Corporate Manpower Philosophy - 999 Words

CORPORATE MANPOWER PHILOSOPHY The corporate manpower Philosophy is not mainly about manpower Function. It is more about the leadership style of the top management, the current corporate culture and values. It is about the vision of the leader of the organization. The modern leader usually requires a modern HR Management approach and builds the environment suitable for the evolution of the modern HR Management. This is the manpower Philosophy behind the scene. The development of the manpower Philosophy is a long term process. The philosophy is usually informal and respects values and opinions of the main stakeholders. The leader of the organization has a significant influence on the manpower Philosophy. The HR Leader is the next one†¦show more content†¦Instead, they strive to see how much they can get out of them with as little investment as possible. They see manpower as an expence. Manpower are assets. Organizations, especially those in retail, are dependant on employees for competitive differentiation . Employee’s knowledge, attitude and skills in large part provide an organization with its key points of differentiation. Organizations with highly skilled and knowledgeable employees have a tremendous competitive advantage. As a manager, one of the top priorities should be the continuous development of the Manpower assets. This involves focus in three areas.. First, The employees should be assigned to roles that maximize their strengths. People are unique. They each bring different capabilities to the organization. Get to know the employees and build reasonable flexibility into their assignments that enable them to leverage what they do best. Organizations that leverage the unique capabilities of their employees have a much higher overall capability than those that don’t. Two, Invest in employee training and development. High performing organizations offer training and education opportunities to their employees. The minimum training requirements such as one or two wee ks per year for each employee should be there. Identification of there training areas should be appropriate that would enable them to be more effective. Three, Coach the employees.Show MoreRelatedNucor960 Words   |  4 Pagestype or quality of materials. In terms of Operations, Nucor construct an efficient production system. They build their own equipment to have high control over cost of production and productivity of the machinery. All of it was done with minimal manpower, usually hired from the rural areas, to save cost. In addition, Nucor strives for both internal and external economies of scales to reduce production costs. They constantly engage in joint venture, as well as merger and acquisitions to expand theirRead MoreUnderstanding The Philosophy Of Human Resource Management980 Words   |  4 PagesWith the changing trends of industry in the competitive environment of open market, human resource management becomes a significant variable for the efficient growth of any organization. Manpower planning was the very first concept used in ancient eras with the passage of the trends changes and the concept of manpower planning changed and become personal management. Today personal management is known as Human resource management. Some of the factors or significant variables mentioned by the AmericanRead MoreArgues the benefits or disadvantages of Human Resources being a strategic business partner964 Words   |  4 Pagesand practices. HR is also important to being a strategic business partner because it considers as the use of planning, a coherent approach to the design and management of personnel systems based on an employment policy and manpower strategy and often underpinned by a philosophy, matching HRM activities and policies to some explicit business strategy and finally seeing the people of the organization as a strategic resource of r the achievement of competitive advantage. The importance of HR beingRead MoreHuman Resource Management, an Academic Theory and Business Practice1381 Words   |  6 Pagesit is preventative of potential problems, and secondly it should be a major aspect of the company philosophy, in which all managers and employees are champions of an HRM based policies and philosophy. Source : http://en.wikipedia.org/wiki/Human_resource_management Other related topics are: Personnel management Civil service—Personnel management Manpower Planning Knowledge Management Leadership Corporate Culture Organizational Change A. BOOKS (Located at the General Collection Shelves near the CirculationRead More Starbucks International - Foreign Market Entry Strategy Essay1003 Words   |  5 PagesStarbucks International - Foreign Market Entry Strategy Starbucks International has gone beyond the normal philosophy of Starbucks, to create a re-birth of their product line in foreign countries. Typically in the United States, Starbucks owns its entire line of coffee-bar stores outright with no franchise investments or partnerships. However, their international operations are quite the opposite. Starbucks International has adopted a strategy of partnerships to create its line of internationalRead MoreInternational Human Resource Management1251 Words   |  6 Pagesbetween international and domestic environments. Not surprisingly, senior managers with little international experience may assume that there is a great deal of transferability between domestic and international HRM practices. The challenge for the corporate HR manager who wishes to contribute to the internationalization of their firm is to work with top management in fostering the desired ‘global mindset’. This goal requires, of course, a HR manager who is able to think globally and to formulate andRead MoreGe Jeff Immelt1815 Words   |  8 Pages3/25/2011 Ge Making Of Ceo Management of Organizations Case Write-up 1 – GE’s Talent Machine: The Making of a CEO http://www.papercamp.com/print/GeMaking-Of-Ceo/10993 1.What philosophy, policies, and practices have made GE a â€Å"CEO factory† as Fortune called it? General Electric (GE) has traditionally had a hands-on approach to talent management. There is a high degree of involvement of the top management in its people policies. There is a top-down approach to human resource policy. AlsoRead MoreCorporate Social Responsibility At Adam Smith s The Wealth Of Nations Essay1667 Words   |  7 PagesIntroduction The subject of corporate social responsibility raises a peculiar, yet necessary question if its concept is to be understood: why do businesses exist? There are several was to answer this question, but none comes as close enough as the content contained in Adam Smith’s The Wealth of Nations. According to Smith (2005), all individuals work for their own interests. This is affirmed by Hodgson (2004), who states that opportunism defines the transactional world of economic man. In the yearsRead MoreStrategic Human Resource Management1738 Words   |  7 Pagesone another. The strategic management process is typically broken down into five steps: 1. Mission and goals 2. Environmental analysis 3. Strategic formulation 4. Strategy implementation 5. Strategy evaluation. 1. Mission and goals At the corporate level, the strategic management process includes activities that range from appraising the organization’s current mission and goals to strategic evaluation. The first step in the strategic management model begins with senior managers evaluating theirRead MoreOrganisation Structural Study on Apollo Tyres5324 Words   |  22 Pagesautomobile segment have shifted to radial tyres and the usage of cross-ply is restricted to trucks and buses only. COMPANY PROFILE Apollo Tyres Ltd is a high-performance company and the leading Indian tyre manufacturer. Head quartered in Gurgaon, a corporate-hub in the National Capital Region of India, Apollo is a young, ambitious and dynamic organisation, which takes pride in its unique identity. Registered as a company in 1976, Apollo is built around the core principles of creating stakeholder value

Analysis Of Holden Uses Defense Mechanisms - 1157 Words

Jenny Jung Mrs. Kehrmeyer AP Language, Period 1 08 March 2017 Consequently, Holden uses defense mechanisms, â€Å"as a means of preventing anxiety that would result from conscious awareness of disturbing impulses, wishes, or ideas arising from the id,† (Nevid 471). Nevid explains that according to Freudian theory, defense mechanisms reside in the unconscious part of the human brain because if people were conscious of every single problem, people wouldn’t be able to function. Therefore, Holden is subconsciously utilizing defense mechanisms in order to shield himself from confronting his problems. One major defense mechanism present in Holden’s behavior is denial. Holden’s resides in an ivory tower, reluctant to accept that he’s actually hurt.†¦show more content†¦However, Nevid clarifies, â€Å"Though defense mechanisms may be a normal process of adjusting to the unreasonable demands of the id, they can give rise to abnormal behavior,† (471). Although defense mechanisms can help put off a cert ain problem for some time, relying on defense mechanisms is not always beneficial because it gives people reasons to act irrationally. This clarification of Freud’s theory is strongly portrayed in Holden’s exaggerated view of reality. His denial triggers delusional fantasies in Holden’s mind that he doesn’t seem to think deeply about. For example, when one rash thought entered into Holden’s mind, he delivers an ultimatum to Sally, saying, â€Å"...Tomorrow morning we could drive up to Massachusetts and Vermont...We’ll stay in cabin camps until the dough runs out. Then, when the dough runs out, I could get a job somewhere, and we could live somewhere with a brook and all and, later on, we could get married or something,† (Salinger 132). At the age of sixteen, as if it’s not unrealistic enough, he tries to persuade Sally. When Sally gives him a reality check, he practically rages at her. Holden is so blinded by the fantasy world he created for himself and his defense mechanisms were giving Holden an excuse to acting abnormally. As a result, he blames Sally for the unreasonable idea he proposed, calling her â€Å"a royal pain in the ass,† (133). This irrational behavior of Holden is exactly what Freud is illustrating in his theory of personality thatShow MoreRelatedHolden Uses Defense Mechanisms1372 Words   |  6 PagesConsequently, Holden uses defense mechanisms, â€Å"as a means of preventing anxiety that would result from conscious awareness of disturbing impulses, wishes, or ideas arising from the id,† (Nevid 471). Nevid explains that according to Freudian theory, defense mechanisms reside in the unconscious part of the human brain because if people were conscious of every single problem, people wouldn’t be able to function. Therefore, Holden is subconsciously utilizing defense mechanisms in order to shield himselfRead MoreThe Earthquake Of Christchurch Earthquake2405 Words   |à ‚  10 Pages An analysis on the mechanism of destruction, impact, recovery, responses and future steps of the 2011 M6.3 Earthquake in Christchurch, New Zealand. Helena (Jiahui) Zhang 250641678 November 18 2014 Geography 2152F Mark Moscicki Table of Contents 1.0 Description of Event 2 2.0 Causes 3 3.0 Impacts 5 4.0 Responses 7 5.0 Recovery 8 6.0 Suggestions for future steps 10 7.0 Bibliography 11 1.0 Description of the Event The Christchurch earthquake with a magnitudeRead MoreAnnotated Bibliography On Criminal Justice System3274 Words   |  14 PagesCriminal Justice System The technological advancement era that has marred the 21st century has seen heightened increased surveillance and proactive crime investigations. Such growth has seen positive legislative moves that have allowed the use of telecommunication gadgets in monitoring trends of criminal activities and criminal gangs[footnoteRef:1]. Most commonwealth nation which United Kingdom is a member have since passed and enacted laws that provide some sort of immunities and exemptions forRead MoreEffects Concerning School-Age Bullying: A Retrospective Examination of College Students Experiences3654 Words   |  15 Pagesand low social self-esteem. Teasing and other bullying issues in early childhood also tend to develop further difficulties for the college students. The less comfortable and minimal intimacy issues are also highlighted as a result of the research analysis. The lease amount or trust is also extended to the friendly and most close relations. The worrisome signs also include the unloved and abandoned in the relationships. The dominant nature of these issues and their relationships are investigated andRead MoreEssay on Jury Nullification and Its Effects on Black America3918 Words   |  16 Pagesbest for the American legal system, what legal precedents dictate, or as is most often the case, on what is right. It is, however, negligent to simply focus on these issues when examining the proposal of Professor Butler. Instead criticism and analysis must be based upon what is best for the Black community in this country. From this perspective it becomes clear that although race-based jury nullification has many attractive features, it must be modified to be truly beneficial.   Ã‚  Ã‚  Ã‚  Ã‚  The firstRead MoreMaster Thesis Topic18078 Words   |  73 Pages Outside investors may not purchase shares in the IPO backed by venture capitalists who were previously involved in taking advantage of insider information and reducing the wealth of outsider investors. Besides venture capitalists also use IPO as an exit mechanism to optimally recycle investments and maximize future returns. Hence the length and expiry of directors’ lockup agreements will convey significantly different information than the length and expiry of venture capitalists’ lockup agreementsRead MoreChildhood Abuse and Neglect in an Outpatient Clinical Sample: Prevalence and Impact4707 Words   |  19 Pagessample revealed a distribution of 8.2% for sexual abuse before age 18 (Clemmons, Walsh, DiLillo, Messman-Moore, 2007). A study from New Zealand reported a 14.1% in the general population (Fergusson, Boden, Horwood, 2008). Finally a recent meta-analysis revealed that 7.9% of men and 19.7% of women had suffered from some form of sexual abuse before age 18 in community and student samples (Pereda, Guilera, Forms, Gomez-Benito, 2009). The same inconsistency is evident for childhood physical abuseRead More50 Harmful Effects of Genetically Modified (Gm) Foods14312 Words   |  58 Pagespotentially far outweigh that of chemical pollution. This is because chemistry deals mostly with things altered by fire (and then no longer alive, isolated in laboratories - and not infecting living terrains in self-reproducible ways). Thus a farmer may use a chemical for many decades, and then let the land lie fallow to convert it back to organic farming. This is because the chemicals tend to break down into natural substances over time, Genetic pollution, however, can alter the oil s life forever! Read MoreThe Effects of Advertising on Children33281 Words   |  134 PagesAdvertising to Children A review of contemporary research on the influence of television advertising directed to children Prepared for ACMA by Dr Jeffrey E. Brand May 2007  © Commonwealth of Australia 2007 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth. Requests and inquiries concerning reproduction and rights should be addressed to the Manager, Communications/MediaRead MoreHistory of Management Thought Revision17812 Words   |  72 Pagesestablished by a study of the job, rather than by historical data, and if incentives could be provided. 3. Search for Science in Management (it is important to point out that management is not a science in an academic sense, but Taylor intended to use a scientific fact-finding method to determine a better way): a. Time study -- this was prescriptive in that Taylor sought to identify the time a job should take (contrast this with Charles Babbage who measured only the length of a work cycle).

Corporate Social Responsibility and Market †Free Samples to Students

Question: Discuss about the Corporate Social Responsibility and Market. Answer: Introduction The United Kingdoms two leading oil and gas companies Shell and British Petroleum are taken into consideration for this assessment. Every organization publishes their sustainability report so that stakeholders of those companies can view their reflection on past performance and future initiatives in terms of social and governance (ESG), environmental aspects and corporate social responsibility to some extent. This assessment highlights the comparison of the two companies based on their sustainability report. The difference between these two companies based on the range of social, environmental and economic issues is also illustrated in the business report. Moreover, a difference between the reports that furthermore describes the differences of culture, attitudes, regulations and technology is also represented. The discussions of the differences in this sustainability report based on the Zadek et al.s (1997) criteria. Lastly, a group dissection based on the preferences of one of the t wo considered organization will also be discussed. Shell in the year 2016 had attained the annual revenue of $183,008 million which was $222,894 million in the previous year (Statista, 2017) The annual revenue incurred in the year 2016 by Royal Dutch Shell $233.59 billion; whereas, in the previous year the concerned organization have earned $ 264.96 billion (Statista, 2017). However, in terms of oil and gas sustainability ranking British Petroleum leads the Royal Dutch Shell. In this business report, the difference among the two companies is effective as both serve same performance and thus carrying a comparison between the two companies present a greater overview regarding the activities towards sustainability. Shell is associated with the business activity of oil exploration, development and extraction, manufacturing and energy production, transport and trading and sales and marketing. This information is present in the starting pages of the sustainability report of Shell. BP on the other hand is also liable for performing the similar job roles. Another fact that is necessary to address that is both the companies publishes their sustainability report from decades and thus it can be said that both these companies are aware of their responsibility towards the planet earth. Difference of the two companies based on range of social, environmental and economic issues Shell has mentioned the issue on climate change and energy transition, Business ethics, transparency and governance, environmental impacts, GHG and energy and Community engagement and societal impact. According to the CEOs letter, they are taking continuous effort to ensure safety so that they can work without causing harm to people and the environment. British Petroleum reported their social issues that are they have to play a crucial role in business for lower carbon future to take action on climate change, focusing on safe operations, maximizing value to society, respecting human rights and managing the local environmental impacts. The letter written by CEO of the concerned organization written that $1 billion of investment was made for formulating and implementing low carbon technologies to build a sustainable future. Thus, it can be said that both the companies are taking initiative for sustainable business procedure. Shell started their discussion of sustainability by representing their aim for running a safe, efficient, responsible and profitable business. The positive and unique attribute of this report is that they have presented their goals for the year 2016 and highlight the priorities for the year 2017. This approach shows that they have focused both on their current business strategies and future business plans. Shell also presented their work for addressing the climate change that is utilizing only the natural gas into different products that is liquid fuels, hydraulic fluids and lubricants for final use. The concerned organization also collaborated with government to create carbon pricing mechanisms. Moreover, they also have taken steps for demonstrating CCS technology with their global partners. British Petroleum highlighted their key issues prior to any other information. However, the report consists of the details of the business functions, their business trading throughout the world and segmentation of their employees based on region and segments, which is not required to be reported in sustainability report. In addition to that, there positive aspect of this report is that they have presented their green house gas emission and their breakdown along with their details for the year 2012 to 2016. British Petroleum also presented their timeline of two decades that illustrates their initiatives of tackling climate change. They have also represented a statistical representation of GHG movements from 2015 to 2016 along with their performance for reducing the climate change impact. Evaluation of social accounting approach according to Zadek et al.s (1997) criteria Lee and Vachon (2016) stated that there are total of eight principles under the Zadek et al.s (1997) criteria- inclusivity, comparability, completeness, evolution, management policies and system, disclosure, external verification and continuous improvement. Iannuzzi (2017) furthermore explains that these criteria assess whether or not an organization is auditing their sustainable report appropriately. In this aspect both the companies- British Petroleum and Royal Dutch Shell reported their issues, controversies and transparency in their business. Shell has successfully identified their Board of Directors (BOD) who is liable to assess the governance of tax. These members also assess system of risk management and internal control. However, the key members and their role in maintaining the sustainability are not present. The committee about which the details are given is for the corporate social responsibility. This committee is also responsible for measuring sustainability performance and audit results. Alike Royal Dutch Shell, British Petroleum also stated that their Board of Directors evaluate the carbon emission and carbon footprint research. However in this case also, the stakeholders details are not discussed. Shell has information about their corporate social responsibility along with their sustainable approaches. The details of the code of conduct is not discussed however a link is provided in which the values and business principles of shell is defined properly. British Petroleum does not include their CSR activities in their business sustainability report. On the other hand, details about governance of sustainability issues are given in the report. This committee is known as safety, ethics and environment assurance committee (SEEAC) but the details about code of ethics is absent in the report. In both the cases, the pictorial representation is not present for all the aspects. Descriptive detail is present that need much time to read and getting the information. In the sustainability report for Royal Dutch Shell, the information only focused on energy transition that is addressing climate change, utilization of natural gas, research and development for lower carbon alternatives. In comparison, British Petroleums sustainability report illustrates the sustainability in every aspect that is climate change, energy transformation, supply chain and inventory management. Details about freshwater consumption, water consumption intensity, air emissions and environmental expenditures are discussed properly that on the other hand is not present in Shells report. In both the cases the major accidents done by oil spillage is not highlighted in the sustainability report. Thus, it can be said that some important controversy is hidden in the report in both the case. Identification of the target line is not given in the report but the planning for reducing the carbon emission is present. However, the measures for reducing the number of accidents are discussed. Shell provides the details of their safety target in terms of road safety and oil spills only. British Petroleum in terms of major accidents consider vehicle accidents and traffic accidents is discussed. One positive aspect in this case is BPs report; the graphical interpretation of the vehicle accidents is given for the year 2012 to 2016. Management policies and system Shell have formulated energy and climate policy, retaliation policy, Health, Safety, Security and Environment and Social Performance (HSSESP) policy, child labor policy, employment policy, fair-work policy, policies for equal opportunities and supply chain policy. Policies in British Petroleum are formulated for risk management systems, greenhouse gas policy, consumer behavior policy, human rights policy and corruption policy. In both the reports there are definition of these policies are only present and the details of the implementation of these policies on breaching of the business approaches is not present. Thus, here also the sustainability report lacks some crucial details. In the report, Shell mentioned that they have disclosed their every details from their form 20-F, File No 1-32575 but the data is not present for public use or preview. The company also adhere Governments Regulations 2014 for disclosure related to payments. They have adhered to the transparency aspect under the initiative of Extractive Industries Transparency Initiative (EITI). GRI report is not present however only the Environmental data and social and safety data are disclosed for the year range of 2007- 2016. BP only follows Extractive Industries Transparency Initiative (EITI) for maintaining transparency. The suitability report of BP does not provide GRI index report which is necessary in resenting the sustainability report. External verification In terms of external verification, Shell has taken the help from EY to audit their performance in context of the sustainable business approach. British petroleum taken help from the Deloitte to audit the report of their sustainability activities. In both the cases, the CEO letter refers to the fact that they are taking initiatives for reducing the carbon emission and making their oil extraction process more eco-friendly and improve their system so that major accidents can be minimized. The value of the Royal Dutch Shell according to the sustainability report is to help shaping more sustainable energy for the future, sharing wider benefits in their business operation and executing a safe, efficient, responsible and profitable business. The value proposed by British Petroleum is focusing on quality oil projects gas, producing fuels and lubricants that can be used in cars, optimizing the growth of biofuel and transforming operational performance. Reflection of the group discussion There are two discussion sets among out team members regarding the preference company in terms of their sustainability approach. In the first session, we have decided to hold a discussion on their carbon emission approaches. It is found from the discussion that Shell has taken effort to present data in different aspect that is climate change, community engagement, social impact, safety measure, transparency policies. Whereas, there BP also focuses on the same but does not provide evidence of their initiatives. The second days we have decided to discuss about controversial things that newspaper article provide but are not present in the report. The discussion led us to the conclusion that both the companies have not illustrate the major accidents like transportation accidents and oil spill in that affects the climate more adversely. Thus, in this case, we found both Shell and British Petroleum to be unethical. However, in terms of more details about the sustainable activities and formulation of policies and maintaining transparency of data and business process, Royal Dutch Shell is considered to be more sustainable than BP. Conclusion Enormous challenge facing governments and compliance issue are present in the sustainability report for both the organization. Shell and British Petroleum are the two industries that are taken into consideration. There are much information present in both of the sustainability report but their initiative of reducing the problem of carbon emission is not present. Policy details are present in both the report but the utilization of these policies is not given in the report. In addition to that, the details about the all the crucial information related to controversy and adversity is not mentioned in the report. Thus, it is difficult to state whether their policy is effective to maintain the sustainability of the earth. Lastly, another important aspect that is absent from the report is the information about the code of conduct and data sheet of GRI index. Reference List Bp.com. (2017). British Petroleum Corporate Sustainability Report. [online] Available at: https://www.bp.com/en/global/corporate/sustainability.html [Accessed 31 Aug. 2017]. Dauvergne, P. Lister, J. (2013). Eco-business: A big-brand takeover of sustainability. MIT Press. De Brucker, K., Macharis, C., Verbeke, A. (2013). Multi-criteria analysis and the resolution of sustainable development dilemmas: A stakeholder management approach. European journal of operational research, 224(1), 122-131. Henderson, R., Gulati, R. and Tushman, M. eds., 2015. Leading sustainable change: An organizational perspective. OUP Oxford. Holloway, J. (2016). What stakeholder management should learn from sales and marketing. Further Advances in Project Management: Guided Exploration in Unfamiliar Landscapes, 236. Iannuzzi, A. (2017). Greener products: The making and marketing of sustainable brands. CRC Press. Kashmanian, R. M., Moore, J. R. (2014). Building greater sustainability in supply chains. Environmental Quality Management, 23(4), 13-37. Lee, K.H. Vachon, S. (2016). Business Value and Sustainability. Palgrave Macmillan UK. Lee, K.H. Vachon, S. (2016). Integrated Supply Network and Business Sustainability. In Business Value and Sustainability (pp. 59-93). Palgrave Macmillan UK. Muller, A. (2014). Corporate social responsibility. Wiley Encyclopedia of Management. Reports.shell.com. (2017). Shell Sustainability Report 2016. [online] Available at: https://reports.shell.com/sustainability-report/2016/ [Accessed 31 Aug. 2017]. Samuelson, P. A., Anderson, H. C. (2014). corporate social responsibility. Morality and the Market (Routledge Revivals): Consumer Pressure for Corporate Accountability, 43. Statista (2017). BP revenue 2003-2016 | Statistic. [online]. Available at: https://www.statista.com/statistics/264185/bp-group-revenue-since-2003/ [Accessed 31 Aug. 2017]. Statista. (2017). Royal Dutch Shell revenue 2005-2016 | Statistic. [online] Available at: https://www.statista.com/statistics/268734/revenue-of-royal-dutch-shell/ [Accessed 31 Aug. 2017]. Steenkamp, J. B. (2017). Corporate Social Responsibility. In Global Brand Strategy (pp. 209-238). Palgrave Macmillan UK. Suliman, A. M., Al-Khatib, H. T., Thomas, S. E. (2016). Corporate Social Responsibility. Corporate Social Performance: Reflecting on the Past and Investing in the Future, 15. Tai, F. M., Chuang, S. H. (2014). Corporate social responsibility. Ibusiness, 6(03), 117. Ziegler, J. Gerhartz, S. (2016). Sustainable Supply Chains-How do companies integrate sustainability into their supply chains?.

What Price Freedom Essays - African-American Civil Rights Movement

What Price Freedom? 3,974 lives were lost between 1778 and 1781 in the American Revolutionary War. During the Civil War 600,000 more were sacrificed. In World War I, 57,476 lives lost. Such a large number, and for what? Is 661,450 the price of freedom? 661,450! And that isn't even including lives lost during the women's rights movement, the anti-slavery movement, or the civil rights movement. Not to mention wars Americans fought for the freedom of other countries! World War II, Vietnam, the Gulf War! Can a single country, a culture, even one individual understand what sacrifice was made for this living generations freedom? With only 41% of Americans voting apparently the impact of what should be seen as a privilege has been lost in a sea of excuses and misguided opinions. The majority of Americans are descendents of, know descendents of, or personally know a veteran of war. We've all heard the stories, and seen the movies, we even get two days off of work and school, but how many people know that Memorial Day Weekend is more than just a long weekend, and Veteran's day isn't just another day off in November. What most people don't realize is that it is only through the courage of young soldiers; through the guidance of their elders; through the support of this country that we have gained freedom. In recent generations it seems the novelty of this privilege of freedom has worn off. Statistics show that 59%, that's over half of Americans, do not vote in national elections. Freedom and democracy represent having a voice in how our country is ran. When someone participates in an election, just by taking the time to fill out a ballot, they are expressing their pride in their country and support in their forefathers. How is it that someone can claim to be an American, or complain about our government, when they have not taken an active role in voting, one of the most important privileges of being free? This hypocritical take on our government is simply an unattractive display of inattention. Not voting is not the only problem Americans have with showing national pride. The pettiness that the justice system is used for today could put any proud man, or woman to shame. I once heard that a woman sued a McDonalds because her coffee spilled on her lap and burned her skin. She claimed her coffee was too hot and she should've been warned. I do not remember the outcome, or if I had ever known how that case came out, but that is beside the point. This woman took advantage of and manipulated the laws and system that was made to protect her. Not only does this look bad on the country, but where has her pride gone? This has been a problem for at least a decade, I remember, even in fourth grade I took a satirical attitude toward the use of the justice system. After being brushed up against, or having my toe stepped on I would jokingly say, ?I'm going to sue you!? When the constitution was written, I'm sure it was not intended that our judicial system was to be manipulated for persona l gain, but for protection of our rights. Obviously the loss of respect for our country is a problem, though it may not compare to world hunger, foreign trade, or even the problems we're having with the national election process, a revival of national pride may open the doors to solving bigger, more complex problems. With a new sense of unity among our country we may be able to compromise bigger things, and spread a sense of unity farther than the US borders. I've always believed that a smile spreads quickly so why wouldn't an idea, if just a couple of people started taking pride in their country, and doing their duty as an American, voting, respecting the land and the government, then their friends may take notice. When their friends take notice more people will realize the effect, and in the end hopefully we will find that the 41% of voters will rise in numbers. Then our freedom, the American privilege will once again be realized as it was intended since the

DBQ- Reform, Democratic ideals essays

DBQ- Reform, Democratic ideals essays 1825-1850 was a time of major reform in education, crime prevention, slavery, religion, womens rights, industrialization, and public schooling, all a part of the revivalistic movement. These did seek to expand democratic ideals, as these movements reflected liberty, equality and the pursuit of happiness, which all lies in the American declaration of independence. Crime prevention was a reform during this period, brutal and harsh punishments were reduced, petty crimes and punishments such as being debt were almost eliminated as laborers entered state legislators. At this time they had an idea to not only punish but reform criminals, therefore adopting the penitentiary system mentioned in Document A. Not only did they sought to prevent future crimes by seeking out the youthful and unprotected. This document contains indications of moral and religious implications. Relating to document E whereas the youth had been industrialized and educated with morals. All this relates to the pursuit of happiness which thus relates to democratic ideals. The document talks about hard work and a virtuous child this reflects education reforms at that time that not only emphasized an improved education but also emphasized on morals and rationalism, which McGuffey preached. Temperance literature was also widely shown at that time. Document H is a great example of this, which depicts the social and economic costs of drinking. At this time, drinking excessively was a problem because it reduced efficient laborers, which thus reduced hardworking individuals into mindless drunks, which went against revivalistic ideals. Therefore the attempt to reduce alcohol intake reflected democratic ideals as it improved the lives of individuals and the individuals families, therefore promoting the pursuit of happiness. Reforms also emphasized on stable hard working families which is clearly shown in Documents E,C and H. Document E talks about hardwo...

Text types matrix Essays

Text types matrix Essays Text types matrix Essay Text types matrix Essay Text Type Context Purpose Audience Relationship Experts to learners Give out detailed information about a particular topic Interested people Information Nons Encyclopedia Dictionary References Leaflets/Brochures Those wishing to be informed Explanation Instruction Exposition Narrative Explains a process or procedure; how and why something works, or how a procedure is carried out designed to give information on how something should be done. Oral or written text in which someone takes a position on an issue and argues the case or presents a point of view Generally everyone Explains a process Gives a detailed step by step procedure on how to do something Expresses point of view; or persuades the listener or reader Written or spoken narration of an event that happened in the past. Three main kinds: factual, personal, and imaginative To relate in chronological order a sequence of past events Oral or written literary texts such as short stories, poems, novels. May also include songs. UT chiefly for entertainment purposes

Salvador Dal's life Essay Example | Topics and Well Written Essays - 500 words

Salvador Dal's life - Essay Example The essay "Salvador Dal's life" examines the life of Salvador Dali. Salvador Dali was born in Spain in the year 1904. His life was quite traumatic, his elder brother died before he was born. This was one point that always affected him in one way or the other throughout his life. His parents thought of him as the re-embodiment of his dead brother. His feelings with regards to his own self courtesy his brother’s eyes made him feel fascinated which was related to his rustiness and decomposition. Thus the same had quite an effect on the paintings that he drew, which were more or less of dead corpses or insects for that matter. To talk about his student life, he was a weak one. However he knew that he possessed something extraordinary which others lacked in his age. He was there to bring about a change. It was in the year 1917 when his father organized his first exhibition that he came to the forefront. In five years time, Salvadore Dali was being hailed at the Academia de San Fern ando in Madrid, Spain. After this he felt very much in love with Cubism that more or less was visible courtesy his paintings. It was in the year 1929 when a couple of significant happenings took place in Dali’s life. He met Gala Eluard who was the wife of the French poet Paul Eluard; which ultimately made the two of them very close to each other. Also, he joined the Paris Surrealists, however achieving these two things had a price to pay on his part as well. His father turned his back on him and left him homeless.

Artificial Intelligence Research Paper Example | Topics and Well Written Essays - 5000 words

Artificial Intelligence - Research Paper Example In this scenario, our capacity to merge knowledge from all these areas will eventually promote our progress in the pursuit of making an AI creature (Champandard) and (Russell and Norvig). This paper presents a detailed overview of artificial intelligence. This paper will also discuss various concepts that are associated with artificial intelligence. Background of Artificial Intelligence Artificial intelligence (AI) is the aspect of computer science which focuses on developing diverse machines that can carry out activities which people can think. Additionally, the idea to build intelligent machines has conspired individuals since earliest times and nowadays with the arrival of the computer technology along with fifty years of comprehensive study into artificial intelligence practices of programming, the vision of elegant and intelligent machines is turning out to be a certainty. ... Moreover, according to various researchers, AI has gone beyond far away from its preliminary derivation. In this scenario, the initial stages of artificial intelligence have gone reverse earlier than electronics field to mathematics as well as thinkers like that Boole and others who have been speculating the principles that were used as the foundation of the logic of artificial intelligence. Historically, the idea of artificial intelligence was first used in 1943 with the creation of the computer machine. More than the next 4 decades, regardless of numerous tentative obstructs; artificial intelligence has developed from several investigators, to thousands of diverse engineers as well as a lot of capacity building experts (ThinkQuest) and (Champandard). Furthermore, artificial intelligence has forever been on the revolutionary side of computer science technology. In this scenario, higher level languages of computer, as well as computer interfaces and word processing owe their continua tion to the study into AI. In addition, the hypothesis and perception produced by artificial intelligence research will put the development in the prospect of computer field. Moreover, a lot of products accessible nowadays are just bits and portions of what are presently to pursue, however they are considered as a progress in the direction of the upcoming era of AI. The developments in the pursuit intended for AI have, and will persist to influence our business processes, lives, education and other fields of life extensively (ThinkQuest) and (Champandard). History of Artificial Intelligence The development of AI myths can be drawn back to early Egypt, however with the creation of the electronic computer during the year 1941; the

Should Students Be Graded on Attendance Essay Example for Free

Should Students Be Graded on Attendance Essay Should a student be graded on his or her attendance in class? No, a student should not be graded on their attendance in class. A student should be graded on their work that they do in class not the fact they are sometimes not in attendance. A student should not be graded on their class attendance for many reasons. One of those main reasons could be a continuous illness. A student with a continuous illness has no choice but to miss days out of class. For example a student with diabetes has to go to doctors appointments to have their glucose level checked. This student can quickly get sick and need medical attention, which will cause them to miss class. Would you rather have a student in your class sick and not learn anything or would you have them miss class and seek medical attention. A student that misses class often can possibly pass that class. It all depends on the grade that they have. Yes missing class sets the student back and causes him or her to spend time making up the work that they have missed, but that does not mean they are going to fail. If this student is passing that class they can afford to miss one class every often. It is when they start to miss too many classes that you should start to deduct points from their grade. A student with a passing grade and does his or her work should not be graded on their attendance because you never know what the circumstances of their absence might be. Often time’s college students feel that since they are paying for school they have the right to miss class. True students are paying for class but that does not give them the right to miss class. Yes you are paying for your education and you should be able to miss class whenever you would like too. It’s the student and their parent’s money and they should be able to waste it however they want. Some students feel that they pay a teacher to come to class everyday and that if that teacher misses days out of class then they have the right to miss class. In some cases this statement is true. It’s their money and they feel as though they have the right to miss class since they are paying for it. Students should not be graded on their classroom attendance. A student can have a good average and if they miss class and get a grade for not being present it could lower their grade. Students sometimes do not miss class intentionally, events just happen that cause them to miss class. Although a student pays for their education it does not give them the right to miss class at any time. Students are in school to get an education and should attend class everyday.

Greek Mythology Essay -- essays research papers

Since the days when man lived in caves and struggled to survive, he has wondered about the world that surrounds him. What makes the sun rise and set? Why are there seasons? Where do things go when they die? To the ancient Greeks, there were simple explanations to all these questions – it was the gods! Things that seemed unexplainable could suddenly make sense when there were gods and goddesses involved. And these stories of the gods that the Greeks created to help make sense of the universe have survived the years to become a treasured and integral part of the history of the Western world.   Ã‚  Ã‚  Ã‚  Ã‚  Everyone knows who Zeus is. But are they aware that Zeus shared his power with thirteen of his sisters, brothers, and children? First there was his sister, Hera, whom he had chosen from his many wives to be his queen. Then there was Ares, their son, who was the god of war. Next was Hephaestus, the god of fire, and his wife Aphrodite, the goddess of love. Another of Zeus’s children, Hermes, was the herald of the gods. And then there was Demeter, the goddess of the harvest, with her beloved daughter Persephone on her lap. Next there was Poseidon, the lord of the sea and Zeus’s brother, and then the four children of Zeus: Athena, goddess of wisdom; the twins Apollo (god of light and music) and Artemis (goddess of the hunt); and Dionysus, the god of wine. Zeus’s eldest sister Hestia also lived with these twelve great gods. She was the goddess of the hearth, and ...

Pom Study Guide

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

Identification of Country Specific Social Infrastructure Problems Essay

Having a sound understanding on the economic procedures of different nations can greatly help each one of them to combat internal social problems. With the establishment of international organizations to assist poor countries in structuring their societies, it is of utmost importance to provide them with the basic facts of the dilemmas experienced by low-performing economies. A great deal to support the functional institutions is to assist them in coming up with a credible and non-biased sets of facts about the countries which they intend to assist.   Apparently, there are some cases in which monetary assistances do not actually reach the full potential of social projects due to inevitable factors such as inefficient fund allocation, corruption and unidentified resolution effects. In this aspect, it is very important to have a reliable source of information about the priority problems of each country in terms of social infrastructure building. Objectives The main objective of the research proposal is to come up with a reliable database which will tabulate the economic problems of each underdeveloped economy. These information will be used to support the programs of international funding organizations such as IMF and the World Bank. These databases will incorporate the designation of a single standard outline which will then effectively identify the problems of the states, the key priority acts in resolving them and the estimated enough allocation of funds. Methodology In order to have a database of country profiles, it is necessary to collect data at the lowest parameter of the study-the countries themselves. Primarily, each country has its own varying degrees of social law implementation which addresses the supposedly obvious problems of each economy. 1. Global Identification of Developing/Underdeveloped countries. The list of countries belonging in these segments is available from the United Nations’ country data profile. This may save the research procedure some time and financial resources since countries will be narrowed down into a specific list. 2. After the gathering of country profiles, the next approach is to retrieve data values from respective government agencies of each country through personal office visits, e-mail transmission or telephone and telefax reception of data. The main facts which will be needed are yearly budget allocation for social welfare programs, population of each country, GDP rates, specific population of women and children, government yearly spending on health care and general infrastructure budget allocation which are all basically used as country performance indicators (Cool Fire Technology, 2004). These values will be tabulated on a computer program for easy filtering and ranking of data values in prioritizing specific country concerns. 3. Upon the retrieval of the designated data, they will then be compared to the instructional references of the World Bank or IMF to identify which of the countries will most likely need to get assistances from the two international organizations. Afterwards, a full recommendation for assistance may be requested from them to highlight the importance of helping the countries based on the specific country profile report gathering. Timeline The procedures involving the retrieval of country specific data may be regarded as the most extensive and most demanding factor in terms of time frame allocation. This procedure is projected to cover at least three to four months. If the latest country data is available from reliable resources, then those data will be used instead of conducting country specific data retrieval and interviews. On the procedures which involve the submission of reports to the funding agencies, the time expected for completion is at least two weeks after the end of country specific database construction.

Government Invasion of Privacy Essay Essays

Government Invasion of Privacy Essay Essays Government Invasion of Privacy Essay Essay Government Invasion of Privacy Essay Essay Facebook has become the largest societal media site with over 1 billion active users as of September 14. 2012. Of those 1 billion users on norm for June 2012. 552 million were considered daily active users. ( Potalinski. Oct 4. 2012 ) The universe has gone brainsick with societal media. The ability to update one’s position on anything that has an cyberspace connexion has been enhanced through technological progresss in both phones and tablets. The Federal Government deemed it necessary to supervise societal sites on October 26. 2001 with the origin of the Patriot Act. The autonomies given to the authorities since the Patriot Act was signed into jurisprudence has been debated over the possible misdemeanor of an individual’s privateness. This writer believes the Patriot Act does non go against single privateness rights. : The persons violate their ain rights by what they post. The Federal Government proctors for possible national security menaces through ticker words. The Patriot Act affords them this right. An person has the ability to talk their head. The Federal Government is merely concerned with stations that show possible menaces to national security. There have been 50 instances of menaces to national security since the Patriot Act’s origin in 2001 that have been stopped. Jason from Austin Texas was questioned and released hours following a apparently harmless personal sentiment station on Facebook. Did the Federal Government overstep the autonomies given by the Patriot Act to flush inquiry Jason? Let us happen out what the research reveals. Jason from Austin Texas merely commented on a political station one of his friends had made on Facebook sing the former Senator Rick Santorum. Jason did non uncover his full name to the newsman Jason Brashear who writes for CivilinWars. com with his narrative. For the deficiency of confusion from here on out. the newsman will be noted as Brashear. The remark that got Jason in problem was â€Å"I wish there was a charming wand to do Santorum disappear†¦Ã¢â‚¬  This station was taken straight off of the station yarn on February 20. 2012. The Austin Police and two Williamson County Sherriff’s deputies were alerted to the station and tried to turn up Jason. After unsuccessfully happening Jason at his work. the officers called Jason and set up a meeting subsequently that flushing at Jason’s place. The officers explained they were at that place because of a possible menace to Senator Santorum. Jason did non cognize that Senator Santorum had a visit planned for Austin in the following few yearss. The visit was far plenty in the hereafter from the station for the local jurisprudence enforcement to be sent to Jason’s house to look into the possible menace. The officers were at that place to look around the house for any images of the Senator or grounds of anything planned against the Senator. The local governments deemed that Jason was non a menace and no farther action was taken against him. Jason’s Facebook security scenes were set up as private. The private scenes mean the stations are treated like a private e-mail amongst friends. ( Brashear. Feb 25. 2012 ) It was the perfect storm for Jason a apparently harmless station. the topic of the station coming to town in a short clip. and the Federal Government monitoring for cardinal words or phrases. The Federal Government merely reacted to identify words that pinged through their trailing system. The single privateness rights of Jason were non violated due to the contents of his station and the possible national security hazard to the presidential campaigner former Senator Santorum. Jason’s station threw up ruddy flags through the Department of Homeland Security societal media supervising system with the usage of one word. Because the station contained the word Santorum. the staying words became relevant to any probes that followed. Because the former Senator was a possible presidential campaigner for the Republican Party his name became a ruddy flag point for the Department of Homeland Security. Had Jason make the same station. but eliminate the usage of Santorum’s name. it is the belief of this writer that there would hold been no visit from the local governments. The usage of the former Senator’s name on a societal media site was the cause of the probe of Jason by the governments. It is the Federal Government’s occupation to measure every possible menace both foreign and domestic. By Santorum trying to go the Republican Party’s campaigner for President of the United States. he became a possible mark for Acts of the Apostless of terrorist act or force against that needed protection. If the monitoring of societal media by the Federal Government was non in topographic point. Jason may hold been plotting an onslaught on former Senator Santorum and executed a program of onslaught without notice. It is because of the Patriot Act and the autonomies to supervise the universe through societal media sites that enabled the Federal Government to look into Jason as a possible menace. do a determination that he was non a menace. and let him to return to his mundane life. This has non been the instance for other possible terrorists after the Patriot Act was signed into jurisprudence in 2001. Since the origin of the Patriot Act in October of 2001. 50 possible terrorist secret plans have been averted. ( Carafano. Bucci. Zuckerman. Apr 25. 2012 ) All 50 of the possible menaces vary with how engineering aided in the information being obtained by the Federal Government. Every one of the menaces were straight affected by the Patriot Act. The Patriot Act is Uniting and Strengthening America by Supplying Appropriate Tools Required to Interrupt and Obstruct Terrorism ( USA PATRIOT ACT ) Act of 2001. ( Public Law 107-56. Oct 26. 2001 ) The Patriot Act deemed it necessary to supervise the altering technological universe. It covers everything from national to international menace. banking to societal media. and terrorist to good citizen. Through the old ages the Federal Government has created a bombilation word database that generates a â€Å"red flag† when seen or heard. The Department of Homeland Security released a transcript of their Analyst’s Desktop Binder in 2011 which houses 337 words or phrases that are considered buzz words. The words or phrases that are contained in the Analyst’s Desktop Binder are considered a baseline or the beginning. This means that at a minimal the 337 words or phrases listed are monitored on a day-to-day footing. Wordss or phrases are added to and removed from the list on a day-to-day footing. The list is modified based on current events go oning. Current events change what may go a mark for Acts of the Apostless of force and terrorist act. These words are monitored through the Department of Homeland Security’s National Operations Center. The Department of Homeland Security’s web site ( hypertext transfer protocol: //www. dhs. gov/about-office-operations-coordination-and-planning ) describes the National Operations Center. â€Å"Through the National Operations Center. the Office provides real-time situational consciousness and monitoring of the fatherland. coordinates incidents and response activities. and. in concurrence with the Office of Intelligence and Analysis. issues advisories and bulletins refering menaces to homeland security. every bit good as specific protective steps. The NOC – which operates 24 hours a twenty-four hours. seven yearss a hebdomad. 365 yearss a twelvemonth – coordinates information sharing to assist deter. detect. and prevent terrorist Acts of the Apostless and to pull off domestic incidents. Information on domestic incident direction is shared with Emergency Operations Centers at all degrees through the Homeland Security Information Network ( HSIN ) . † The NOC is the monitoring centre for the Department of Homeland Security. They are the responsible for monitoring and pass oning possible menaces to other bureaus within the Federal Government. Most if non all possible menaces that are stopped by the Federal Government are a direct consequence of the NOC monitoring and communicating system. The Federal Governments need to supervise the increasing popularity of societal media is based on some of the Numberss discussed before. As of November 19. 2012 there was an estimated 7 billion people in the universe. ( World Wide Web. nose count. gov. November 19. 2012 ) That means that over 14 % of the world’s population are considered active users of Facebook and 7 % are active day-to-day users. Active users are persons that have histories but may non log on every twenty-four hours. The active day-to-day user Numberss describe an single logging onto their history each twenty-four hours. If an history holder’s privateness scenes are non rigorous. they have the ability to post anything for anyone to see. Let us believe back to Jason for a minute. his security scenes were rigorous and he was questioned by the local governments for his station. Without the Patriot Act leting for the monitoring of societal media sites like Facebook. Jason’s station would non hold been seen by anyone but whom he allows to see his information. The Patriot Act enables Federal Government bureaus like NOC to see an individual’s information regardless of the security scenes. On an history holder’s Facebook page. they are invited to post â€Å"What’s on your mind† upon first logging on to the site. The single privateness is compromised when the person really writes what is on their head. If any of the 337 words or phrases are used in a station. electronic mail. or blog the NOC will cognize. The NOC will so advise the appropriate local. province. or national governments to look into the possible menace. Jason may hold been unfortunate plenty to hold received a visit from the local governments. but what if he really posed a possible menace to the presidential campaigner and nil was done about it? The Patriot Act and the Federal Government’s need to supervise engineering and societal media has aided in taking possible injury to the huge bulk of our state. Some may reason that the Patriot violates single privateness and their right to freedom of address. This writer believes that without the Patriot Act and the autonomies granted to the Federal Government to supervise the people of this universe through the societal media sites like Facebook. there would be a batch more terrorist actions that have succeeded. The Federal Government’s ability to place and be afforded adequate clip to respond to possible menaces through supervising the societal media sites like Facebook has made this state a safer topographic point to populate. MentionsBrashear. J. ( Feb 25. 2012 ) . Retrieved from: hypertext transfer protocol: //www. citizenwars. com/facebook-user-interrogated-authorities-post/ Carafano. J. . Bucci. S. . Zuckerman. J. ( Apr 25. 2012 ) . Retrieved from: hypertext transfer protocol: //www. heritage. org/research/reports/2012/04/fifty-terror-plots-foiled-since-9-11-the-homegrown-threat-and-the-long-war-on-terrorism Department of Homeland Security. 2011. Analyst’s Desktop Binder. Retrieved from: hypertext transfer protocol: //www. dhs. gov Patriot Act. ( 2001 ) . Retrieved from: hypertext transfer protocol: //www. justness. gov/archive/ll/highlights. htm. ( Choice â€Å"Text of the Patriot Act† ) Potalinski. E. ( Oct 4. 2012 ) . Retrieved from: hypertext transfer protocol: //thenextweb. com/facebook/2012/10/04/facebook-hits-1-billion-active-users/