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/

Do You Know Your Student Rights

Do You Know Your Student Rights Did you know that college students have more freedoms than high schoolers? And, not just access to better parties and more free food. While you have the same rights to equality and non-discrimination that you had in high school, you have more protections for what you say, what you keep in your dorm, and who can arrest you. In honor of Human Rights Day, here are some of the lesser-known legal protections that you have as a college student. It might just inspire you to go out and take advantage of your newfound freedom. Your College Is Obliged to Keep Its Word Whatever a college prints or says is true, is really so. In the case of Andrà © v. Pace University (1996), the court found in favor of the complainant since she did not receive the advertised level of instruction as stated in the course catalog. The right to college integrity isn’t limited to written publications. Any person with the authority to make a verbal contract (such as a dean, admissions officer, recruiter, or academic counselor), is required to fulfill the terms. Such was the case in Healy vs. Larsson (1974). The complainant was awarded a degree based on a track of courses laid out verbally by his academic advisor, even though they didn’t meet the degree requirements. Protection From Search and Seizure The next time someone demands to see what’s in your dorm room, tell them they don’t have the right – because they don’t. In the 1971 case of Piazzola v. Watkins, the court found that college students don’t give up their right to unlawful search as seizure simply by signing a dorm room contract. In addition, only evidence found by a police officer with a legal warrant to search is admissible in court – and that doesn’t include campus cops. So, unless it’s a city or state police officer with a warrant, you don’t have to let anyone search your room. Control of Your Privacy Under the Family Rights and Privacy Act (FERPA), you have the same general privacy protections as any other citizen. However, if you are dependent on your parents’ taxes, your college has the right to send your grades directly to them. In addition, colleges have the right to publish information like your name, phone number, and address in a school directory (without your express permission) unless you specifically request for them not to publish that information. Right to Safety As a student, you have the right to be kept safe from campus injuries caused by facilities, other students, or foreseeable crime circumstances. For example, in the case of Miller v. State (1984), a college student was raped at knife point in her dorm because the school had failed to lock the doors for the night. She won her case, showing that the college has a special duty to protect its students, especially in areas where they make a claim that a student should be safe. Freedom of Speech and Demonstration Under the First Amendment, students are free to share their opinions through physical demonstrations, online activities, or through student groups. Papish v. University of Missouri (1973) clarified this language to include any speech that doesn’t interfere with the rights of other students or the school operation. This right especially protects students who are making statements on the school’s public message boards, intranet, or group publications. In Rosenberger v. University of Virginia(1995) the school was found at fault for refusing to distribute student group funds to a group that created a pro-Christian publication. Due Process If you are involved in a disciplinary action, you have the right to due process. That means you have the right to legal counsel, to view evidence against you, and to have a fair trial. The case of Texas Lightsey v. King (1983) showed that it is unconstitutional, for example, to expel a student for cheating when a disciplinary council finds him or her innocent of the act. So, if you get in trouble, make sure you get the fair trial you deserve. Summary From safety to scheduling, you have way more freedom than you think. Make sure you know your rights before you let your college take any away from you. It’s up to you to stand up and fight for your freedom to share your opinions, protect your privacy, and ensure that your college is everything you think it should be. Have your student rights ever been violated? Please share your stories and opinions in the comments below

Econ 101 Research Paper Example | Topics and Well Written Essays - 250 words

Econ 101 - Research Paper Example The book contained a new economic outlook of the government and money, and from the roots of the book, came the introduction of macroeconomics. According to the School of Thought (2011), the development of Macroeconomics can be attributed to the works of Keynes, and the controversial arguments that he had with fellow economists helped the development of economics. The other contribution that Keynes had on the world is probably the influence that he had on other Keynesian economists like Joan Robinson, with whom he belonged to a reading group. The influence that Keynes had on his protà ©gà ©es can be seen in later works developed by these economists. The most interesting fact about Keynes life is that his life and work probably led to the development of the International Monetary Fund and the World Bank, since he helped develop a new international money system that needed to have an overseer. This means that the development of the new economic treaty between the United States and The United Kingdom was brokered using Keynes’s knowledge, and the two institutions mentioned were developed because of the

Fact Paper Essay Example | Topics and Well Written Essays - 1000 words - 2

Fact Paper - Essay Example Research outcomes show that more than â€Å"two thirds of children aged 8 year† use computers daily (Lucile Packard Foundation, 2000). This is because of the current high accessibility of computers. Its continued usage by children negatively affects their health. Studies show a positive correlation between obesity and the usage of computers. A study conducted in Australia revealed that children who spend more time on computers have a 2.5 percent chance of becoming obese (Subrahmanyam, Kraut, Greenfield et al, 2000). The rate of obesity among children is increasing in the US. One of the factors that contribute to the high rate includes the high usage of computers among other causes. Spending more time on computers implies that children are spending less time in physical activities. Physical activities are important because they help children to burn excess calories. Engaging in less physical activities leads to accumulation of fats and calories in children’s bodies which in turn leads to obesity. Obese children have higher chances of developing other health complications even in their adulthood. For instance, medical experts claim that children with obesity are at a higher risk of getting cardiovascular diseases and being diabetic in their adulthood. Apart from obesity spending more time online can damage the children’s eyes. It also makes them to strain their necks and shoulders. Since children are still developing, some of the effects can lead to long-term health issues. Moreover, technology addiction makes some children to have sleeping disorders. This especially occurs if children have computers in their rooms. Some children prefer shortening their sleeping hours in order to play games or chat with their friends online. If this takes place for a longer period, it disrupts children’s sleeping patterns that may in turn cause sleeping disorders such as