Monday, September 30, 2019

Coca Cola Research Essay

3.3 Collect and review data using appropriate methods, including primary and secondary research techniques The researcher used the questionnaire method as his primary research technique. The survey questionnaire was adapted from a previous research done by an Advertising agency regarding effectiveness of advertising. This survey was then distributed online to a sample population within Metro Manila. And the secondary research technique that was used was from the study of Mr. Honorata Ocampo Lee which is about Comparison of the effectiveness of the physical distribution processess and strategies of Coca Cola bottlers Philippines Inc. and Pepsi Cola products Philippines Inc. in selected districts in Manila for the year 2001-2003. 3.4 Analyze and interpret appropriate qualitative and quantitative data Quantitative research uses a scientific approach; the researcher’s hypothesis which stated in his study will need to have an attempt in proving and disproving that hypothesis. The data that will be generated can be analyzed mathematically. (Primary and Secondary research) The researcher used questionnaire to Qualitative research is concerned with the opinions and feelings; the data that will be collected is not necessarily set of numbers. It looks at the overall image rather than the separate components. (Primary and Secondary research) 4.1 Record findings in an accepted format and 4.2 Present and summarize the findings using suitable methods 1. Please open the link to view the ad material. Have you seen this advertisement before? http://www.youtube.com/watch?v=oiu9PcEyQ5Y? Among the 50 respondents, 40 percent (20 respondents) said yes and 60 percent (30 respondents) said they haven’t seen the adver tisement yet. 2. How would you rate the overall quality of this advertisement? 40 percent of the respondents thought that the advertisement was good. 32% answered fair, 16% answered very good, and 12% answered excellent. None of the respondents answered poor. The data suggests that majority of the respondents thought of the advertisement as good enough or slightly above average. 3. How would you rate this advertisement compared with the others you’ve seen with familiar products/services? Majority (64%) of the respondents answered that the Coca-Cola advertisement was just â€Å"about the same† as other products’ advertisements. Meanwhile 20% answered that their ads were â€Å"A Little Better than the Others† and 8% thought that it was much better than the others. On the other hand 8% answered that the advertisement was a little worse than others. This data shows that, like the previous analysis, the Coca-Cola â€Å"Open Happiness† advertising comes across to the majority of the viewers as just average or slightly above average. 4. Are You Currently Using This Product A majority of the respondents (86%) said to be currently drinking Coca-Cola meanwhile 14% claimed that they are not currently using Coca-Cola. 5. After seeing this advertisement, would you want to buy this product? A majority (95%) of the respondents were still determined to buy the product after seeing the advertisement and 5% said that they would not want to buy the product. Up by 9% from the people who claimed to not have been using Coca-Cola at the moment, the data shows that the advertising has given an impact only to a small amount of respondents to buy Coca-Cola. However, the data also shows that regular consumers are still willing to purchase Coca-Cola even though the advertisement did not come out that strong, as shown from the results in the second question. 6. Have you ever used this product? The chart below shows that 100% or all of the respondents claim to have used or bought Coca Cola at one point in their lives. 7. Age Among the 50 respondents, 30 (40%) were within the ages 18-25, 8 (16%) were 26-30, 12 (24%) were 31-35, 5 (10%) were 36-40, 3(6%) were 41-45, and 2 (3%) were 46-50. 8. Gender The chart below shows that majority (68%) of the respondents are male and 31% are female. 4.3 Evaluate the methodology used and critically analyze the findings The researcher used the Questionnaire method. This method was chosen because using a questionnaire with a random sample is a good way to find out the attitudes, thoughts, and behaviors of a large group of people. The questionnaire that was used contained Close-Ended Questions. A set of choices was given to the respondents for them to be able to answer the questions. Aside from that, the researcher also chose to use Likert-Scales as this would be the basis to determine the level of effectiveness of the advertisements. Likert-scales consist of questions that would be answered by ranking them (Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree) The method used would have been more effective if partnered with a select interview coming from each type of age group. The questionnaire method was proven effective in getting the opinions of the majority of the population. On the other hand, the interview method could have gotten more in-depth insights or feedback from the consumers regarding their opinion on Coca-Cola’s advertising and how it affects them as a consumer. 4.4 Propose recommendations based on the findings which identify and justify areas for future research Through the years, Coca-Cola had always come out strong in their advertising materials. Good examples of it would be Coke’s â€Å"It’s the Real Thing† and â€Å"I’d Like to Buy the World a Coke† during the 70’s and 80’s. These advertisements have helped propel Coca-Cola into it’s status now as the number one beverage company in the world. However for this decade, Coca-Cola’s â€Å"Open Happiness† Campaign didn’t come out as strong as their previous advertisements. They haven’t been as visible to the public eye as before. As shown in the first question, a majority of the respondents haven’t even seen the advertising material of â€Å"open happiness† before. This research has also helped prove that the advertising campaign of Coca-Cola now was rated just above average by the consumers. However, since Coca-Cola has managed to build up loyal consumers through the years, the statistics show that even though the advertising material may come out confusing or â€Å"just okay†, consumers will still continue to patronize Coca-Cola no matter what advertising material they produce. In spite of this, Coca-Cola should not be complacent with their current loyal customers. They should still invest in advertising campaigns that would appeal to their market. They should focus more on the younger generations as they are the group that is still trying to discover new products. Coca-Cola should be able to capture their loyalty for them to be able to sustain their position as the number one beverage in the world. References Questionnaires. (n.d.). Retrieved 2012 Ð ¹Ã ¸Ã » 30-March from Lets Evaluation Resources: http://www.shef.ac.uk/lets/evaluate/general/methods-collection/questionnaire#Why+use+questionnaires%3F Data Collection Methods. (n.d.). Retrieved 2012 Ð ¹Ã ¸Ã » 30-March from Fao Corporate Document Repository: http://www.fao.org/DOCREP/003/X2465E/x2465e09.htm#b8-6.3.3%20Interviews Primary and Secondary research. (n.d.). Retrieved 2012 Ð ¹Ã ¸Ã » 2-April from Design and Technology: http://hsc.csu.edu.au/design_technology/producing/develop/2662/primary.htm

Sunday, September 29, 2019

Organizational Management and Operations Paper Essay

In this organizational management and operations paper the student will identify, compare, and contrast the policing function at the local, state, and federal organizational levels. The student will analyze how organizational, management, administration, and operational functions at these three organizational levels. The student will identify in what ways the different organizational levels are similar or different and why. Finally, the leadership characteristics and responsibilities pertaining to each organizational level will be identified. Local Law Enforcement There are many roles in which local law enforcement agencies take part in. The duties, functions, and responsibilities of local law enforcement agencies are broken down into many different roles. Local law enforcement agencies are in place to provide routine patrol of the communities within their jurisdictions. They provide emergency services, and uphold traffic enforcement laws. They conduct criminal investigations/planning and analysis. They provide detention for adults and juveniles, offer community services, crime prevention communications, community relations, and much more. State Law Enforcement State law enforcement consists of state police departments and highway patrol. State law enforcement is like a local or county police department, only with a much larger jurisdiction. State police departments usually have many specialized units, such as investigative branches, aviation units, and tactical teams. Highway Patrol Officers, on the other hand, usually are tasked with ensuring the safety of the roadways of the state. Many states also have additional specialized state agencies. Some states with highway  patrols have a separate state investigative agency. For instance, Florida’s FDLE conducts statewide investigations and assists local and county agencies with complex investigations of their own. One may think of this like a â€Å"state FBI.† Federal Law Enforcement There are two different types of federal agencies, uniformed agencies and investigative agencies (although some do both). They provide uniformed law enforcement services for a specific location, such as The White House, United States Capital, FBI Building, US Parks, Supreme Court, various federal buildings. The other main type of federal agency is the investigative agency. These agencies have an assigned section of the United States Code that they enforce. For example, the DEA deals with drug laws, and the Secret Service focuses on crimes involving currency. In addition to the common agencies, all federal departments have an Office of the Inspector General that employs criminal investigators to investigate fraud within the department. On the negative side, working for the federal government can mean that one is at their beck and call when concerning relocation. While obviously not a concern with some of the uniformed agencies, relocation can be a concern if one works for the more nat ionalized federal agencies. For the most part local, state, and federal law enforcement agencies share the same directives as well as support and oversee the same laws of the land. The only obvious differences that these three agencies have are their jurisdictions, resources, staffing, funding, budgets, support, and operations. In today’s society the roles and duties that are assigned to law enforcement will continue to change every day. Organizational Management In the early 1990s the New York Police Department (NYPD) was as â€Å"paralyzed† basically reluctant to act out of fear of making mistakes. As an organization the NYPD suffered with productivity from the officers up to and including the chief (Harvard Kennedy School, 2013). The crime reporting system used was extremely dated hence the creation of a new software system that analyzed crime data entered into a computer, which maintained statistics (COMPSTAT). This data was evaluated regularly, which offered commanders the ability to develop strategies for awareness, patrol, and  resource allocation, solving crimes, and quality of life improvement for the citizens in the jurisdiction. If the data is entered in COMPSAT properly, estimates of crimes can be made to include what type, times of day, and locations (Harvard Kennedy School, 2013). This valuable management tool allows chiefs, sheriffs, and commanders with a graphic representation of what is occurring in an area of responsibility, which will assist with organizational management. Developing awareness of when and where crimes are likely to be committed allows supervisors to allocate resources in those potentially affected areas to aid in crime reduction. This tool helps with long-term (proactive) planning by knowing how many patrols are needed in certain areas and what times they need to be present (Harvard Kennedy School, 2013). The COMPSTAT predictions also can be beneficial when projecting operational and functional budgets for the fiscal budget. The COMPSTAT data blended with actual crime reporting can justify resource allocation both for personnel and money. Finally the principles of COMPSTAT are only beneficial if the officers, patrols, and supervisors conduct follow-up assessments to ensure the desired results are actually achieved. COMPSTAT is a proven to ol for organizational management, but like any tool if not used properly it could be more harmful than valuable (Harvard Kennedy School, 2013). Administration and Operational Aspects Within any law enforcement agency, the administration section is a paramount tool. Some of the many duties that fall under the task of the administration section include training (includes sworn officers and civilians), computer systems, departmental forms, budgets, and records just to name a few (Police Administration Division, 2013). The responsibility of this section will usually lie in the hands of a Lieutenant or Sergeant who will answer to the Chief or Sheriff. The agency relies heavily on this section for up to date information. If there is a lapse in judgment or something is forgotten, it can have a drastic impact. For example, if records are not maintained properly, officers will have issues with they stop someone and run their information. That person could be wanted for murder and the officer would never know. Law enforcement is always expanding and looking to improve on how operations  are conducted. It is essential that the agency keeps an open mind and looks to make changes when needed. For example, if the agency hires a transfer from another department and that officer thinks there is a better way to handle a specific aspect of law enforcement, the agency should consider what that officer is saying. The department that the officer came from may have some technology or information that the new agency does not. Leadership Characteristics and Responsibilities The leadership characteristics and responsibilities at the different levels are very similar. Leaders are born, not made. The leadership traits are developed through education, training and hard work. Leaders inspire others by setting an example. They show others that they care and have compassion for those that they lead. Leaders accept the fact that mistakes happen and a part of the job. They prevail against the odds not letting the obstacles get in the way. A leader’s since of duty calls them toward quality not quantity. They believe in the people they lead. Effective leadership encompasses both tactical and technical proficiencies. Leaders do not forget where they came from, regardless of rank. Higher ranking officers have a unique responsibility to demonstrate leadership and this is their primary operational function. (Gonzalez, 2014) Conclusion With the onset of a new millennium, American police agencies face new challenges. The terrorist attacks on the World Trade Center and the Pentagon changed the way in which law enforcement collectively thinks about public safety and security. Priorities for training at all levels, equipment, strategies, and funding have transformed policing once again this time focusing on homeland security history of American police systems from the English heritage through the last years of the 20thcentury. A number of present-day issues have roots in different epochs of American history. For example, the idea of community policing is traced to the colonial period and to medieval England. Preventive patrol, legitimacy, authority, and professionalism are 18th and 19th century concepts. Riots, disorders, and corruption are not new to American policing, similar events occurred in the 19th century. Thus by virtue of studying history, this can give contextual  meaning to current police problems, ideas, and situations. Looking at the past, present-day events can be better understood. References Bechtel, H. K. (1995). State Police in the United States. Westport conn: Greenwood Press. Bryan Vila, C. M. (1994). Police in Contradiction: The Evolution of the Police Funtion in Society. Westport: Greenwood Press. Bryan Vila, C. M. (1999). The Role of Police in American Society. Westport: Greenwood Press. Gonzalez, R. (2014). 10 key qualities of law enforcement leaders. Retrieved April 20, 2014, from Police One.com: http://www.policeone.com/news/1204313-10-key-qualities-of-law-enforcement-leaders/ Harvard Kennedy School. (2013). Retrieved from http://www.innovations.harvard.edu/awards.html?id=3716 Police Administration Division. (2013). Retrieved from http://www.mysanibel.com/Departments/Police-including-Emergency-Management/Police-Administrative-Division Roberts, D. J. (2013). Technology Is Playing an Expanding Role in Policing. The Police Chief, Retrieved from http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display&issue_id=12011&category_ID=4 Uchida, C. D. (2004). Justice and Security Stratagies. Inc .

Saturday, September 28, 2019

Alcoholic beverage Essay Example for Free (#2)

Alcoholic beverage Essay ? The book ,The History of the World in Six Glasses by Tom Standage is a book dedicated to beverages and there impact on cultures and civilizations. Tom Standage’s intent for this non-fiction novel was to show six insignificant products that we see, use or have heard of in everyday life and bring them into a different light. Showing how they have sculpted our cultures and ways of life in the modern world. These six products were beverages ; beer, wine , spirits, coffee, tea, and coca-cola. These drinks affected more than just the diet of people it changed their societies and ways of living. Standage’s theory is that each one of these drinks brought on a new cultural stage. Each beverage showing different eras and how the beverage of that time impacted their way of life eventually impacting ours. Starting with beer in the first civilizations of Mesopotamia and Egypt. Then going to wine with Greece and Rome and spirits in the colonial times with Europians and eventually getting to America. Next, their was coffee that started in the Arab world traveling throughout Europe and finally Coca-cola which started selling its drink in America and out broke to throughout the rest of world. His intent was to show the history of the world in which humans were not nomadic in the view of six different drinks. Standage presented his thesis in a very interesting and intriguing way throughout this novel. There are six main Chapters in this book ;Beer in Mesopotamia and Egypt, Wine in Greece and Rome,Spirits in the colonial Period, Coffee in the Age of Reason, Tea and the British Empire, and Coca-Cola and the Rise of America. Each main chapter has two mini chapters in them for example in the chapter Tea and the British Empire the two mini chapters are ; Empires of tea and Tea Power. Standage’s writing mostly focased on the beverages causes and effects in the different areas and lands they were most popular and developed but he would add things about the people of these times and their way of living. He also added some traditions that we have in today’s culture that were created in ancient times such as clinking glasses together for good health and happiness before drinking a glass of beer. His book shows how six measly little drinks changed humans from nomadic people who were hunter- gatherers to people who lived in cities and developed writing, government and farming. Standage showed the history of the world in six drinks hence the title A History of the World in Six Glasses. Most everyday people would think these drinks were Sarah Bedell 9/4/14 A. P. World History Mrs. Spampinato The History of the World in Six Glasses : Book Review The book ,The History of the World in Six Glasses by Tom Standage is a book dedicated to beverages and there impact on cultures and civilizations. Tom Standage’s intent for this non-fiction novel was to show six insignificant products that we see, use or have heard of in everyday life and bring them into a different light. Showing how they have sculpted our cultures and ways of life in the modern world. These six products were beverages ; beer, wine , spirits, coffee, tea, and coca-cola. These drinks affected more than just the diet of people it changed their societies and ways of living. Standage’s theory is that each one of these drinks brought on a new cultural stage. Each beverage showing different eras and how the beverage of that time impacted their way of life eventually impacting ours. Starting with beer in the first civilizations of Mesopotamia and Egypt. Then going to wine with Greece and Rome and spirits in the colonial times with Europians and eventually getting to America. Next, their was coffee that started in the Arab world traveling throughout Europe and finally Coca-cola which started selling its drink in America and out broke to throughout the rest of world. His intent was to show the history of the world in which humans were not nomadic in the view of six different drinks. Standage presented his thesis in a very interesting and intriguing way throughout this novel. There are six main Chapters in this book ;Beer in Mesopotamia and Egypt, Wine in Greece and Rome,Spirits in the colonial Period, Coffee in the Age of Reason, Tea and the British Empire, and Coca-Cola and the Rise of America. Each main chapter has two mini chapters in them for example in the chapter Tea and the British Empire the two mini chapters are ; Empires of tea and Tea Power. Standage’s writing mostly focased on the beverages causes and effects in the different areas and lands they were most popular and developed but he would add things about the people of these times and their way of living. He also added some traditions that we have in today’s culture that were created in ancient times such as clinking glasses together for good health and happiness before drinking a glass of beer. His book shows how six measly little drinks changed humans from nomadic people who were hunter- gatherers to people who lived in cities and developed writing, government and farming. Standage showed the history of the world in six drinks hence the title A History of the World in Six Glasses. Alcoholic beverage. (2017, Feb 23).

Friday, September 27, 2019

Marketing Plan for Al Jazzira Poultry Case Study

Marketing Plan for Al Jazzira Poultry - Case Study Example The main reason behind this is to control the production chain and be less affected by the external factors (suppliers) and to ensure quality. The success and profitability of the poultry farm depends on the selection of good genetic stock and their sound and efficient management. Selection of right type of chicken considering the prevalent the local conditions and the demand for poultry products in the market decide the performance of any poultry farm. The performance of layers with respect to important productivity factors like egg production, feed conversion and bird mortality also influence the profitability of the poultry farming business. Any poultry farming business enterprise should consider the starting up the business in a location from different view points like biological aspect which takes into account the needs of the poultry farming of a clean, dry, quite and comfortable place and business aspect that takes into account good transportation and communication facilities. With this background this paper presents a detailed marketing plan for the poultry firm 'Al Jazzira Poultry' in the country of Jordan. The production of the poultry meat has become the largest facet of the popular industry in Jordan - reports the World Poultry Journal. The total investments in the industry were estimated at US $ 430 million in the year 2003. The number of broiler farms has increased at a remarkable rate during the period from 1981 through the 2000s. There has been tremendous improvement in the production capacity of the firms that were engaged in the farming business. The increase in the production capacity was the result of more number of new business firms entering the business. There are a number of factors which influenced the people to enter into this business. Some important factors that contributed to the development of the poultry farming business in Jordan are: "The limited area of land needed to run poultry farms compared to other agricultural enterprises. Poultry businesses often require small amounts of water, a very important aspect in Jordan, being dependent mainly on rainfall and frequently encountering water supply problems. The short production cycles in poultry allowing a more frequent cash flow compared to other agricultural activities." Apart from the inherent advantages the support from the government also has helped the industry grow to great proportions. The government adopted a floatation

Thursday, September 26, 2019

The World of Finance Essay Example | Topics and Well Written Essays - 750 words

The World of Finance - Essay Example Both Amex and NASDAQ are similar since both the companies are based on the stock market. Both handle major clients and many different exchanges. Both also deal with the buying and selling of stocks. Each is widely known and capitalizes on their investors. There are some differences in the operations of two companies. NASDAQ is more of a corporate's corporation. It handles mostly technological clients and uses technology to electronically handle everything. Amex on the other hand, likes to be more personalize and does not handle everything electronically. Amex uses floor exchanged and is thought to be slower in handling things. NASDAQ is extremely competitive and continues to try to find way to better its company. In September 2002, New York State Attorney General Eliot Spitzer sued five corporate executives (former WorldCom chief executive Bernard Ebbers, Qwest chairman Philip Anschutz, former Qwest CEO Joseph P. Nacchio, Metromedia Fiber chairman Stephen Garofalo and former McLeod CEO Clark McLeod) for repayment of funds garnered through profiteering in Initial Public Offerings (IPOs) and phony stock ratings given by Salomon Smith Barney in return for investment banking business. In January 2003, Spitzer reached a "global" settlement with top Wall Street firms. They pledged to pay $1.4 billion to settle federal and state charges. Bernard Ebbers was head of WorldCom. WorldCom had merged with one of the biggest technological companies MCI in April, 2003. This was one of the biggest technological mergers. This merger had broken up monopolies such as AT&T that had dominated the telephone industry. But after the scandal WorldCom was changed. The company filed for bankruptcy. For a time, WorldCom (WCOM) was the United States' second largest long distance phone company. (Liqi, 2006). PART - II Economic Functions of Financial Intermediaries Financial intermediaries are involved in performing very important economic function of channelizing the excess funds that depositors have, towards satisfying the fund requirements of the borrowers. Financial intermediaries aggregate small amounts of funds into big pools, then invest it in a diverse portfolio of primary securities to achieve more efficient diversification of risk than an individual investor. In this way, financial intermediaries are able to use savings that would otherwise not have been available to produce economic activity. Brokers' Roles in Financial Markets Brokers perform very important function in financial markets. They obtain relevant information that is required by the clients to make informed investment decision. This information ranges from market conditions to government regulations. In addition, brokers carry out clients' portfolio investment planning and provide guidance to the clients about most optimal investment decisions. Brokers have high level of control of a financial market. However, the advent of internet has brought about changes in the way businesses are conducted. The financial markets are no exception. NASDAQ makes use of the internet to provide value added information to the clients. The investment

Business management Essay Example | Topics and Well Written Essays - 2000 words - 7

Business management - Essay Example The University of California (2008), states that bio-Analytical measurement offers measurement solutions for research and quality control applications to academic and government organisations. Electronic Measurement provides solutions, products and services to the leading customers in the communication and electronic industries. Their wide range of expertise enables them to provide quality services and products to their customers. The company has gained insight from this comprehensive and unique perspective and they are dedicated to helping their customers to make advancement in achieving business results. The main purpose of the business management system in the organisation is to maintain all the operations and groups. These include the Chemical analysis Group (LSG), Electronic Measurement Group (EMG) and Chemical Analysis Group (CAG). They also ensure that the products and services meet the regulatory requirements and customer expectations (The University of California, 2008). The business management system provides a framework whereby business operations and groups can make decisions appropriate to their organisations geographic and customer needs while ensuring that appropriate minimum standards are met. The company’s infrastructure is centrally managed and functions as internal service suppliers to the groups. The scope of the company involves development, procurement, manufacturing, distribution, sales and marketing of their products and services worldwide. Throughout business research, scholars have established that a relationship exists between organisational culture and performance. Organisational cultures are the values which determine how the entity operates according to Mullins (2010). Businesses in the past believed that organisational culture was too hard to manage and were not keen on its importance. Today, they acknowledge that it can be used for competitive

Wednesday, September 25, 2019

International Political Economy Assignment Example | Topics and Well Written Essays - 500 words

International Political Economy - Assignment Example ment of patents and copyrights which will strictly intellectual property rights and investor-state-arbitration that will grant investor the right to initiate dispute against a foreign government under the international law. Personally, I do not think it is necessary to have an additional agreement such as TPP to govern MNCs and FDIs because there are already existing frameworks that functions like TPP such as GATT, NAFTA, APEC etch. TPP however strengthens the enforcement of intellectual property rights and provide investors to initiate dispute against foreign government which could instill confidence among MNCs and FDIs. Recently, President Barack Obama visited its allies in Asia the latest of which is the Philippines. Albeit the two countries had different expectation about Obama’s visit, where President Obama is lobbying for the TPP and the Philippines to get the commitment of United States against China’s increasing aggression, the latter expressed openness and willingness to participate in the TPP (Trans-Pacific Partnership). Walmart is good for the US/global welfare because it has dramatically cut the price of products by partnering with China. By offshoring its supply center to China, the cost of goods that will be sold drastically dropped making goods and services more affordable and therefore good for US/global welfare. Walmart changed the center of power in retailing that manufacturers no longer dictates price which made it expensive but rather the retailer such as Walmart which is sensitive to the market and dramatically dropped it. Walmart is not good for women. In its drive to bring the cost of its retailed products down, one of the components it downgraded is the salary and benefits of its employees. In addition, there had been reports also that Walmart discriminate against women in its retail outlets which made the retail giant not good for women. Cutting costs to sell cheap had the implication of not only lowering salaries which is

Tuesday, September 24, 2019

Lamesa, Texas (Home Town) Research Paper Example | Topics and Well Written Essays - 1000 words

Lamesa, Texas (Home Town) - Research Paper Example Finally, the latter one was deemed suitable for the town and thus was accepted by the town committee (â€Å"History of Lamesa†) Thesis Statement The paper intends to provide a brief history of Lamesa, which is situated in Texas. Description of landscapes and contribution to the Ozarks and Missouri by the inhabitants of Lamesa will also be discussed. Furthermore, the agricultural industry developments after the settlement and its special available food crops will be analyzed. Historical Backgrounds The first inhabitants of the town were Paleo-Indians, who hunted and camped along Sulfer Springs Draw around 17000 years ago. Later, around the year 2000, the population amounted to approximately above 9,500; the settlers offered the best small-town living to the new visitors or inhabitants. Furthermore, the people are very much hospitable and friendly and provide a sense of warmth and belongingness to their guests (â€Å"About Lamesa†). In order to establish a new county seat for Dawson County, an election was held, the candidates being Lamesa and Chicago. Lamesa won the elections by a very small fraction of 5 votes. Following the election, a post office earlier based in Chicago was moved to Lamesa as people residing at Chicago started moving their township to Lamesa. Furthermore, Lamesa’s first school was opened in 1902, following which a daily mail service commenced from the year 1906. Moreover, the town got its first rail service on October 1, 1910; it was operated by Panhandle and Santa Fe Railway Company. Telephone and electric services commenced in the year 1905 and 1916 respectively (â€Å"History of Lamesa†). Lamesa had become integrated in the year 1917, soon after which large projects started to take place in the town. A new city hall, water and sewerage system, and streets made up of bricks were built in the year 1925. In 1945, a council-manager, a type of government, was established followinga decision of adopting a home-rule a greement. Initially, Lamesa flourished through farming, and at the later stages oil production became the major source of business for the residents. In the mid 1980s, when the town’s population stabilized around 11,500, the marketing and banking center dealt with various businesses, such as farming equipment, agricultural products, clothing and textiles, oil services, food processing, and cultivation of cotton. Gradually, the town began to develop with establishments of Dawson County Museum, Howard County Junior College, hospitals, libraries and several nursing homes (â€Å"Lamesa, Tx, (Dawson County)†). Traditionally, the people of Lamesa society and Dawson County were renowned in helping and providing support to each other. Dawson County was one of the five counties to receive the popular Army Navy â€Å"E†award for providing the highest men per capita during the Second World War. Furthermore, William Rafus Shafter is one of the renowned persons who visited t he county for preparing a report on the local Indians. He and his company were the first persons to discover an Indian encampment at Laguna Sabinas or Cedar Lake which was the birth place of renowned Quanah Parker. Moreover, he along with his company constructed the initial wagon roads upon the plains and reported the county favorable on grazing conditions. Majority of the people residing in Lamesa are from the Christian religion (â€Å"

Monday, September 23, 2019

In class Exam 2 Essay Example | Topics and Well Written Essays - 1500 words

In class Exam 2 - Essay Example The company set a number of financial goals in order to meet its goals and objectives. In fact, the financial policies created by the organization enable it to adhere to the firm’s strategic plans as well as control the growth of the company. This financial policy determines whether the earnings of the company increases or decreases within a given financial period or fiscal year. The financial policies also incorporate a global product strategy whereby it leaned out its manufacturing operations in order to create a flexible manufacturing operation that saved on the costs of operations as well as resulted in the faster development of its products. In addition, this global product strategy also led to development of efficiencies in the delivery of the company’s new technologies especially within its core markets. This is majorly due to the worldwide integration of the automotive industry, which greatly influenced a variety of policies, practices and strategies that the Fo rd automobile Corporation undertakes in order to succeed in its operations and business ventures. The company also shapes its functional strategies in consideration of the environmental policies adopted by the United States of America. The US has growing concern over the protection of the environment by instituting development of policies that are more inclined to the conservation of the environment. ... In fact, the company even stated on its website that it relies on a sustainable technology that advances to alternative fuel plans, as well as, lay out constructive plans in order to improve fuel efficiency in its products. In addition, the company also advances towards usage of bio fuels and electricity in designing their products. Strategy implementation at the company adopted incorporates the six sigma strategy whereby it follows a set of techniques, as well as, tools, which are handy in the improvement of processes of operations. Jack Welch became famous from his development of the six-sigma model, as it was his central strategy of implementing his business motives and processes. Jack Welch succeeded through the application of this model in his business strategies while at the controlling seat at the General Electric Company in 1995. The six-sigma model is a good way of creating synergies across the organization in order to increase the probability of the buy-in mission of the co mpany, as well as, create an effective alignment of resources that would lead to increased productivity in the company. The alignment of resources as well as development of other concerned factors will make the business improve its functions and performance. The six-sigma model enabled the former chairperson as well as the chief executive Officer of the General Electric Company (GE) to turn the productivity of the company from 1981 to 2001. This transformation was very magical as it dramatically changed the productivity of the company by increasing its market value from a market value of $ 14 billion to $ 410 billion during the tenure of Jack Welch, all thanks to the use and application of the

Saturday, September 21, 2019

Ben & Jerrys Company Analysis - Short Essay Example for Free

Ben Jerrys Company Analysis Short Essay Companies like Ben Jerry’s could definitely be affected by high inflation because of the consumer spending. When the consumers are forced to pay higher prices for products or services that are a necessity, they cut back on products or services that are a luxury. Luxuries that are not a necessity to live like gasoline for vehicles or gas to heat homes or even food will not be bought. Any company that sells a luxury item that is not a necessity to live can be affected by high inflation. With inflation, the price of everything goes up. With that said, the price for companies to buy supplies goes up, meaning that in order to cover their overhead, they will need to find a way to make that money back which could mean layoffs or raising the price of their goods or products. In a recession, companies like Ben Jerry’s could also face the possibility of being negatively affected because of the demand of consumers. Very much like inflation, recession has the same effect; the consumers do not want to spend their money on luxury items. With the recession, there are more people unemployed who are just barely getting by, therefore, will refuse to spend any money on something that does not decide whether they have a home or not, which includes a luxury item like ice cream. Ben Jerry’s could also be affected because of their stock prices. During a recession, the price of stock usually declines. So, their revenue would be affected as well as their stock, which would result in bad overall performance of the company. Speaking from personal experience, any luxury item that I absolutely do not need, I do not buy. I simply cannot put myself in a position to not pay a bill because I want to â€Å"treat† myself. With all this said, Ben Jerry’s provides a reasonably priced luxury item that I would consider a â€Å"feel-good† luxury item. Everyone loves ice cream, young and old. Consumers still need to have a quality of life with the changing economic conditions and if buying an affordable luxury item gives them that, they are going to splurge and buy it. Unlike other luxury items, such as getting clothing and spa appointments, the consumer still gets to feel good and not go broke. Ben Jerry’s makes a one of a kind product, their flavored ice cream, which makes it an easy buying decision for the consumer. The text book also explains that McDonald’s is not hit as sensitive to the economic conditions for the same reason. Their food is reasonably priced and the consumer still gets to feel like they are â€Å"treating† themselves to restaurant food without breaking the bank. Ben Jerry’s has social, product and economic condition missions that make them popular in their industry. Not only do they care about making a profit, but they care about their people, environment and planet. They have mission statements for each of these and they follow through. As a consumer, I would rather buy my luxury item from a company that cares about something other than making a buck like their competitors. They make their ice cream to support causes like the recent Imagine Whirled Peace flavor that hosted a competition and donated money to them to support their peace cause. They also have a foundation that gives grants to non-profit organizations that are working for progressive social change. They hold fund-raisers and rally days. They provide hope, awareness and celebration. They also use naturally and humanly produced ingredients as part of one of their missions as well, which is something that would usually increase the price of any products, but with this company, it is just part of their offering. All in all, they provide more than just ice cream to the consumers which makes them less vulnerable to the economic shocks.

Friday, September 20, 2019

Progress learners have made and identify learning needs

Progress learners have made and identify learning needs In this reflective assignment I have chosen to explore standard Q28: Support learners to reflect on their learning, identify ; focusing specifically on the integration of metacognitive strategies into a sequence of lessons. These strategies included making peer and self-evaluation an established part of every lesson. Making pupils aware of what they have learnt, mirroring pupils responses, and modelling exemplary metacognitive thought processes by thinking out loud. The essence of metacognition is thinking about thinking; having an awareness of what you already know and what you do not know, knowing how to learn and acquire new knowledge, knowing which strategies to use and when to use them (Wilson Bai, 2010). Metacognitive skills can be taught to pupils of any age and ability, and research has shown that pupils with metacognitive skills perform better in school (Sternberg, 1998). The reason I am interested in cultivating metacognition is because it improves pupils critical thinking skills (Ku Ho, 2010). In order to teach metacognitive skills the teacher must first create a learning environment in which pupils are expected to participate in reflective and evaluative activities (Leat Lin, 2007). The metacognitive strategies were trialled with a class of thirty top-set Year 8 girls over a period of two weeks (six lessons); coinciding with the start of a new science topic: Chemical Reactions and Materials. At the start of the first lesson pupils were given a self-evaluation checklist for all of the concepts they were going to be taught during the following sequence of lessons. They were then given the opportunity to write down any prior knowledge of these concepts, and to tick off any they felt confident with already. Pupils were instructed to place the checklist at the front of their files for use later on in the lesson and during the rest of the unit. A three-stage self-evaluation framework was devised in order to promote pupils metacognition at well-defined point within each lesson. At the start of each lesson all pupils were expected to record the learning objectives (as communicated by the teacher) in the appropriate space on the checklist. Approximately two-thirds of the way through the lesson, pupils were told to consider whether or not they were meeting the learning objectives. Pupils used a traffic light system of red, orange and green coloured pages within their planners to communicate their responses to the teacher. Pupils not meeting learning objectives were asked to write down what actions they would have to take in order to meet them At the end each lesson pupils were given time to identify what they had learnt and how they would address areas of weakness. When planning fifty minute lessons, thirty percent of the total lesson time had to be allocated to the three five-minute self-evaluation stages. In hindsight, it may have been a more efficient use of time to either self-evaluate every other lesson, or to assign self-evaluation as part of the class regular homework. Starting and ending lessons with a metacognitive task is commensurate with the three-part lesson structure of starter, main and plenary that seems to be in vogue. Placing a metacognitive task in the midst of a lesson may appear to disrupt the natural flow, but the anticipated change to an habitual task could serve as an opportunity for some pupils to refocus their attention and make better use of the remaining lesson time than they otherwise may have done. During the first lesson in the sequence the introduction and explanation of the self-evaluation system required a significant portion of the lesson time. I dont think there would have been any way around this. I had anticipated that during each of the subsequent lessons pupils would become more accustomed to the system and would therefore need less guidance. However, some pupils had been absent from the initial lesson in which the system was introduced and required additional teacher time to bring them up to speed. I dont think that this would be an issue if the system had been implemented over a significantly longer time scale, as pupils would inevitably become familiar with the format of checklist and how and when to fill it in independently. In addition, various pupils would either lose or forget to bring their checklists to lessons, hence requiring replacement checklists and losing information which they should have accumulated. For these pupils it is clear that they would not be in a position to reap the full benefits of completing the self-evaluations when the time came to prepare for their end of unit test. I think that all of the pupils had a degree of appreciation for the potential benefits of this system, but some more so than others. During the Year 8 consultation evening several parents provided positive comments after having noticed the checklists in the childs file. The general feeling was that the parents approved of pupils thinking critically about their own learning. At the end of the sequence of lessons, pupils who had been regularly completing the self-evaluation checklist were able to easily identify gaps in their learning. These gaps could then be addressed during revision the time allocated to prepare for the end of unit test. I think that if I had been teaching practical lessons, and in this unit there werent any, I would have found it much more difficult to allocate a time slot for self-evaluation during the lesson. This three-part framework is clearly an explicit means of artificially imposing a metacognitive activity upon the pupils. However, it is a usual part of my every day teaching style to think out loud, and to encourage pupils to do the same when answering problems. This is an established technique for enhancing pupils metacognitive abilities, which I find comes quite naturally. By thinking out loud the teacher is modelling the sort of processes, lines of reasoning, and questions which they are pursuing and asking themselves in order to reach the solution to a problem. By mimicking an exemplar under the guidance and elicitation of the teacher, pupils can assimilate this skill and apply it independently. I think that pupils often do not know how to tackle a problem for which they down know the answer immediately off hand. Some will just sit there and wait for the teacher to come over to them and intervene. Others would unthinkingly throw their hand into the air and expect to be told the answer straight away. It is often frustrating when I discover that a pupil hasnt even attempted to form an approach to finding an answer. Without explicit training most wont automatically know the sorts of questions they need to be asking of themselves, and are far too easily waylaid or disheartened by perceived unfamiliarity when a known problem is placed in an alternative context. I was not been able to gauge or quantify pupils metacognitive skill and I think this could be the basis of an interesting research enquiry, however, I did notice that pupils were generally more persistent after the sequence of lessons. Particular pupils who previously would have given up straight away were at least attempt ing to engage problems more before asking for assistance. I think that metacognitive ability is intrinsically linked with pupils motivation and self-efficacy. In my experience, pupils who are not sure how to approach a problem can attribute this inability to their own incompetence, which will invariably initiate a cycle of negative feedback with their self-esteem. Working with such pupils on an individual basis I was able to give them the confidence and necessary individualised scaffolding to attempt unfamiliar problems. I often began by asking them to think out loud so that I could see exactly how they were approaching a particular problem. I would then ask them if they could think of an alternative way to approach the same problem, or to ask one of their friends how they would approach the same problem. This has been an approach which I have always taken, but during this series of lesson I have placed a lot more emphasis on pupils sharing their thought processes with each other e.g. via a think, pair, share style activity. As a consequence of having taught a series of lessons with a strong emphasis on simple metacognitive strategies, I am motivated to continue using these strategies and to seek out new ones which complement or supersede them.

Thursday, September 19, 2019

Dinosaurs :: Essays Papers

Dinosaurs †¦I found myself with my leg lodged between two trees which the Tyrannosaurus Rex knocked over. I remained totally still knowing that if I moved the T-Rex would see me. The beast came so close to me that I could feel him breathing on my face. The T-Rex however, could not see me because of his poor vision and the time of night. Then I saw my chance, just as he bent over to eye me one more time I struck him in the eye with my knife made of bone. I pushed the knife deeper and deeper into the beast's head until his screaming stopped. The T-Rex fell shaking the earth with its weight. I was hunting for my wife and children who lived in the cave-house I built for them last winter. I and my two boys of the age of sixty and seventy-two seasons skinned the T-rex. It took three days to haul all the meat back to the cave house. My wife stored the meat in the underground cavern we had, which we usually used to hide ourselves from hunting dinosaurs. Our cave-house was located in what was called a cave city. These cities were carved out of a giant mountain and were run by an almighty leader, whom we referred to as the almighty. The people who lived in the cave-city were called commoners, and were referred to as the people. In every cave-city there was a drinking den, where the men of the city could come after a day of hunting and working to kick back and relax. At the drinking den the men enjoyed drinking fresh-made berry juice which would cost only two shells a serving. In the drinking den there were a lot of men who loved to tell stories about what they hunted and how big their catch was. Most of what these men said was half-true. They never told the whole truth in a story. For example if a man were to kill a T-Rex, which was ten thousand, hands tall they would say the Rex was eleven thousand hands tall. I usually went to the drinking den everyday. There were three men whom usually accompanied me there. These men's names were Big Joe, Medium Tim and Tiny Mike. Big Joe was about fifteen hands high and four hands wide, he had a low-pitched voice and was slow in his ways, he had a very short temper and was known for being somewhat of a Klutz.

Wednesday, September 18, 2019

A Comparison of Last Man Standing and Street Fight Essay example --

In a world where the strong survive and the weak plunder, running for public office can be a more daunting task then holding the actual office itself. The films, Last Man Standing and Street Fight, depict two separate elections in two separate states as fierce battles. The films provide contrasting views of the struggle to reach public office, and the tactics used to get there. Though the films paint the similar process of brutal campaigning and numbing elections, these films have clearly different stories. In Central Texas, incumbent Republican Rick Green and Democrat rookie, Patrick Rose, ran a tight race for a seat inside the Texas House of Representatives. This close race was delineated inside the film Last Man Standing. Rick Green, a conservative Christian and law school graduate from the University of Texas, held the house seat since 1999. As the incumbent candidate up for re-election, Green held majority voter support through out the race. Rick Green rallied support in local events and church functions, asserting his faith to gain support. In Green’s opposition was young Democrat Patrick Rose. Rose was new to politics but eager to win the fight. Rose allowed himself to be portrayed as a new comer and young candidate, this played in his favor especially among women voters. Rose, a graduate from Stanford and the University of Texas, held the firm belief that this election could be won one voter at a time. Last Man Standing opens with Patrick Rose meandering through a suburban community knocking on doors and handing out campaign fliers. Most that answered the door were unaware of who Rose was, or that he was running for election. To most voters Rick Green was seen as the candidate that was easy to vot... ...ing and Street Fight outline the momentous fight for the title of public office. The road of campaigning and winning votes is long and narrow. Candidates have various tools at their will in attempt to win a seat of their own inside public office. These documentaries show tremendous differences and various similarities of the process to hold such coveted titles. The differences in the types of elections expressed in the films shows the tremendous differences of campaigning and elections across the country. Works Cited Last Man Standing: Politics Texas Style. Dir. Paul Stekler. PBS, 2004. DVD. "POV - Last Man Standing . Film Description | PBS." PBS: Public Broadcasting Service. July 2004. Web. 08 Nov. 2011. . Street Fight. Dir. Marshall Curry. Marshall Curry Productions LLC, 2005. DVD.

Leadership in Braveheart Essay -- Leader Leading Braveheart Essays

Leadership in "Braveheart" In today's rapidly changing world, leadership is necessary to keep up with the competition. In the extract from the film â€Å"Braveheart†, William Wallace demonstrated many leadership techniques that helped his army prevail as an underdog. Many of the techniques Wallace used are prevalent in modern day business leaders as well. By stepping up in a leadership role, Wallace gained the respect of the entire army even though he was not the man that was put in charge. One of the main things that Wallace did was lead through his actions. By stepping up to the front line, it showed his troops that he was not scared and this attitude was imitated by the rest of the troops. In the present day business world, an effective leader hears what others have to say and helps them with their issues. This is just what Wallace did. In the short extract of â€Å"Braveheart† Wallace showed what was necessary to be a successful leader. There are many lessons that should be gained from watching William Wallace. First, no matter what the situation was, he was very calm and composed. He was very calm when speaking with the head of the opposing army and very composed while his army was being charged at by opposing forces, even though they were obviously much outnumbered. Another characteristic of how Wallace displayed leadership was his confidence and sense of humor throughout the entire scene. He ordered his troops to pull their pants down and â€Å"moon† the English in the middle of a war standoff. I think that this was a very good technique to loosen up the troops and make them more comfortable and confident. Also his confidence was very apparent throughout the war. He told his army that they would lose some lives but in the end they would recover their freedom. The army saw his confidence and in turn , they became more confident about victory as well. Other techniques Wallace used were being inspirational, motivational and patriotic. Before the war started, most of the troops were very uneasy and started to turn around and head home. Wallace came to the front of them, got their attention and made a very inspiring speech that fired them up and turned there attention back to the task at hand. The Scottish army was ready to turn back and concede their freedom to the English. Wallace showed patriotism by painting his face blue for the Scottish flag and encouraged h... ...man and the maker of the Model T Ford car. He said, â€Å"If money is your hope for independence you will never have it. The only real security that a man will have in this world is a reserve of knowledge, experience, and ability.† William Wallace was never interested in money or fame. He stood up for what he thought was the right thing, and encouraged his followers to do the same. â€Å"Failure is the opportunity to begin again, more intelligently†, says Ford. Ford knew that he would not succeed at all times but if he learned from his mistakes and tried again, he would eventually win. Wallace had the same mentality. He knew that his army would lose some of their troops during the battle, but if they were victorious, they would learn from there loses and grow strong again. There are many leadership lessons that William Wallace exposed in this short extract of â€Å"Braveheart†. These examples of leadership are very important in being a successful leader in the modern day business world as well. By standing strong in adversity, Wallace got the attention of his army and inspired them into battle. Wallace acts as a great guide of how businessmen should effectively lead their employees today.

Tuesday, September 17, 2019

Action Learning Review

The Longwall department is responsible for the majority of coal production at the mine and hence, revenue for the business. The management group in this department consist of five staff members, with the Superintendent as the senior person reporting to the Mine Manager. As Technical Services Manager I am a member of the senior management team for the mine, and a peer to the Mine Manager. However, I have no direct authority over the Longwall department. Although it is suited to the approach, the Longwall department does not tend to operate effectively as a team.Whilst there is a clear annual performance target set by senior management, there will often be confusion amongst the group when they attend the mine’s planning meetings as to what the specific short term priorities for the department should be and the best way to achieve them. This confusion invariably leads to conflict in these meetings between group members, with individuals attempting to ensure that their specific ar ea of responsibility is not affected by the other’s individual priorities.There has been a high turnover of staff in the past year and the overall performance of the Longwall has been poor, with production results 40% below budget impacting significantly on the profitability of the business. Analysis The Longwall mining process is complex and to be successful requires reciprocal interdependence of tasks (Thompson, 1967). The engineers must work closely with the operations staff in the department through the planning and implementation stages to ensure safe and productive operations with minimal unplanned delays.This requirement of interdependence makes the Longwall process ideally suited to a team approach for management. Although it is a small group comprised of five staff with complementary skills, and a common production target for the year, the Longwall department does not currently satisfy the requirements of Katzenbach and Smith’s (1993) definition of a team. The y fail to define short term goals and work processes which would lead to achievement of the annual production target and, in addition, the group does not hold themselves mutually accountable for their performance.The lack of team approach towards these highly interdependent tasks leads to competing short term priorities within the group and results in poor overall performance. One of the key reasons that the Longwall department has failed to come together as a team is a lack of group cohesiveness (Shaw, 1981). The members of the group are heterogeneous (Managing People & Organisations, 2006), with different expertise and experience and as a result there is often competition and conflict (Raelin, 1985) with regards to the best approach to various tasks.This is potentially linked to the lack of specific short term goal setting completed within the group as they seek to avoid conflict because they lack the interpersonal skill of conflict resolution (Managing People & Organisations, 200 6). However, this conflict inevitably occurs when the group attends the mine’s planning meetings, as the individuals promote different priorities and ideas. If the group was more cohesive and co-operative, individuals would not feel threatened by other members and the heterogeneity of the group could be harnessed in a positive way through creative and flexible solutions to problems.For example one of the mining staff may have a different solution to an engineering problem which was not considered by the engineers. The lack of cohesiveness has led to a high turnover of staff over the past year. This means that Tuckman and Jensen’s (1977) life cycle of the group has had to return to the forming stage of the on a number of occasions and this in turn has hindered the development of group norms (norming stage) which would enhance co-operation within the group and is essential to achieve the required performance.This lack of progress through the group life cycle is also link ed to the level of competition between heterogeneous group members as they battle for power and influence in the group. The required short term goal setting and work approaches would be more easily achieved by a cohesive group. If the group was able to achieve the latter stages of the life cycle it is likely that group cohesiveness would be high and there would be significantly less staff turnover.The management processes at the mine currently manage individuals rather than teams (Hackman, 1990). This is linked to the Longwall department’s reluctance to embrace mutual accountability for performance and also the reluctance of the Superintendent to effectively lead the group as a team, as discussed below. Remuneration and bonuses are reviewed on the basis of individual performance, with little accountability for performance as part of a team. This leads individuals to â€Å"protect† themselves by making excuses and blaming others for poor performance.It also encourages i ndividuals to focus on the specific tasks and priorities that are linked to their individual performance rather than those best suited to the overall department’s performance, resulting in conflict and a lack of co-operation in the planning and implementation of tasks. On the basis of Thompson’s (2000) model, the Longwall department achieves two out of three essential conditions to be an effective team. The group has the requisite knowledge, skills and ability to complete the required tasks and their motivation to do so is evidenced by the long hours that each individual spends at work focussing on those tasks.However, as mentioned earlier, the group lacks co-ordination strategies such as short term goal setting and work method development which prevents them from developing into a real team. In addition, Thompson’s team effectiveness model also requires an appropriate environment in which the team can operate. As discussed earlier, the design of the team is app ropriate however the requisite organisational context and team culture are currently absent.As can be seen from the earlier analysis, the management of the Longwall mining process is well suited to a team approach, provided that the personnel are managed effectively as a team rather than as individuals in a group. On the basis of Katzenbach and Smith’s team performance curve (1992) the Longwall department is currently at the potential team stage. The individuals in the department have a clear annual production target and are all working hard to achieve it, however, they lack specific short term goals, a common working approach and an attitude of mutual accountability.To achieve the desired performance and meet the annual production targets, the team will need to move from the potential team stage to the real team stage. Improvement Planning From my analysis of the Longwall department I have identified three specific improvement opportunities that I would pursue if I was the M ine Manager to move the team from the potential team stage to the real team stage. Firstly I would look to improve the group’s specific competencies essential for effective teamwork through formal training and improve group cohesiveness through team building activities.Secondly I would implement a process to facilitate the setting of short term goals and work methods to achieve them. Finally I would modify the performance management system and remuneration packages for the individuals in the department to reflect a team based approach rather than individual management. However, prior to beginning the improvement processes I would begin calling the department the Longwall team so that they begin to identify themselves as a team rather than a workgroup or department.To improve the group’s task-related and interpersonal competencies, which are important for effective teamwork, I would organise for the group to go off site together for one week of formal training and team building exercises (Managing People & Organisations, 2006). This training may need to be ongoing. It is important that the group attends this training together so that they can begin to build mutual trust and respect and develop social capital (Lengnick-Hall and Lengnick-Hall, 2004).It is also essential that the training is held off site to ensure there are no distractions. One possible obstacle to carrying out this training is that taking the whole group offsite at the same time leaves the workforce with a lack of supervision or direction. To overcome this I would arrange the Superintendent of another area of the mine who has significant Longwall experience to cover the absence of Longwall Superintendent. I would also arrange for the mechanical and electrical engineers from the engineering department to provide coverage from an engineering perspective.The success of this training can be measured through an assessment process conducted by the training organisation at the end of the training program to examine the understanding and application of the concepts by the individuals in the group. A questionnaire completed by each member of the group would also be implemented to determine their perception of the applicability and success of the training. To facilitate the group’s setting of short term goals and work methods to achieve them, I would send them off site again for two days with an external facilitator.This forum would also include team building activities to break up the workshop and continue to promote team bonding. They would utilise the task-related competencies gained in the formal training process to develop and document short term goals based on achieving the annual production targets set by senior management. They would also be required to assess the potential obstacles and risks to achieving their short term goals and develop and document contingency plans to overcome those obstacles. It is essential that the team develops the goals togeth er so that they have ownership and commitment to achieving them.They need to ensure that the goals and work methods focus on performance not just togetherness (Katzenbach and Smith, 1992). Again, a potential obstacle to this process is taking the group offsite together leaving the workforce with a lack of supervision and direction. This would be addressed in the same manner as previously for the formal training. A second potential obstacle/risk to this process is the quality of the external facilitator. If this person does not have the appropriate skills to keep the workshop on track and the understanding of the desired outcomes, it is likely that the workshop will not be successful.To overcome this obstacle I would interview potential facilitators and seek references from others who have used them in the past. Once selected, I would ensure that the facilitator is very clear about the purpose of the workshop and the required documented outcomes. To measure the success of this worksh op I would review the documented short term goals to ensure that they will allow the team to meet the annual production target and I would also assess the adequacy and relevance of the contingency plans to overcome the identified obstacles and risks.A second measure will be whether or not the group achieves its self developed short term goals over the following weeks. To modify the performance management review system I would change it from an individual performance review by the Superintendent to a 360 degree review process. This review would be based on individual contribution to the team performance as viewed by other members of the team and will provide valuable feedback for individuals.I would also change the remuneration system for the individuals in the team to incorporate a bonus related to Longwall performance as a team measured on the basis of coal produced against targets (Gross 1995). This would encourage the team culture to develop with individuals supporting each other and keeping each other on track rather than pursuing individual priorities. One obstacle to this could be the feeling that some things which could impact Longwall production are out of the management team’s control, such as geological conditions.To overcome this I would document the potential influences on performance which are not controllable by the team and undertake to discount the production targets by a proportional amount to any performance impacts suffered to ensure that the bonus arrangement is not compromised. The measure of the success of this improvement strategy will be the achievement of production targets over the short and long term. References Gross, S. E. 1995, Compensation for teams: how to design and implement team-based reward programs, American Management Association, New York.Hackman, J. R. 1990, Groups that work (and those that don’t), Jossey-Bass, San Francisco. Katzenbach, J. & Smith, D. K. 1993, The wisdom of teams: creating the high perform ance organization, McGraw-Hill, London. Katzenbach, J. & Smith, D. 1992, ‘Why teams matter’, extract from The wisdom of teams: creating the high performance organization, in The McKinsey Quarterly, no. 3 of 1992, pp. 3-27. Lengnick-Hall, M. L. & Lengnick-Hall, C. A. 2004, ‘HR’s role in building relationship networks’, Academy of Management Review, vol. 17, no. 4, pp. 53-63.Managing People and Organisations, 2006, Unit 5, pp. 1-56, AGSM MBA (Executive) Program. Raelin, J. 1985, The clash of cultures, Harvard Business School Press, Boston. Shaw, M. E. 1981, Group dynamics: the social psychology of small group behaviour, McGraw-Hill, New York Thompson, J. D. 1967, Organizations in action, McGraw-Hill, New York. Thompson, L. 2000, Making the team: a guide for managers, Prentice-Hall, Upper Saddle River. Tuckman, B. & Jensen, M. 1977, ‘Stages of small group development’ Group and organisational studies, vol. 2.   

Monday, September 16, 2019

Highway Robbery Essay

It was in the middle of the night, there was a carriage carrying gold and silver. It was on its way to Yorkshire. There was a guard with a rifle on the lookout for anything suspicious or threatening. There were people inside, chatting about the riches that were in their hands. The driver was driving the carriage; it had four horses pulling it. There was a co-driver as well, he was there in case anything happened to the driver. There was a man riding a horse, they were usually known as, â€Å"Highwaymen†, they stole from carriages and they were all aware that â€Å"Highwaymen† existed. Before the carriage got to the Highwayman’s location, the Highwayman cut down a tree with his axe, the tree obstructed the path of the road. Once the carriage got to the tree, it stopped, it was a very quiet place, no houses in sight, no people in sight, and it was in the pure country side. The guard got down from the carriage to take a look. He got very suspicious and had his rifle ready. The Highwayman with his horse hid behind a tree, silently. Then, suddenly the Highwayman leapt out of the woods and on to the road, he shouted â€Å"Give me all of your treasures, or die†. The Highwayman pointed his pistols at the guard. The guard slowly put down his rifle, and the richest man offered the riches to the Highwayman, then the slightly poorer people offered their treasures. Then the Highwayman, swiftly, rode off, in to the gloomy night. But then, the guard quickly, but silently picked up his rifle and started shooting at the Highwayman, but by then, the Highwayman had gone, and it was too late. By Matthew Williams

Sunday, September 15, 2019

Preliminary Study of an Automotive Assembly Plant

Politecnico Di Torino 1 Facolta' di Ingegneria Automotive Engineering FINAL ASSEMBLY Preliminary study of an automotive assembly plant for high volume production(1300cars/day with 2 type of cars, 4 doors and 2 doors respectivly, and flexible in volume, 3 shifts of workers) Ma Wei supervisor: Prof. COZZARI GIULIANO Index 1. General infomation from the internship 2. 1 high production volume of the assembly plant 2. 2 pace calculation 2. 3 area calculation and process layout 2. 4 flexibility and automization of the system 2. â€Å"make or buy† decision 2. Review of tutorials and further applications of the tutorial 3. 6 General knowledges aquired from the assembly lecture 3. 7 Extension of the tutorial 3. 8. 1 product breakdown structure(PBS) ; bill of material(BOM) 3. 8. 2 work breakdown structure(WBS) 3. Time analysis and relative calculations 3. 1 working time analysis(WCT, takt time) 3. 2 system length and area calculation 3. 3 facility layout 4. Tool and equipment selection 1. General infomation from the internship 1. high production volume of the assembly plant As is define in the internship reoprt, the production volume of the plant that we study is 1300cars/day, with 3 shifts of workers making the planned working time up to 21 hour a day. We developed a rough plan for the entire assembly production process, and then divided our thesis into four parts according to the function of each part. Following the sequence of each part, they are respectively: Stamping process, body in white process, painting process and fianl assembly process.Normally each department is separated with one another, located in different locations inside an assembly plant, and each department has its own building structure, thus we call them stamping shop, body in white shop, painting shop and final assembly shop. Moreover all of these building structures are placed considering the convenience of the entire manufacturing process, to facilitate the flow of materials and parts, to simplify stocks management. For example, stamping shop normally locates near the gate with a stock area to facilitate the incoming of sheet metal.Body in white shop and painting shop lies in between final assembly shop and stamping shop, in order to shorten transfer process. Finally, final assembly shop often locates beside the supplier park, where massive subgroup parts of a car are stocked. 1. 2 pace calculation Since our focus is on the word â€Å"high volume†, we must estimate the overall pace of the plant. The required standard time can be calculated considering: 1. 1300 cars/day. 2. 3 shifts of workers with 7 availiable working hours per shift. 3.Overall equipment efficiency=90% 4. Standard time STn is the time needed to assemble a car, starting from pressing shop up to final test at final assembly shop. AWT(available working time)=3*7*60=1260 min STn=AWT/1300=0. 97min=58sec. It means that each 58 seconds there will be a car coming out from the plant. 1. 3 area calcula tion The area calculation is decided in the internship report, through the benchmarking result of many plants and we chose the average area of the plants that is most close to our requirements.And here is the decision: Stamping| BIW| Painting| Final Assembly| 40800? | 60900? | 48000? | 71400? | Usually the process layout is like this(I will only focus on the final assembly process): But for the final assembly, I find it more advanced for logistic and warehouse management is I choose the final assembly line like this: In my later discussion, we can see more advantages of this kind of solution according to the three main sub-processes of final assembly. 1. 3 flexibility;automization of the systemEquipments are most devoted resource since nowadays factories are normally capital intensive. So we have to determine the automization level at the first approach of an assembly plant. The four processes, stamping, body in white, painting and final assembly, have their own process capability a nd different automization level. Here is the automization level selection criteria and methods to be flexible of the system. And we will make our choice accordingly. Stamping STAMPING| COST AND THE CHOICE| 1. ransfer muiti-station mechanical presses with a very high cadence(over than 15 cycles/min) fitting with very high production rate(over than 600 series/day)| Very high, not fitable for our plant because according our make or buy decision, we only make necessary body parts in order to save capital and better focus on â€Å"core business†. | 2. traditional mechanical or new generations hydraulic presses with a medium cadence(between 10 and 15 cycles/min), interconnected by automatic systems, fitting for medium production rate(60-600 series/day)| This fits our production system adequately.Since our assumed working cycle time is 6sec(=10 cycles/min) and it meets the requirement of 1300cars/day. On the other side, this is capital intensive but not as expensive as the first one . | 3. traditional hydraulic or water forming presses, with manual loading/unloading, with low cadence, fitting for low production rate(less than 60 series/day)| This criterion is not fit for mass production. Nowadays labor intensive production is used for the elite market. | Major factors influcing cost: press and dies depreciation, maintenance costs and material handling.And thus it is very important to maintain a good level of overall equipment efficiency and a good utilization level. Furthermore, in order to keep the production cost low, sheet metal usage degree must be optimized, through detailed study of cutting schemes and stamping methods and technology(sheet metal stamping dimensioning). | Flexibility: the process flexibility is reached to the required level(2 different types of cars with 9 different parts to stamp) through changing of dies according to detailed production plan. We should avoid to change dies too frequently, for the sake of saving more productive up time.Th e production plan should follow the material requirement plan of later processes, and the logistic department should set adequate arrangements for the finished parts. | Body in white For high or medium volumes body in white welding and assembling, hard automation(robot intensive) and flexible production systems are used. Assembling tools are specific for the parts of each type of car. System flexibility/convertibility is achieved through specific tools rapid change, so that it is possible to set easily the mix model level on the same equipment or line.Major factors influencing cost: specific equipment and tools depreciations, maintenance and materials handling cost. Overall equipment efficiency and utilization level. Painting Painting process is a continuous flow process and each process are sequenced. We can divide it into two categories: 1) pre-painting treatments. 2) painting. 1). In reference of automazation and flexibility, the pre-painting process is not strictly relevant b ecause, for example, processes such as washing, degreasing or phosphating are not robot intensive, they actually are continous flow process with only a few operations.And each type of BIW(in our plants, refer them as type A and type B) can be processed in the same way with the same time, temperature and many other conditions. 2). The painting process is robot intensive because it is applied by automatic robots with electrostatic spray, along with automatic controlled air, temperature and humidity inside the painting booth. This process is relatively complex and harmful to human body. So in case of mass production, no labor force is enrolled in this process.Flexibility: Since equipments and tools are not specifically developed for each type of car, flexibility can be easily obtained by changing the process automatization software. And customized order-to-make product is mainly reflected in this process. Controlling program should be adjustable in order to change the color of the car easily. Major factors influcing cost: specific direct material(dye) and energy consumption, manpower necessary to manage the process and equipment maintenance costs. Final Assembly In terms of final assembly, manpower accompanied by flexible conveyor system is needed.This process is mainly labor intensive because many complex operations, such as cockpit module, steering leverages, seats and mobile parts are performed by technicians, but not machines. Certain level of automatization is required for simple operations such as joining, mechanical groups screwing and fixed glasses application. Moreover, ergonomic is important for labor intensive operations, so that assembling stations and conveyor systems have to be comfortable for the operators. For example the tow conveyors is an ergonomic solution for screw drivers.It can lift up the heavy body from BIW, to make the operator reach the lower part of the body. Recently new type of tow conveyors became more convenience since they allow t echnicians to stand on them and move along the operation line. Flexibility: product models mix along the final assembly line, thus flexibility can be obtained by high level of logistics and organizational complexity, which must use modern product and process information technologies, called â€Å"digital factory†. Moreover, â€Å"just in time† principle must be applied in supplying subassembly modules to the final assembly line.Major factors influcing cost: direct manpower, material handling, specific logistic information technology systems. 1. 4 â€Å"make or buy† decision In evaluation of make or buy decision, several factors should be considered: ITEMS FOR â€Å"MAKE† DECISION| ITEMS FOR â€Å"BUY† DECISION| 1. Availability of development capacities inside the company, at least equivalent to the one offered by External suppliers. | 1. Not availability of specific â€Å"know how† to develop in a competitive way the specific component or se rvice. | 2. Better protection of company’s know how in relation to products/processes considering core business| 2.Availability of reliable suppliers for the components or services required, in relation to the company’s targets. | 3. Needs of internal processes integration by logistic flows and final product quality level improving. | 3. Availability of alternative supplying sources in the geographical areas of strategic interest for the company. | 4. Not valid alternatives to component or services purchasing. | 4. Opportunity to simplify internal production processes and focus production resouces (man power and capital) on â€Å"core business†| 5. Necessity to utilize existing productive capacities inside the company. 5. Opportunity to reduce company owned investment by using or incrementing supplier’s productive capacities avaliable, assuming them the risk of volumes depending on the trend of market. | ITEMS FOR â€Å"CO-MAKERSHIP† DECISION| 1. N ew necissities of production capacities developing but not enough economy scale to proceed in an autonomous way. | 2. Partners have common or complementary interest in developing in a synergic and competitive way the new solutions required to guarantee the industrial mission. | 3. Partners have at disposal complementary or synergic technological capacities so that roduct/process innovation could be speed up without incrementing too much economical investments. | In genaral, an assembly plant doesn’t manufacture the sub group components of the car, for the sake of lean production, technology concentration and cost minimization. So no matter whether they are outsourced or manufactured by the same industrial group of other plants, we can consider them â€Å"buy† parts. It is easy to explore these elements from the vehicle systems point of view: All above mentioned elements and systems are out-sourced and they are assembled into higher level subassemblies aside the princip le assembly line.These elements and systems are based on evolutive technical solutions, which â€Å"know how† belongs generally to specialized companies components producers; A strong cooperation between those companies and car makers is necessary in case of technical projects development and experimentation and homologation on vehicle phases. 2. Review of tutorials and further applications of the tutorial 2. 1 General knowledges aquired from the assembly lecture During the assembly technology course, we gained the concept of automotive final assembly and aquired some basic knowleged about this process.First of all, the difinition of automotive final assembly can be concluded from the lecture: the final manufacturing process joining all of the finished subgroup components and modules to finish the car and make it functionlized, through different stages of assembly process with the right consequence. The final assembly process should consider from both management point of view and technological point of view: management concerns main subassembly groups and modules Here we consider the assembly of only these components in order to simplify the process.Also, some subgroups assembly are introduced in the lecture, which are normally performed inside the final assembly shop but not on the principle line. These sub-assembly parts should be considered since they are not out-sourced but manufactured inside the plant—stamping shop. So we won’t get the finished, assembled parts until we assemble them by ourselves, inside the final assembly shop. Along with subgroups assembly, ergonomics concern is introduced, which is a non negligibly problem in setting up the plant. Ergonomic: a). A study of the relation between people and their work environment. b).Is used to prevent injuries and illnesses associated with the design of physical work. c). Is used to increase employee safety and comfort and to optimize work performance and quality. Due to the complex ity of the system and inconvenience caused by the huge weight of the body in white and finished parts, ergonomic problem is closely related with the working stations and carrier systems that we use. Thus each process of the system uses specific equipment to orientate the car body in the right direction to technicians, and specific tools to hold finished parts to let technicians move them easily. ow conveyors let the installation of suspension more easily Moreover, the right sequence of final assembly is introduced. I will strictly follow this sequence to develop my assembly shop, because any mistake in sequence makes it impossible to build up later steps and lead the entire process to failure. Then I will build up working time analysis. 2. 2Extension of the tutorial 2. 2. 1 product breakdown structure(PBS) ; bill of material(BOM) Product breakdown structure is hierarchical and can be represented by the following scheme(tree diagram) F A B1 B2 C21 C13 C12 C11 E D F A B1 B2 C21 C13C12 C11 E D In which: A=final module (a car) B=1st level subassembly (powertrain, suspension system†¦) C=2nd and 3rd level subassembly (complete engine, transmission†¦) D=completed elements (cylinders, engine shafts†¦) E=partially completed elements (pistons, valves†¦) F=raw materials Using PBS, it is possible to: a). Manage the designs and standard carry-over solutions with other product lines. b). Underline links between elements, subassemblies and final product. c). Precise â€Å"make or buy† decision for each element. d). Activate manufacturing engineering plan for â€Å"make† parts. ). Activate purchasing orders for â€Å"buy† parts. f). Confirm cost for module components, considering the targets defined in the setting phase, according to the purchasing management system. Now let me define the PBS of the final assembly. I won’t list the lower levels of subassembly parts because the final assembly area is responsible for assembling mo re than 3000 in/on the painted vehicle shell, and if I focus too much on the minor parts, it would draw the attention away from the study of the system. Also, I extend the content of PBS, to get a bill of material table, more detailed. . 2. 2 work breakdown structure The work breakdown structure is a tree structure, which shows a subdivision of effort required to achieve an objective. In order to reach the WBS, I need to analysis each working processes first. The following figure is what I have obtained from the internship report. All of the data in this figure is roughly estimated, but the sequence and layout of final assembly is expressed. Final assembly process can be functionally divided into: trim line assembly, chassis line assembly, final assembly and final testing. ). Trim line assembly This station is focused on installing the following main components: the electric wiring and harnesses, the shell insulation and radiator insulation, the air duct system, the headliner, the c ondenser sub-assembly, the pedal sub-assembly, and the fire wall insulation. Other parts are also installed in this station such as the wiper links and the washer tank and its hoses and connections. To install the above described parts, a different conveyor system is adopted from the ones used in the paint area.So the shell is transferred from the paint-line conveyor system into typically a double rail chain or self-moving conveyor (floor-mounted), the elevation and speed of the body-shell are adjusted so it suits the production workers and allow them spatial access and enough time to complete the job. Some manufacturers have adopted a moving belt system for the line workers so that they can keep up with higher production rates. The first step in the trim assembly area is to remove the shell doors to facilitate the installation process, so large fixtures can be used inside the shell to aid the workers.The removed doors are hung on an overhead conveyor system that keeps running the d oors through the plant without any value being added to them. A typical layout for the trim assembly area can be shown as following: b). Chassis assembly The chassis assembly area is also called the marriage area, where the power-train of the vehicle is coupled with the vehicle body-shell. To achieve this, the vehicle shells are transferred to an overhead conveyor system to permit the chassis installation from the bottom. The assembled ower-train components are supplied from a sub-assembly area typically called the engine-line assembly area. The engine-line area features all the steps needed to install the different hoses, controllers and cables to the main engine body, in addition to coupling the engine to the transmission and the torque converters. The engine sub-assembly utilizes different types of conveyance depending on the accessibility needed, the station’s configuration (left- and right-side workers), and the weight of the assembled power-train; typically a combinatio n of an overhead system and an AGV(automatic guided vehicle) is used.The final assembled power-train is then mounted onto an AGV or a trolley equipped with a hydraulic lift, and then shipped to the marriage area. overhead conveyor and trolley with lifter In the marriage area, the vehicle shell will be synchronized with the AGV so both meet at a specific location that features the power torque machine that will use bolts and fasteners to join the power-train and shell together. Additionally, the elevation of the suspended shell is programmed according to specific settings to facilitate the mounting process. The powertrain is lifted via the hydraulic lift to meet the stationary shell.This process sequence is shown in the above figure. Several features within the vehicle shell are typically used to guide the power-train assembly to ensure its location and orientation within the vehicle; some laser projection-based sensors might also be used to ensure accurate placement. In addition, po wer-tools with built-in torque sensors are used to ensure fault-proof operation. Applying the right torque is essential in delivering mechanically sound joints that will not fail or fatigue due to under-torque or over-torque conditions. A typical layout for the chassis line assembly area can be shown as following: | ). Final assembly and testing area The final assembly area features the vehicle shell on tires for the first time. It is connected to the previous chassis assembly process, and each chassis assembly line can feed two final assembly lines. Thus for the sake of maximum utilization of the entire system, we set two final assembly lines. Each final assembly line is divided into three sequential parts: 1st. In the first part, preassembled bodies are put on a stop and go conveyor system, to facilitate the transferring from one station to the next.And the bodies are arranged across the axle of the line, to facilitate front-end module assembling and to keep operations such as ele ctric battery connections, air filter connections ergonomically. In this part fixed glasses are also assembled by automatic systems. 2nd. In the second part, car bodies are put on continuous double slat conveyor. Here, parts such as seats, garnishes, door modules, lighting systems and the rest parts of the vehicle are assembled. 3rd. In the third part, underbody operations such as adjusting the vehicle suspension and adjusting steering wheels are performed.After the assembly is complete, the completed vehicle starts the testing phase, where the following tests are conducted: alignment tests for wheels and turning radius, headlight test, side-slip test, engine drum test, and the brake test. The alignment test focuses on adjusting the wheels through the manual adjustment of the top of the front and rear wheels and the camber of the front and rear wheels. Further alignments ensure that the steering wheel is positioned accurately. The alignment test is typically done in a chassis dynamo meter chamber, shown in the figure. a chasis dynamometerAdditionally the turning radius can be tested and adjusted by measuring the right and left turning angles of the front wheels. The headlight test evaluates the photometric axis of the headlamps by projecting them on a screen and then measuring any deviations. The drum test is conducted by driving the vehicle into the chassis dynamometer to check the vehicle driving conditions. Also, the brake test evaluates the brakes’ performance by applying and measuring the braking force of each wheel (drag, service brake, parking brake). Finally, I can obtain the WPS from the integration of each above process. 3.Time analysis and relative calculations 3. 1 working time analysis(takt time, number of workers) In order to analysis the working time, I shall introduce the concept of takt time first. The takt time is the time that must pass between two succeeding unit completions in order to meet the demand, if the products are produced on e unit at a time, at a constant rate during the net available work time. The value of the takt time drives the key design choices for the assembly system. The takt time is defined in equation (1). (1) When the takt time is known one could decide how many assemblers and stations that are needed.It is quite hard to determine the number of assemblers needed in order to complete a product but here one basic method is presented. After the number of assemblers has been decided the number and layout of processes can be decided. The minimum number of assemblers can be calculated with equation 2. (2) If for example a product takes 100 minutes to assemble and the takt time is 1 minute, the process needs 100 assembler minutes every minute, consequently 100 assemblers. The formula does not take into consideration other activities that the operators perform apart from assembling such as picking and handling.A production system is also dependent on support labor which will of course increase the number of assemblers needed. When one has determined that the process is in need of 100 assemblers, the next step is to decide in which way the work should be allocated between the assemblers and thereby which method of assembly that should be used. On the one hand, one operator could work with one product from start to finish for 100 minutes. On the other hand, the total work content could be divided into 100 operations each taking 1 minute to perform.Now that the takt time concept is clear, I will start to analysis this according to my specific system. Actually, the first step in designing an assembly system is to calculate the takt time. I will calculate the takt time following these conditions: 1). The demand for daily production volume is 1300 units. 2). The system is operated by 3 shifts of operators. 3). The working hours per day for an operator are assumed to be eight hours. 4). Total downtime including scheduled and unscheduled maintenance, set-up times, breaks, lunch time is one hour per day.Takt time = Net avaliliable working time per dayaverage damand per day = 3*8-1*601300 = 0. 97 minute = 58 second The planned cycle time will be lower based on that there are inefficiencies regarding manpower issues and overall equipment effectiveness: Planned cycle time = 58*0. 85*0. 9 = 50 second Then the minimum number of workers can be obtained, under the assumption that the total assembly time (adding the time deeded of each operation in each station, i. e. : the labor time required in order to finish the assembly of a single vehicle) is 21 hours (empirical).We can assume that each operation is processed by an assembler because the final assembly is a labor driven process. No. of workers = total assembly timetakt time = 21*60*6058 = 1304 Thus, we have 1304 workers and if two workers are assigned to each work station, then we have 652 stations. Due to impossibilities for further analysis of working time, I can not get exactly the cycle time of each operation, but the time analysis methodologies should be stressed: a). Stopwatch study analysis For time measuring it is necessary to proceed as follows: 1).Workers are preventively trained to apply working standards and are informed about stopwatch study analysis and ways to proceed. 2). By statistical criteria, the number of operative cycle to observe is determined, considering also dispersion phenomena of analyzed process. 3). For each one of the macro-phase of operative cycle, time employed is recorded. 4). Working speed is punctually compared to the normal one, introducing eventual adjustment. 5). Time adjustments(increasing) for each working phase are applied following specific tables, to consider tiredness and physical efforts taken on during working shift.Applying the methodology is possible if the analyst is concerned about technologies of analyzed phases, in order to ensure in advance that working conditions follows manufacturing engineering plan, and proposing eventually necessary i mprovements. He must also observes movements considering ergonomics, defining normal and sustainable working speed. This evaluation implies also the application of specific rules related to physical efforts, tiredness, working positions and movements repetition.As a consequence, for each working phase analyzed, it is applied a time increasing coefficient, according to a standard table, elaborated on statistical and scientific considerations, by International Rules Institutions, with ergonomic, physiology, and working means experts associated. In case of uncertainty of working speed estimation, the analyst could perform observations on different subject, up to reach a calibrated evaluation. Furthermore, he can also use some available database, according to previous consolidated experiences.For each group of operations, it is important that the experts separate active times from inactive times necessary for machine/equipment waiting or movements between different working stations. Act ions to be adopted are related to inactive phases, that are not adding value phases. b). Time studying with modern techniques Same criteria of the first one, with the only difference that time observations are performed through video recording cameras, appropriately positioned and remote controlled, that allows measuring contemporary more operations, relating each other. c).Analysis with pre-determined standard times MTM technique (Methods Time Measurement) consists of previously analysis that allows quantifying time necessary for each working micro-phase included in the operative cycle. Measurements are performed in office and are very precise and objective. Application requires a big effort in terms of analyst technician, with high cost and long elaboration times. For this reasons MTM technique fits with widespread repetitive operations. d). Instantaneous Observations Analysis It fits for auxiliary operations only, including office operations.It is necessary that the analyst have good knowledge about function and roles of observed employees. He performs periodical inspections In the interested area and with established route by statistic method, so to cover all workplaces. He must evaluate: if workers are on their own workplace/if they are active/type of operation performed/type of tools used. 3. 2 system length and area calculation I will roughly calculate the length of the final assembly line. I say â€Å"roughly† because I will assume the distance between each product is 5m, and this distance is constant for all the three major processes belonging to final assembly.Although this assumption couldn’t be precise, this approach can represent the right process to calculate the system length. Firstly I will calculate the speed of the line: Speed = distancetakt time = 5m/58s = 0. 087 m/s Then I will apply this speed to the total assembly time: Length=speed*total assembly time=0. 087m/s*21*3600=6577m Finally, I should apply an modify coefficient, be cause large portion of the system paths are built for transferring, not value adding. 6577*150%=9865m Once the length is calculated, I can apply it to the width of the line, which is hypothesized to be 10m. 865*10=98650m2 And finally the subassembly line area should be calculated according to the same method, and added to the main line area. 3. 3 facility layout In arranging the plant layout, There are a lot of benefits: 1. Minimize the production time. 2. Minimize the production cost. 3. Minimize the material handling, in terms of time, cost and equipment type. 4. Minimize the investment in the equipment. 5. Utilize existing space more effectively. 6. Maintain flexibility of arrangement and operations. There are three basic types: process layout, product layout, and fixed-position layout.According to the selection criteria, I will choose the product layout. A product layout (also called a flow-shop layout) is one in which equipment or work processes are arranged according to the pr ogressive steps by which the product is made. The main issue over the final assembly line is the assembly line balancing. As we use the conveyor systems to carry the product, the time interval the product will stay in each workstation is identical, thus the cycle time of each workstation is identical as well (= 58s in our system).At each workstation, work is performed on a product either by adding parts or by completing assembly operations. The work performed at each station is made up by many bits of work, termed tasks, elements, and work units. The total work to be performed at a workstation is equal to the sum of the tasks assigned to that workstation. The assembly-line balancing problem is one of assigning all tasks to a series of workstations so that each workstation has no more than can be done in the work- station cycle time, and so that the unassigned (that is, idle) time across all workstations is minimized.The problem is complicated by the relationships among tasks imposed by prod- uct design and process technologies. This is called the precedence relationship, which specifies the order in which tasks must be performed in the assembly process. The steps in balancing an assembly line are straightforward: 1 Specify the sequential relationships among tasks using a precedence diagram. The diagram consists of circles and arrows. Circles represent individual tasks; arrows indicate the order of task performance. 2 Determine the required workstation cycle time, the same as takt time Determine the theoretical minimum number of workstations required to satisfy the workstation cycle time constraint using the formula, the same as the number of workers calculation. 3 Select a primary rule by which tasks are to be assigned to workstations, and a secondary rule to break ties. 4 Assign tasks, one at a time, to the first workstation until the sum of the task times is equal to the workstation cycle time, or no other tasks are feasible because of time or sequence restr ictions. Repeat the process for Workstation 2, Workstation 3, and so on until all tasks are assigned. Evaluate the efficiency of the balance derived using the formula Efficiency=sum of task timesactual number of workstations*workstation cycle time 6 If efficiency is unsatisfactory, rebalance using a different decision rule. Example: This table shows typical chassis assembly sequence of a car, and I will draw a precedence graph according to this table: Then, we can calculate the minimum number of workstations required: no. of workstations=45+50+11+15+9+12+12+12+12+8+958 = 4 So we can arrange the precedence graph accordingly: And the final Efficiency=1954*58=84%It can be seen that in station 4, only 9 seconds are employed among 58 seconds available time. To reduce this inefficiency, some independent operations can be added to this station. In this final assembly shop, we should analyze the work of all workstations, one by one, and reach a balanced assembly line finally. 4. Tool and eq uipment selection The final assembly area is considered a labor-driven process due to the high labor value-added work compared with other stations in the assembly plant. In this case, the right solution for labor and machine corporations is the key successful factor.Trim line: For the trim line assembly, the conveyor system should be changed from the one used in the paint line. We use the floor-mounted conveyor for the trim line and specially, I want to stress that since the plant should has a high production capacity, I choose to add an additional moving belt system to facilitate the workers for the high production rate. Moreover, for operations that will move heavy parts(doors, cockpits, windshield†¦), automation robots are selected instead of human labor. Robots are faster and more precise in installing heavy and big parts than human labor.For wirings, insulating applications, fuel tanks, steering leverage and etc. , I will choose to use human labors because these operations are too complicated for robots, and some area are deep inside the body shell and intangible for robots. On the other hand human labors have the advantage of agility, allowing them to go inside the body shell. In addition, batter-driven screwdrivers(low and medium torque models) should be equipped by the assemblers, to allow them fast and accurate fastening. Here are some pictures of the above mentioned tools and equipments: loor-mounted conveyor with moving belt Chassis line: For the chassis line assembly, the overhead conveyor system is needed to lift the vehicle shell and thus allow the installation of the powertrain system. In order to guide the pre-assembled powertrain system, the AGV(automatic guided vehicle) is used. At the same time battery driver screwdrivers and electric torque wrenches with torque limiters are used by workers to assemble the body and the powertrain system. Also, in order to ensure accurate placement, some laser projection based sensors are needed.Then the installation of wheels and exhaust system happens simultaneously. On the one hand line workers install exhaust system with the help of carrying robots. On the other hand multiple torque wrenches tightens the wheel. Of course tires must be handled with the help of the handling equipment in order to save time for the line workers. This process can spares much time for the powertrain assembly. The overhead conveyor system and the AGV. A multiple torque wrench is fast and precise A electric torque wrench with limiter A tire handler   Final assembly line:The vehicle is coupled with tires now, so a double slat conveyor system is selected to carry the body. In addition, a variety of arm and drop lifters are needed for the ergonomics consideration. Also, fluid filling machines is crucial in this stage: fuel tank, engine, transmissions†¦ For the testing phase, we need testing machines. For example the chassis dynamometer is necessary for the alignment test, the turning radius test an d the break test. The headlight test evaluates the photometric axis of the headlamps by projecting them on a screen and then measuring any deviations.A double slat conveyor A chassis dynamometer A seat handling partner References: 1. COZZARI GIULIANO, Assembly technologies,2010. 2. MARCO GOBETTO, Production Management,2010. 3. Mohammed A. Omar, â€Å"THE AUTOMOTIVE BODY MANUFACTURING SYSTEMS AND PROCESSES†, 2011 4. FILIP HELLMAN, BJORN LINDAHL, JONAS MALMBERG, thesis of â€Å"Mixed-model assembly line at Volvo Construction Equipment† 5. Marshall L. Fisher and Christopher D. Ittner, â€Å"THE IMPACT OF PRODUCT VARIETY ON AUTOMOBILE ASSEMBLY OPERA TIONS: ANAL YSIS AND EVIDENCE† 6. technical note five: FACILITY LAYOUT