What are the consequences of a spinal injury in the thoracic region of the spinal cord if the damage is to the gray matter? What about a complete transection of the white matter in the thoracic region? What body regions and functions that would be disrupted? Why is a white matter injury in the upper cervical region worse than one lower down in the cord? How do white matter injuries affect reflexes? How do gray matter injuries affect reflexes? F: Explain the Solution Grey matter is found in spinal cord which is known as the grey column. Grey matter Fuctions on most of the brain\'s neuronal cell bodies. The grey matter works in muscle control, sensory perception such as seeing and hearing, memory, emotions, speech, decision making, and self- control. So we can say if Gray Matter damage then person can loose their hearing ability, speech ability. Person will unable to control their Eomtions and can go Memory Loss, weakness,less coordination, paralysis, tingling, loss of sensation, loss of bladder control. Thoracic region structred follows which is in 12 parts. These all are indicate T1 through T12 (top to bottom). T1 is the smallest and T12 is the largest thoracic vertebra. The thoracic region with white matter control Chest, abdominal muscles. If injury occur in Cervical (C1-C8) then Head neck,diaphragm and arm disrupted; if thoracic region (T1-T12) injured then chest and abdominal mussle disrupted; if lumber region (L1-L5) then hip and leg will be disrupted. hite matter damage is called white matter (WMD) of the brain. White matter are the fibrous tracts of the brain. Periventricular leukomalacia (PVL), which is addressed in this section of this site, is a form of WMD adjacent to the ventricles of the brain, often due to fluctuations in blood pressure or inflammation associated with prematurity. WMD can occur in other areas of the brain for other reasons..

1. What dimensions of quality were highlighted in the Delta Airlines baggage handling case?
Would statistical process control tools such as control charts or acceptance sampling be enough
to resolve quality shortcomings along all of those dimensions?
What are the implications of managing quality at Delta?
Has that quality lapse damaged Delta in the marketplace?
Solution
Carriers everywhere throughout the world handle stuff somehow fit as a fiddle or shape. Stuff
taking care of is a standout amongst the most imperative parts of both the carrier business and for
the clients flying on board particularly. In today's reality, numerous individuals including myself
have encountered losing their baggage by method for being lost, lost or stolen. Clients around the
globe are beginning to get tired of the way operations are go through carriers with taking care of
stuff. No one needs to go on a get-away and have all their baggage gone; the excursion gets to be
demolished. Missing stuff is a major sympathy toward clients since it's an enormous bother for
these individuals who pay many dollars to fly their aircraft. The key perspective these days is all
carriers other than Southwest Airlines obliges travelers to pay around a 25 dollar expense for
every pack to be checked in. Delta aircrafts are one of the primary carriers that charge their
travelers for their sacks and are additionally one of the most exceedingly awful aircrafts in taking
care of things. In the event that I were the CEO of Delta there would be some significant changes
I would actualize to better fulfill my clients and willing to return. I need to make my clients feel
certain that their sacks will securely land at their destination with no misfortunes or harms to
their things. As CEO, I think it is significant that our aircraft surpasses desires and steps in data
innovation to better productively serve our clients with regards to their own possessions. Leading
as CEO I might want to execute radio recurrence ID as opposed to running with the conventional
standardized identification framework. Today's standardized tag framework when taking care of
packs is productive, however not sufficiently effective. The labels that are put on traveler's gear
isn't generally in the most ideal structure, If the standardized tag labels are folded or bowed a
bit, there's a room for give and take.
Making another innovation spine and constructing every single new application on top of it- -
while keeping on running an aircraft - is no simple errand in any environment. Be that as it may,
the task has likewise met with a cruel measurements of reality along the way. In spite of the fact
that work on DNS started in a period of thriving and security, $13.9 billion Delta Air Lines has
subsequent to contracted another CEO, sliced more than 20,000 occupations and experienced
three CIOs, the economy has tanked, and America endured the most exceedingly terrible assault

2. in U.S. history leaving the aircraft business reeling with liquidations, belt-fixing measures and
ambushed real transporters cooperating up with an end goal to spare themselves. "It has really
been similar to attempting to change autos while driving down the expressway at 100 miles for
every hour," says Henry Harteveldt, a San Francisco-based travel and carrier examiner for
Forrester Research. "Gracious, and coincidentally, one of the autos just blew a gasket."
Numerous organizations would pull over and turn off the auto - or even put it on squares in their
carport. Furthermore, the more extended the economy endures, the harder it will be for
organizations to stay their course. During an era when a few carriers have racked costly IT
endeavors, Delta has kept on putting resources into more framework and applications, yet on a
deferred plan.
Delta, which made $990 million in 1998 when the work on DNS started, lost $1.2 billion in 2001
and $1.3 billion in 2002. A year ago, it burned through $200 million on new IT improvement
(down from $218 million in 2001 and $371 million in 2000) despite the fact that aggregate
capital spending for Delta diminished by a billion dollars a year ago. "Delta keeps on seeing this
as a key speculation," says Curtis Robb, Delta's present CIO. "What's more, Delta Technology
will have indispensable influence in returning Delta Air Lines to productivity." Analysts include
that proceeded with speculation can possibly in the long run make Delta a pioneer in innovation
as well as in the carrier business generally.
Through the mid-'90s, a lot of Delta's operations kept running on spreadsheets and agendas.
Pneumatic tubes were utilized to transport data all through airplane terminals. What frameworks
were being used were scattered and detached.
In 1996, things began to go from terrible to more terrible. An outsourcing arrangement tumbled,
thus in 1997, the aircraft enlisted Charlie Feld, CIO-for-contract and turnaround master, to
recuperate the innovation bunch.
"They had ventures in chaos, individuals in confusion," recollects Feld, now CEO and
originator of Irving, Texas-based Feld Group. Divisions at Delta were purchasing their own
particular innovation and contracting their own software engineers with no coordination to
abstain from copying endeavors. In the meantime, the carrier needed to make sense of an
approach to adapt to the pending Y2K issue.
Feld promptly made the completely possessed Delta Technology backup to furnish the aircraft
with IT administrations. Furthermore, his group chose that the most ideal approach to manage
the unique Delta frameworks and the year 2000 issue was to tear out the current, out of date
foundation and begin once again. Keeping in mind they were grinding away, they figured, they
could begin constructing new applications on which to run the carrier. It was a striking move in
an industry in which numerous organizations have lived with legacy frameworks as opposed to
confront the exorbitant, complex errand of thinking of an enterprisewide innovation answer for

3. supplanting them, as indicated by John Linehan, an investigator at Baltimore-based T. Rowe
Price.
In any case, inside Delta, it was seen as the main move. "We had seven to 10 years of
innovation that was simply getting more established and more established, and the danger of it
being questionable was getting greater," says Dean Compton, VP of basic frameworks for Delta
Technology, who's been at the organization since late 1996 and got DNS off the ground. "We
figured we should supplant it with something we could expand on for what's to come."
It was sound thinking, and in the solid monetary times of the late 1990s when Delta was offering
a considerable measure of costly tickets, it didn't take much work to persuade authority that it
was the best approach. New CEO Leo Mullin even made it one of his fundamental activities as
the new pioneer of the organization.
At regular intervals, a Delta plane takes to the sky. Understanding that plane off the ground takes
data from flight calendars to entryway data to stuff taking care of to tower operations to client
administration. Delta's 2,123 flights every day additionally require 7.3 million gallons of fuel,
109,000 suppers and snacks, 151,000 containers of water, 87,000 jars of pop, and the rundown
goes on.
"It's essentially a major, continuous assembling operation," says Robb. "Furthermore, the one
thing that is novel about it is that the client is entirely amidst it, so when it doesn't function
admirably, it's exceptionally noticeable." Another refinement of Delta's assembling operation
is that exact propelled arranging is almost inconceivable. Everything from climate to moving
monetary substances to support issues place wrinkles in arrangements consistently.
So to get highly required continuous data, Delta picked framework programming from Palo Alto,
Calif.- based Tibco Software Inc., known for giving frameworks to Nasdaq and the New York
Stock Exchange.
Not at all like the TPF (exchange handling office) frameworks Delta's air terminals some time
ago kept running on, which obliged clients to sort in a mysterious series of letters and numbers to
recover data each time they required it, this new framework would work before TPF utilizing a
"distribute and subscribe" construction modeling. It would perceive when a specific occasion
happened - a plane touched base at a door, a traveler checked in- - and would consequently push
that present data to the general population who required it.
Development started in fall 1997. Feld started by building the entryway and boarding application
and the foundation important to bolster it. That application would touch the most territories
inside of Delta, be most noticeable to its 104 million travelers, and power Delta Technology to
crumple the majority of its 35 existing clients databases and 40 flight databases (alongside a
large number of others from team administration to cooking). Once that was done, they could
make 10 new regular information stores, get the fundamental middleware set up and manufacture

4. a decent piece of the DNS foundation that different applications could share. After fourteen
months, the entryway and boarding application rollout started.
The basic initial step was a win. Once entryway specialists got used to the new framework,
which gave them flow data on everything from who had checked in and the area of the joining
travelers to a format of seats and assignments and standby status, it spared a normal of eight to
10 minutes for every flight and decreased preparing time. "I recall when we put in the
framework in Jacksonville. I saw an overbooked widebody 767- - where there's typically a great
deal of disarray around the door - loaded up by two specialists utilizing the innovation on time
and in front of calendar," Compton reviews. "I'd seen a comparable circumstance in Salt Lake
City where we hadn't put the innovation in yet, and they needed to utilize nine operators to load
onto the plane, regardless it exited late."
In 1999, Delta Technology kept on supplanting the equipment and wiring in its air terminals, and
started to create and take off more applications to connect to DNS, from door data show
frameworks for travelers to a stuff exchange application utilized by gear handlers through a
tough portable workstation. Feld thought things were moving along all around ok to turn things
over to his successor, Robert DeRodes, who originated from Citibank, and additionally a CTO,
Robb, an IBM veteran.
Right now there are more than 20 applications running on the new foundation, and Delta forms
more than 5 million day by day and 134 million month to month business exchanges utilizing
DNS. A year ago, Delta made a pledge to tie in SAP for stock administration, supplant
innovation and present DNS-fueled programming at its 12 noteworthy call focuses, and create
applications for income administration that will require huge augmentations to the current DNS
spine. Yet, the "flight arrangement" for DNS and its related applications has unquestionably
been modified. "Today, we're working just on undertakings that pay off in 12 months and have
continuous effect for no less than three years- - either fabricating income or bringing down
working expenses," says Robb.
What's more, certain angles that might influence a definitive achievement of Delta's new duty
to IT stay out of Delta Technology's control. "A major some portion of how quick we can do
this or how fruitful we are is the aircraft business itself. There are constantly outside variables -
like the economy- - that affect what we're doing," says Compton. To manage the diminished
capital, Delta Technology is downsizing on rollouts. New and existing applications might be
presented in only maybe a couple center points rather than each of the 40 air terminals, for
instance, with the plan that once the monetary circumstance pivots they'll prepared to accelerate
the rollout.
The uplifting news for Delta Technology is that Delta Air Lines' asset report looks superior to
anything most real bearers. While its working execution is like its huge center point and-talked

5. brethren and its misfortunes place it at the center of the pack, it has the most money of its
companions ($1.7 billion in the second from last quarter of 2002), giving it all the more
backbone and the capacity to proceed with these sorts of ventures, as indicated by Jamie Baker,
an aircraft examiner at New York City-based speculation bank J.P. Morgan Chase.
Delta says it is prone to keep on losing cash this year, putting into inquiry how the billion-dollar
DNS buildout has truly supported the primary concern. "It's similar to they're in a pontoon that
is tackling a great deal of water," T. Rowe Price's Linehan clarifies. "These new frameworks
permit them to safeguard quicker, however the water is as yet coming in speedier than they can
safeguard. Plainly there are loads of advantages to these frameworks, however it's more hard to
see them at this moment."
Regardless, the present arrangement is to continue taking a shot at DNS-related activities for a
long time to come, maybe making another sort of custom for Delta and Delta Technology. "This
is not one of those brisk fixes or a speedy adventure," says Robb, noticing that the absolute most
complex regions to unite with DNS, similar to income and stock administration, still lie ahead.
"All things considered, I see this work continuing for an additional five years. What's more, that
is simply because I don't know how to make an arrangement any farther than five years. We'll
done when we come up short on thoughts." But on the other hand, even the best arranges have
been known not.