in exchange from the settlers. â€Å"Exchange is meant not only the trading of material goods but also exchanges across community lines of marriage partners, resources, labor, ideas, techniques and religious practices. † Natives generously shared their belongings, supplies, food, and the skills necessary for survival in the New World with the settlers. In exchange, settlers gave Natives disease, death and robbed them of their lands. Within ten years of the first arrival of European settlers, the Natives welcome had worn out. The settlers had appeared on the scene with two objectives in mind in regards to the Native Americans: obtain their land and convert them to Christianity. Europeans judged natives for their different language, their lack of clothing, and the absence of government and religion in their society. The Europeans established their own set of laws on native soil and held natives accountable to these laws. Any breach of European law by Natives residing in the area resulted in public humiliation, a practice unfamiliar to Native society. More complications accumulated due to their vast differences in language, religion and culture, but it was the differing views of land, that caused violent conflict. With more and more Europeans arriving in America, they needed more land to settle and grow crops. Also, at this time, the demand of tobacco was greatly increasing. The tobacco industry amounted for most of the settlers’ exports. To grow tobacco, settlers needed large plots of land. In the Native American’s eyes, the land was to be shared with the European. Natives had no understanding of the selling of land to European settlers. Europeans used this to their advantage, acquiring large plots of land without fully explaining the terms of the negotiation to the natives, or properly paying them. At first, natives sold land to Europeans, believing that this agreement would still allow them to use the land. Later, they realized that Europeans were rapidly establishing private uses on these lands. Colonists strongly objected to native settlements on the lands that they hoped to establish businesses on. Many more problems arose since the arrival of Europeans in America. Europeans introduced a variety of deadly diseases to North America that Native Americans had never been exposed to before. The colonists and explorers brought measles, smallpox, cholera, and yellow fever, which drastically devastating the Native American population. â€Å"The collected wisdom of generations could vanish in a matter of days if sickness struck older members of the community who kept sacred traditions and taught special skills. † Not only did the natives fear for their own lives, they feared for the future generations of native people. They feared that their traditions and culture would be forever lost. The relationship between Native Americans and Europeans began as a way for Europeans to learn about the lands they wished to inhabit. Natives can be given credit for teaching the first settlers how to survive in the new land. Due to the greed and arrogance of the European settlers, relations with natives turned sour. This struggle of co-existence would continue into the nineteenth century, resulting in the devastating mistreatment of Native Americans. [ 1 ]. James H. Marrell, â€Å"The Indians New World,† Major Problems in American History, (Boston: Wadsworth Cengage Learning, 2012), 17. [ 2 ]. Samuel de Champlain, The Works of Samuel de Champlain (Toronto, 1925), 89–101. [ 3 ]. Neal Salisbury, â€Å"The Indians Old World,† Major Problems in American History, (Boston: Wadsworth Cengage Learning, 2012), 25. [ 4 ]. Collin G. Calloway, â€Å"Voices from the Shore,† The World Turned Upside Down, (Boston: Bedford/St. Martin’s, 1994), 21. [ 5 ]. Marrell, â€Å"The Indians New World,† 18.

Business Plan Bakery Example

Business Plan Bakery Example The Planning Process in Appendix A has been used as a planning tool to ensure the successful setting up of the new bakery. Starting with Gathering information, the business will start as a sole trader, with me being its owner as self-employed. According to Gov.uk (2016) self-employed means to run your own business as an individual. The bakery will be called The Farmhouse as seen in Appendix F . As a result, it will derive its name from the animal and vegetable shaped bread it will be selling, this being the competitive advantage, which resulted from Porters Five Forces Analysis ( Appendix B ). In terms of market research, it has been found that the business can effectively target families with children aged between 5 -14, which represents 14% of Lutons population, as seen in Appendix D . This gap emerged, after assessing the strengths and weaknesses of, Greggs, one major competitor within the bakery industry in the Mall (Appendix I) . Greggs has two shops and provide products similar to the new bakery, such as pastries, bread, and doughnuts (Appendix H ). According to Marketline (2016), one of Greggs weakness is concentrated operations, which means the business, fails to meet the needs of a specific market in terms of geographic reach. Greggs, is also facing tough competition from emerging businesses, as well as existing competitors, by lacking products, service offering, store size and quality food (Marketline, 2016). Therefore, the future goal of The Farmhouse will consist of providing creative and high quality products, to promote wellbeing within the community it operates, as seen in Appendix J . The legal requirements to start a bakery include Sale of Food licence and Food Preparation Licence approved by Luton Borough Council (GOV.UK, 2015), The General Food Law Regulation and The Food Safety Act 1990, also an inspection of the premises must be carried out to ensure Health and Safety regulations are put in place (HSE, 2016). According to Boddy (2014, p. 6) the first aspect of successfully planting the roots of a business, is to draw resources from the external environment making up the Inputs, as seen in Appendix E . One of the most important resources is Premises. The Farmhouse will be located in Luton Mall, with an average weekly footfall of 405,000 people (Completely Group, 2016). Feasibility is a key, therefore, a small unit has been chosen, costing  £1500/month, to minimise costs and ensure a profit will be made without any irrelevant costs being incurred see Appendix K . Capital is also important in funding the business, to acquire its resources. Therefore, a loan will be borrowed, amounting  £22,000, which will be used on different aspects, to successfully start the business venture, as seen in Appendix L . In terms of Labour, to ensure viability and to meet the vision of the new business, it is needed to have two part-time bakers, two part-time kitchen porters and two part-time shop assistant s and myself as an accountant and decision maker, which is analysed in stage 2 of the Business Plan. Stage 2 Human Resources Boddy (2014, p.340) states that to ensure that a business has the right employees to achieve its goals, the process needed to be taken into consideration is human resource planning, job analysis, employee recruitment and selection. The same approach will be taken by The Farmhouse. A job analysis will be compiled for each individual role, followed by recruitment process and selection. Job Analysis Job analysis starts with collecting data to create a job description, which will outline the purpose of a job, main responsibilities and duties, followed by what skills and knowledge the individual should possess (Boddy, 2014 p.348). The data will be collected from interviewing and observing current job holders, as suggested by Boddy (2014, p.340). It is also efficient to ensure, that as a new business, employees with broad competencies will be taken on board. This can ensure that more skills can be leveraged upon, being more cost effective. As the business owner, I will directly manage every employee as I possess skills such as finance, customer service, business focused, customer friendly, Patience, Passionate and always looking for new opportunities. Through the job analysis it has been identified that two part-time bakers will be needed to carry out the activities of the new business, ensuring its success. Therefore, a job description (JD) has been complied as seen in Appendix M . The baker will play an important role within the business, as it will provide creativity, efficiency and innovation. Next employees needed to start the business are the kitchen porters. They will also play a key in effectively running the business. They will be the second on the line employees, responsible with ensuring that the business adheres to the Food and Hygiene Act. These are all outlined in the Job Description (Appendix N ). Finally, shop assistants, are also valuable to the business, as they will sell the baked goods. They will also receive feedback and communicate to the owner, along with ensuring that customers receive the best service possible (Appendix O ). Recruitment and Selection Process Using Appendix P as the process, starting with advertising, the vacant positions will be advertised through jobs websites, such as Indeed, Total jobs and Monster, also on the Malls website. After the deadline, every application will be assessed and carefully selected for the interview stage. Boddy (2014, p.351) stated that interview remains popular as it has low direct costs, therefore, it results in being an efficient practice in selecting suitable candidates. However, before finalising recruitment, on crucial step in selecting candidates, is to see them perform on the job. Gov.uk (2016) states that a work trial is a way of trying out a potential employee before offering them a job, therefore, every employee will be supervised under a trial shift, to check performance and suitability for the job it is required to performed. An employees handbook will be compiled, to ensure the right policies and procedures are followed by all employees within the business. Stage 3 To successfully manage the new business, an organizational structure has been created ( Appendix Q ). Thus, having a narrow span of control, staff will have more responsibilities which results in less supervision and communication is effective, leaving no space for business processes waste (Boddy, 2014 p.311). Starting with the inputs, using Appendix E , after taking out a loan, renting premises, bargained with suppliers on best prices, and hired the most suitable employees, these resources go through operational processes. Part of the competitive advantage, baking is going to be done on site, having fresh baked goods, will overcome competition and attract customers. As customers come in, there will be refrigerators on each side of the shop, with fresh baked goods, such as animal and vegetable shaped bread, pastries, savory goods and doughnuts. They will then pick their goods and come at the till where the shop assistant will politely and eagerly serve the customer, asking for anonymous feedback at the end of customer service. Then the goods are handed back to the customer in a bag with a receipt, all these outlined in Appendix R . It is very important to collect feedback from to continually improve on the processes, and reduce processes waste. No matter the role, people contribute to the overall performance of a business by adding value to the resources.   Thus, the feedback gathered from customers is communicated to employees through the monthly appraisals along with an assessment of everyones performance., this being part of the continuous improvement process (Boddy, 2014 p.434). Therefore, a human relations culture approach is taken, where the owner takes part in the daily tasks of the business, and makes employees attached, thus encouraging cohesiveness and membership, leading to effectiveness and commitment (Boddy, 2014 p. 85) The kind of baked goods The Farmhouse will provide are listed in Appendix S. All the mentioned aspects, such as fresh baked goods, low prices and with the vision of looking after the welfare of people within the community lead towards a good reputation, thus, being able to expand and grow as an organisation to make a profit. As a future vision, using the continual improvement process model in Appendix T , adaptability will be a key aspect in assimilating feedback and changes occurring within the Macro and Micro environment, to create sustainability (Boddy, 2014 p29). Boddy (2014 p. 29) also states that by making productive use not just of financial and physical resources, but also of human and natural ones companies will excel in achieving its goals and, thus becoming successful. This is the exact strategy the small bakery will adopt to achieve success. To reduce baked goods waste, one of the ways of approaching it, is that all the former foodstuffs can be converted into quality animal feed, therefore, avoiding negative impact on the environment. Thus, all foodstuffs that are not suitable for human consumption, can be resold to factories that produce animal feed, whilst complying with the Feed Hygiene Regulations EU 183/2005 (Featherstone, 2013). Another way is to adhere to the Weights and Measures Act 1985, which states that bread should be produced in smaller quantities, such as 400g a loaf, to avoid waste (Legislation,1985). References Agency, F.S. (1999) Related pages. Available at: https://www.food.gov.uk/business-industry/startingup (Accessed: 21 December 2016). Agency, F.S. (2015) Food Safety Act 1990. Available at: https://www.food.gov.uk/business-industry/guidancenotes/hygguid/fsactguide (Accessed: 13 December 2016). AXA (2016) Employers liability insurance from AXA business insurance. Available at: http://www.axa.co.uk/insurance/business/employers-liability/ (Accessed: 22 December 2016). Boddy, D. (2014) Management an Introduction. 6th edn. Harlow: Pearson Education Limited. Completely Group, R. (2016) The mall Luton, Luton, Bedfordshire, south east capital regional shopping centre portfolio. Available at: https://completelyretail.co.uk/portfolio/CapitalRegional/scheme/3675/index.html (Accessed: 15 December 2016). Completely Retail (2016) Properties to let. Available at: https://completelyretail.co.uk/search/properties?dataset=/search/propertiesin_place=Lutonin_place_id=21840 (Accessed: 21 December 2016). Doves Farm Foods, L.T.D. (2016a) Organic plain white flour. Available at: https://www.dovesfarm.co.uk/flour-and-ingredients/sack-flour/organic-plain-white-flour-25kg/ (Accessed: 25 December 2016). Doves Farm Foods, L.T.D. (2016b) Quick yeast. Available at: https://www.dovesfarm.co.uk/case-quantities/quick-yeast-16x125g/ (Accessed: 25 December 2016). Featherstone, P. (2013) Recycling food waste into animal feed within the UKs legislative framework. Available at: https://waste-management-world.com/a/recycling-food-waste-into-animal-feed-within-the-uks-legislative-framework (Accessed: 22 December 2016). GOV.UK (2015) Food business registration. Available at: https://www.gov.uk/food-business-registration/luton/apply (Accessed: 21 December 2016). GOV.UK (2016a) Choose a legal structure for your business. Available at: https://www.gov.uk/business-legal-structures/sole-trader (Accessed: 20 December 2016). GOV.UK (2016b) Income tax. Available at: https://www.gov.uk/income-tax/overview (Accessed: 13 December 2016). GOV.UK (2016c) Jobcentre plus help for recruiters. Available at: https://www.gov.uk/jobcentre-plus-help-for-recruiters/work-trials (Accessed: 22 December 2016). Greggs PLC (2016) Pasties and Bakes. Available at: https://www.greggs.co.uk/pasties-and-bakes (Accessed: 17 December 2016). HM Government (2010) The minister of agriculture, fisheries and food, the secretary of state for health and the secretary of state for. Available at: http://www.bakersfederation.org.uk/pdfs/the-bread-industry/bread-and-flour-regulations.pdf (Accessed: 13 December 2016). House, C. and Group Ltd (1995) Food safety (general food hygiene) regulations 1995 food safety (temperature control) regulations 1995 industry guide to good hygiene practice: Baking guide. Available at: http://www.iccservices.org.uk/downloads/fsa_leaflets/fsa_complete_baking_guide.pdf (Accessed: 13 December 2016). HSE (2016) Bakery products. Available at: http://www.hse.gov.uk/food/bakery.htm (Accessed: 22 December 2016). Legislation, G.U. (1985) Weights and Measures Act 1985. Available at: http://www.legislation.gov.uk/ukpga/1985/72 (Accessed: 22 December 2016). Luton Gov.uk (2015) Luton 2015 mid-year population estimate. Available at: https://www.luton.gov.uk/Environment/Lists/LutonDocuments/PDF/Planning/Observatory/Luton%202015%20Mid%20Year%20Population%20Estimate.pdf (Accessed: 15 December 2016). Marketline (2016) Greggs Plc Analysis. Available at: http://0-advantage.marketline.com.brum.beds.ac.uk/Product?pid=FBCD9CA4-3C70-4E3F-9C43-57E5E1E23E11view=SWOTAnalysis (Accessed: 20 December 2016). NCS (2016) Baker. Available at: https://nationalcareersservice.direct.gov.uk/job-profiles/baker#skills-required (Accessed: 22 December 2016). Porter, M.E. (1979) How competitive forces shape strategy. Available at: https://hbr.org/1979/03/how-competitive-forces-shape-strategy (Accessed: 14 December 2016). RSPH (no date) National league tables. Available at: https://www.rsph.org.uk/our-work/campaigns/health-on-the-high-street-/nationwide-health-on-the-high-street-/national-league-tables-.html (Accessed: 13 December 2016). Virgin Start Up (2016) Start up loans. Available at: https://www.virginstartup.org/start-up-loans (Accessed: 22 December 2016). Appendices Appendix A The Planning Process (Boddy, 2014:183) Appendix B Porters Five Forces Analysis      Ã‚   Appendix C PEST Analysis (Gov.uk, 2016) Appendix D Luton Population (Age Analysis) Appendix E Transformation Process Model (Boddy 2014 :6) Appendix G Examples of Products to be sold by The Farmhouse Appendix F The Farmhouse Business Logo Appendix H Greggs products (Greggs PLC, 2016) Appendix I Greggs Swot Analysis (Marketline, 2016) Appendix J Vision and Values of The Farmhouse Appendix K Premises (Completely Group, 2016) Appendix L Costs incurred in the first month of operating Appendix M Job Description Baker Appendix N Job Description Kitchen Porter Appendix O Job Description Shop Assistant Appendix P Recruitment and Selection Process specific to The Farmhouse Appendix Q The Farmhouse Organisational structure Appendix R The Farmhouse Business Process Map Appendix S List of prices Appendix T Continual improvement process

The Three Elements of the Female Athlete Triad Essay -- Athletics Wome

The Three Elements of the Female Athlete Triad For an increasing number of women in the United States, a concern or preoccupation with body weight and size is a constant pressure. Female athletes, like most women in our society, are also often pressured to conform to certain ideal body sizes and shapes, as dictated by the entertainment and fashion industries. Female athletes, however, face a twofold pressure. They face the burden that our culture places on all women to be thin, but they also face the burden from coaches, parents, and other athletes to succeed in sports and look good doing so by maintaining an unrealistically low weight. When weight gain means removal from a team or elimination from competition, many female athletes turn to dangerous food restriction and excessive exercise. This pressure to achieve or maintain unrealistically low body weight underlies the development of a syndrome recently named the Female Athlete Triad. First identified by the American College of Sports Medicine in 1992, the Female Athlete Triad consists of three medical disorders commonly found in female athletes: disordered eating, amenorrhea, and osteoporosis. Alone each disorder is dangerous; in combination the triad disorders are potentially fatal. Eating Disorders in Female Athletes Before evaluating the available studies on the prevalence of disordered eating among female athletes, it is necessary to recognize the many limitations and problems that arise with such studies. First of all, there are a limited number of studies on this segment of females and their eating patterns. Also, many of these studies rely on self-reporting surveys, which inherently may be flawed due to the fact that many athletes may deny disordered eating b... ...74-1475. Smith, A. (1996). The female athlete triad. Physician and Sportsmedicine, 24, 67. Weight gain does not increase bone density in women with eating disorders. (2000) International Journal of Eating Disorders, 27, 29-35. Wiita, B.G., Stombaugh, I.A. (1996). Nutritional knowledge, eating practices, and health of adolescent female runners: a 3-year longitudinal study. International Journal of Sports Nutrition, 6, 414-425. Williams, N.I., Young, J.C., McArthur, J.W., Bullen, B., Skrinar, G.S., Turnbull, B. (1995). Strenuous exercise with caloric restriction: effect on luteinizing hormone secretion. Medicine and Science in Sports and Exercise, 27, 1390-1398. Yeager, K., Agostini, R., Nattiiv, A., and Drinkwater, B. (1993). The female athlete triad: Disordered eating, amenorrhea, osteoporosis. Medicine and Science in Sports and Exercise, 25, 775-777.

Authenticity of The Great Santini :: essays research papers

Comparison Between Movie and History   Ã‚  Ã‚  Ã‚  Ã‚  After watching the movie from Hollywood and reading the actual thoughts of Pat Conroy of whom the story is based on, there is significant evidence supporting the basis that â€Å"The Great Santini† was made on and Hollywood very accurately filmed â€Å"The Great Santini†.   Ã‚  Ã‚  Ã‚  Ã‚  It isn’t to say that all military veterans were abusive and hard on their families. However, men in the military return from the service and seem to take a great sense of pride in their families and America. To this day some people are the same way as Bull Meechum. There are many similarities between Bull Meechum and Donald Conroy. For instance, they both lived life in the fast lane and to its full extent. In the movie, Bull Meechum mentions how fast and free it feels to fly. Donald Conroy also felt the same way as he flew over the American troops and proceeded to bomb the Koreans. They were both alike in the aspect that they lived for an adrenaline rush. Meechum and Conroy both loved life and lived it to its greatest.   Ã‚  Ã‚  Ã‚  Ã‚  The two men also were excellent soldiers. Donald Conroy was said to at one time, been the most decorated man in the military. Bull Meechum moved his family to South Carolina in order to take a position in training other pilots. Although neither were great family men, both soldiers had been trained in the art of killing other people as quickly and as many as they could.   Ã‚  Ã‚  Ã‚  Ã‚  Another similarity that Donald Conroy had with Bull Meechum was the way he pushed his family to be better and tougher. In his eulogy, it states that if Donald Conroy would have seen the tears that his family cried at his death, he would have yelled at them and been embarrassed of the fact that his boys were behaving like girls. They both wanted the best for their family.   Ã‚  Ã‚  Ã‚  Ã‚  Since the movie is based on a true story, there aren’t very many parts that happen in the movie that never happened. The movie is extremely accurate in its portrayal of the military emotionally hardened father.

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

Age of the Common Man

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How Does Dickens Present the Development of Pip’s Character?

The novel Great Expectations follows the story of a young boy, Pip, who realizes his identity as he strives to be above his social class, and shows the development and changes in his character. Pip's personality traits change through interaction with other people in the course of this story. Although Pip was brought up in a harsh and poor background, with a punishing sister, who had brought him up â€Å"by hand†, he was gentle and kind. However, after his encounter with Miss Havisham and Estella, his perception of the world is drastically altered, and along with this so does his character.The reader first sees how sympathetic Pip is when he meets the escaped convict, Magwitch, in the graveyard. Dickens creates a sense of pathos through Pip’s description of Magwitch â€Å"he hugged his shuddering body in both his arms†, which shows that he is in a terrible state and about to literally fall apart. Here Magwitch is portrayed as vulnerable, injured and not very menac ing. This novel is narrated by Pip; therefore it is Pip that is describing Magwitch in a pitiful state. Consequently, Pip does not see Magwitch as a threat; instead he feels sorry for him and is sympathetic.Pip is very brave, as he faced the convict, Magwitch, who was several times his size and many more times as strong, despite being so young. He was even able to talk to him politely, â€Å"If you would kindly please to let me keep upright, sir, perhaps I shouldn’t be sick, and perhaps I could attend more†. Also, instead of fleeing at once, Pip had wished Magwitch goodnight. This takes a certain amount of courage, and also shows that Pip is well-mannered. Furthermore, Pip is curious about Magwitch and cares about him, as he did not run away as soon as he was freed, â€Å"I stopped to look after him†.This shows that Pip was concerned about Magwitch’s wellbeing, as if he was truly scared of Magwitch and was just going to go home to carry out his errand, he would have run straight home. Staying and watching after Magwitch portrays that Pip has a good heart and has a gentle character. Dickens also demonstrates Pip’s capacity for compassion when he returns to Magwitch of his own free will with food, water and a file, when he could have reported him the police. Pip did not bring Magwitch food and water just because he was threatened to do so, but because he wanted to do this.The reader can see this as Pip brings good food and brandy to Magwitch, â€Å"some bread, some rind of cheese, about half a jar of mincemeat†¦ some brandy†¦ a beautiful round compact pork pie†, and not just simple bread and water. This shows that Pip is generous and considerate, willing to risk being discovered by Mrs Joe that he had stolen a pork pie, just for the convict. Pip and Magwitch share an interesting relationship here, where Pip is the loving, nurturing superior, despite the fact that he is younger than Magwitch.This event shows tha t Pip is tender, nurturing, and has a matured character. The turning point in Pip’s life comes after his first visit to Satis house, when he meets Miss Havisham and Estella. After this visit, he is greatly influenced by them and starts to treat himself and his family very differently. Estella, whom Pip falls in love with at once, has a profound effect on Pip, as he soon starts to despise himself and detest the way he acts and looks, â€Å"I had never thought of being ashamed of my hands before; but I began to consider them a very indifferent pair.Her contempt for me was so strong, that it became infectious, and I caught it. † Estella, who is the ‘tool for revenge’ of Miss Havisham, is the character which causes Pip to start hating himself and wish he was more like Estella than the person he is now. Therefore, Pip has become more self-critical of himself, as he disapproves of his own appearance and behaviour. Pip’s desire for advancement largely over shadows his basic goodness. Not only is Pip changing his attitude towards himself, but also towards his family and friends.He echoes Estella’s words precisely when he is evaluating Joe one day, â€Å"how common Estella would consider Joe, a mere blacksmith: how thick his boots, and how coarse his hands. † This further enforces how Pip aspires to be like Estella, as he is trying to speak like her and share the same views. Also, Joe is a father-figure to Pip, as he tries to protect Pip from his wife's angry outbursts, â€Å"Joe and I being fellow-sufferers, and having confidences as such, Joe imparted a confidence to me†. However, now Pip is looking down on Joe, who was a friend, a brother and a father to him.As well as disapproving Joe, Pip even blames him to an extent for his behaviours, â€Å"I determined to ask Joe why he had ever taught me to call those picture-cards, Jacks, which ought to be called knaves. I wished Joe had been rather more genteelly brought up, and then I should have been so too. † This is quite rude and disrespectful, as Joe had always been kind to Pip. It is not Joe’s fault to have been born into a poor, lower class family and for Pip to blame Joe in such a way is very unfair. Therefore Pip is starting to become ungrateful and snobbish, even to his nearest and dearest. Pip is ashamed now f the life he leads and with whom he leads it with, as he mentions several times that he is â€Å"ashamed of home†. Initially, Pip had many wonderful images of home, â€Å"I had believed in the front door, as a mysterious portal of the Temple of State whose solemn opening was attended with a sacrifice of roast fowls†¦ I had believed in the forge as the glowing road to manhood and independence. † However, he follows this by saying how embarrassed and unhappy he is of his home when he says, â€Å"Now, it was all coarse and common, and I would not have had Miss Havisham and Estella see it on any account . This shows that Miss Havisham and Estella have changed his perception of his quality of life, from believing that he lived in a wonderful world, to believing that he led a worthless life. Pip has changed from being content with living a simple life, to being constantly desiring to improve his status and impressing Estella. As a character, Pip has developed from being a humble, kind boy with an innate goodness about him, into a young man who falls madly in love with Estella, to such an extent where he would do anything to win her over and that it blinds him from everything else.He disapproves of his family and hurts those around him, including himself. As a character, however, Pip’s hopes of a higher position in society often leads him to perceive the world rather narrowly, thinking that by thinking and acting like an upper class individual would automatically make him accepted in those ranks. On the other hand, it cannot be denied that Pip at heart is a very generous and sy mpathetic young man, with an inborn moral nature.