How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
This power point slide is all about the contemporary trends in quality engineering and management.every one should have a knowledge about the quality engineering in a 21st century.quality gives you more success in life.i had been giving you some techniques use in quality engineering program for a business purpose.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
This power point slide is all about the contemporary trends in quality engineering and management.every one should have a knowledge about the quality engineering in a 21st century.quality gives you more success in life.i had been giving you some techniques use in quality engineering program for a business purpose.
Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation
Just in Time System: A Study and Reviewvivatechijri
Just in Time has been a very popular operation strategy partly because of its success in Japanese
industry. JIT is a methodologies used to enhance manufacturers’ competitiveness through inventory and lead
time reduction. JIT implementation can involve a series of incremental steps and missteps, before the desired
outcome is achieved. How many people in the automobile industry, manufacturing industry, and electrical
industry can truly say that they have not heard about JIT? JIT implementation improves performance through
lower inventory levels, reduced quality cost and greater customer responsiveness. This paper will examine the
roll of a company’s resource. This paper present a literature review on a small manufacturing that altered its
resources configuration from a producer- consumer relationship separated by a buffer, to a simultaneity
constraint. The result of this paper shows that the removal of the buffer system increased the manufacturing
system’s need for mix flexibility and indicates that JIT system is success full, and operating JIT system can lead
to many advantages to the case company
A Complete Model of a Business Enterprise in an EtO and PLM environmentFrank Steeneken
This slide deck provides a picture of the underlying skeletal structure that holds a business enterprise in an engineer-to-order (EtO) and product lifecycle management (PLM) environment together while achieving its goals.
The Model portrays a business enterprise as a functional system for doing business, with processes that are clearly focused on a specific goal. Through the processes, the system fulfills its contribution in the environment.
The Model could provide a powerful baseline for improving business performance.
The method used to develop this model is an adaptation of an earlier technique called "Integrated Modeling Method*.
Slides contain the concept of Just in Time and Lean production Systems which lead to eliminate kinds of wasting in order to increase the quality of product to match customers' needs.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Danone-a practitioner approach to packaging line productivity by Mathieu Lora...Monique Watkins
Mat shares Unique Strategies for Improving Packaging Line Productivity. You don't want to miss this. Recorded webinar can be found at http://www.plantseminars.com
Supply Chain Management Assignment on Lean manufacturing wit real life Exampl...Yamini Kahaliya
This document is on Lean manufacturing with real life example of Jaguar company.
this is short assignment.
it includes -
1. Meaning of Lean manufacturing system
2. Objective of Lean manufacturing system
3. Principles of lean manufacturing system
4. Types of waste in traditional production system
5. Tools & Techniques of Lean manufacturing system
6. Case study on Jaguar -
7. Introduction of Company
8. Case study
9. Conclusion
10. Bibliography
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Chapter 8 - Children of alcoholics often display characteristic tr.docxrobertad6
Chapter 8 - Children of alcoholics often display characteristic traits: (1) the "hero" who attempts to replace the dysfunctional parent by overachieving, or (2) the "jester" who compensates for a lack of parental guidance by being mischievous and unruly. Which role did Beethoven play in his family? What is the evidence for your choice? 100+ words
Chapter 9 - Discuss the way travel might have affected composers (for example, Mendelssohn). If you have been outside the U.S., or even taveled far within the U.S., what effect did it have on you? 100+ words
.
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Lean manufacturing is a production process based on an ideology of maximising productivity while simultaneously minimising waste within a manufacturing operation
Just in Time System: A Study and Reviewvivatechijri
Just in Time has been a very popular operation strategy partly because of its success in Japanese
industry. JIT is a methodologies used to enhance manufacturers’ competitiveness through inventory and lead
time reduction. JIT implementation can involve a series of incremental steps and missteps, before the desired
outcome is achieved. How many people in the automobile industry, manufacturing industry, and electrical
industry can truly say that they have not heard about JIT? JIT implementation improves performance through
lower inventory levels, reduced quality cost and greater customer responsiveness. This paper will examine the
roll of a company’s resource. This paper present a literature review on a small manufacturing that altered its
resources configuration from a producer- consumer relationship separated by a buffer, to a simultaneity
constraint. The result of this paper shows that the removal of the buffer system increased the manufacturing
system’s need for mix flexibility and indicates that JIT system is success full, and operating JIT system can lead
to many advantages to the case company
A Complete Model of a Business Enterprise in an EtO and PLM environmentFrank Steeneken
This slide deck provides a picture of the underlying skeletal structure that holds a business enterprise in an engineer-to-order (EtO) and product lifecycle management (PLM) environment together while achieving its goals.
The Model portrays a business enterprise as a functional system for doing business, with processes that are clearly focused on a specific goal. Through the processes, the system fulfills its contribution in the environment.
The Model could provide a powerful baseline for improving business performance.
The method used to develop this model is an adaptation of an earlier technique called "Integrated Modeling Method*.
Slides contain the concept of Just in Time and Lean production Systems which lead to eliminate kinds of wasting in order to increase the quality of product to match customers' needs.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Danone-a practitioner approach to packaging line productivity by Mathieu Lora...Monique Watkins
Mat shares Unique Strategies for Improving Packaging Line Productivity. You don't want to miss this. Recorded webinar can be found at http://www.plantseminars.com
Supply Chain Management Assignment on Lean manufacturing wit real life Exampl...Yamini Kahaliya
This document is on Lean manufacturing with real life example of Jaguar company.
this is short assignment.
it includes -
1. Meaning of Lean manufacturing system
2. Objective of Lean manufacturing system
3. Principles of lean manufacturing system
4. Types of waste in traditional production system
5. Tools & Techniques of Lean manufacturing system
6. Case study on Jaguar -
7. Introduction of Company
8. Case study
9. Conclusion
10. Bibliography
Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry [irjet-v4 ...PERUMALSAMY M
Manufacturing lead time is the time required to produce product from its raw materials to final product.A company has to fulfill its customer needs to sustain in this competitive world. Lean has served the manufacturing sector with speed and quality. This project aims at lead time reduction in pump manufacturing company. Value Stream Map(VSM) served as an initiative for identifying bottlenecks process and waste in the manufacturing line; current state map is drawn by the observation made on the shop floor. The takt time is calculated for the demand to find out the bottleneck operations. After identifying the bottleneck operations line balancing is done. The Work In Process (WIP) inventory is reduced by balancing the workstation. Future state map is developed in the perspective of reduction of lead time and to match the takt time with bottleneck process. After line balancing implementation, the lead time for assembly of the SWJ pump is reduced 32 percent and work in process inventory is reduced 25 percent.
Chapter 8 - Children of alcoholics often display characteristic tr.docxrobertad6
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Chapter 9 - Discuss the way travel might have affected composers (for example, Mendelssohn). If you have been outside the U.S., or even taveled far within the U.S., what effect did it have on you? 100+ words
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The above submission should be one-page in length and adhere to APA formatting standards.
.
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Chapter 7:
Victimology and Patterns of Victimization
The authors discuss the meaning of genocide, criminology’s aversion of the topic, and assertions of the United States’ own participation in it. Through reviewing a brief U.S. history, the authors argue that genocide stemming from the treatment of Native Americans throughout history should not be written off as radical conspiracy. Likening American Indian reservations to inner cities, a connection is made provoking questions between the historical treatment of African Americans and genocide.
Chapter 8: Lawmaking and the Administration of Criminal Law
This Chapter analyzes the impact that class, race, and gender have on shaping laws and the lawmaking process. Although criminal law is thought to be an objective measure of harm, it is instead the direct result of our political process headed by a powerful few, where money and privilege reign. The authors explain that the laws that shape our reality and perceptions of what is criminal serve the interests of the influential ruling class at the expense of the underclasses.
Discuss
one
of the following (Write Minimum of 250 words):
1. You learned in Chapter 7 that certain victims are valued above others. Why do you think that is? How do you think that impacts the U.S Criminal Justice System?
OR
2. According to Chapter 8, minorities are the labor pool that is regulated through punishment. How is this analysis relevant in criminal justice today?
.
Chapter 7Thinking and IntelligenceFigure 7.1 Thinking .docxrobertad6
Chapter 7
Thinking and Intelligence
Figure 7.1 Thinking is an important part of our human experience, and one that has captivated people for centuries.
Today, it is one area of psychological study. The 19th-century Girl with a Book by José Ferraz de Almeida Júnior, the
20th-century sculpture The Thinker by August Rodin, and Shi Ke’s 10th-century painting Huike Thinking all reflect the
fascination with the process of human thought. (credit “middle”: modification of work by Jason Rogers; credit “right”:
modification of work by Tang Zu-Ming)
Chapter Outline
7.1 What Is Cognition?
7.2 Language
7.3 Problem Solving
7.4 What Are Intelligence and Creativity?
7.5 Measures of Intelligence
7.6 The Source of Intelligence
Introduction
Why is it so difficult to break habits—like reaching for your ringing phone even when you shouldn’t, such
as when you’re driving? How does a person who has never seen or touched snow in real life develop an
understanding of the concept of snow? How do young children acquire the ability to learn language with
no formal instruction? Psychologists who study thinking explore questions like these.
Cognitive psychologists also study intelligence. What is intelligence, and how does it vary from person
to person? Are “street smarts” a kind of intelligence, and if so, how do they relate to other types of
intelligence? What does an IQ test really measure? These questions and more will be explored in this
chapter as you study thinking and intelligence.
In other chapters, we discussed the cognitive processes of perception, learning, and memory. In this
chapter, we will focus on high-level cognitive processes. As a part of this discussion, we will consider
thinking and briefly explore the development and use of language. We will also discuss problem solving
and creativity before ending with a discussion of how intelligence is measured and how our biology
and environments interact to affect intelligence. After finishing this chapter, you will have a greater
appreciation of the higher-level cognitive processes that contribute to our distinctiveness as a species.
Chapter 7 | Thinking and Intelligence 217
7.1 What Is Cognition?
Learning Objectives
By the end of this section, you will be able to:
• Describe cognition
• Distinguish concepts and prototypes
• Explain the difference between natural and artificial concepts
Imagine all of your thoughts as if they were physical entities, swirling rapidly inside your mind. How is it
possible that the brain is able to move from one thought to the next in an organized, orderly fashion? The
brain is endlessly perceiving, processing, planning, organizing, and remembering—it is always active. Yet,
you don’t notice most of your brain’s activity as you move throughout your daily routine. This is only one
facet of the complex processes involved in cognition. Simply put, cognition is thinking, and it encompasses
the processes associated with perception, knowledge, problem solving, judgment, langu.
Chapter 7 2. How does a false positive alarm differ from a f.docxrobertad6
Chapter 7
2. How does a false positive alarm differ from a false negative alarm? From a security perspective, which is less desirable?
3.
How does a network-based IDPS differ from a host-based IDPS?
14.
What is an open port? Why is it important to limit the number of open ports to those that are absolutely essential?
Chapter 8
3.
What is a cryptographic key, and what is it used for? What is a more formal name for a cryptographic key?
4.
What are the three basic operations in cryptography?
9.
What are the components of PKI?
.
Chapter 7 covers Corporate Information Security and Privacy Regu.docxrobertad6
Chapter 7 covers Corporate Information Security and Privacy Regulation. Specifically, the Sarbanes Oxley Act of 2002 was passed as a result of the Enron scandal. Give a short synopsis of the Enron scandal and then provide a short synopsis of SOX.
Answer the question with a short paragraph, between 250 and 350 words. Brevity is a virtue. That is why you are limited to 350 words. If you can't present your hypothesis in 350 words or less then it is too complicated.
Remember that when you state a fact if you don't provide a reference, it is not a fact but rather an opinion.
submit it by 2/16/2020 at 4:59 PM EST
.
Chapter 7The Problem of EvilOf all the objections to theism pr.docxrobertad6
Chapter 7
The Problem of Evil
Of all the objections to theism presented by atheists, the most celebrated and oft-rehearsed, by far, is the problem of evil and suffering. Debates about evolution and the like notwithstanding, most reflective theists would likely agree that objections to belief in God posed by the occurrence of evil and suffering present a far more serious challenge than do objections from science. (In fact, one of the most popular lines of objection to theistic evolution is really a version of the problem of evil; it asks, How could a perfectly loving God employ a means of creation that proceeds by way of the systematic destruction of the weakest and most vulnerable creatures?) A distinction must be drawn, however, between the problem of evil as a philosophical objection to religious belief and the problem as a concerned question.
Some philosophers have put forward arguments from evil which purport to show that God does not exist or that belief in God is unreasonable. To such philosophical attacks, philosophical responses are appropriate. However, many people—believers and nonbelievers alike—are bothered by evil. When they are faced with suffering, on their own part or on the part of others, they may pose an agonizing Why? A philosophical argument is often the last thing such a person wants to hear; such an argument may appear irritatingly superficial or even callous. The person wants compassion and empathy, and the proper response may simply be to listen and try to share the other’s grief and questions. At such times the problem of evil calls more for pastoral care than for philosophical debate.
The philosophical problem of evil, on the other hand, can be posed briefly and sharply. It appears to many people that a perfectly good, all-knowing and all-powerful being, were he to exist, would not allow the kinds or quantity of evil and suffering that exists in our world. The underlying assumption of this argument is the intuition—common to many atheists and theists alike—that a good being eliminates evil as far as it is able to. God, being omniscient, should be aware of every instance of evil and suffering; being perfectly good, he would presumably want to eliminate all evil; being omnipotent, he should be able to do just that. If there were a God, therefore, one would expect not to find any evil in the world. Since one does find evil—and quite a bit of it—God must not exist. In this way, the existence of evil and suffering is thought to undermine the rationality of belief in God.
Types of Evil, Versions of the Problem and Types of Responses
The evils in the world which this argument takes as its basis are usually divided into two types. Moral evil is all the evil which is due to the actions of free, morally responsible beings. Murders, rapes and the hunger caused by social injustice would be examples of moral evil. Natural evil (or nonmoral evil) is all the evil that is not (or at least does not appear to be) due to the actions.
CHAPTER 7The CPU and MemoryThe Architecture of Comp.docxrobertad6
CHAPTER 7:
The CPU and Memory
The Architecture of Computer Hardware, Systems Software & Networking:
An Information Technology Approach
5th Edition, Irv Englander
John Wiley and Sons 2013
PowerPoint slides authored by Angela Clark, University of South Alabama
PowerPoint slides for the 4th edition were authored by Wilson Wong, Bentley University
CPU and MemoryEvery instruction executed by the CPU requires memory accessPrimary memory holds program instructions and dataSecondary storage is used for long term storageData is moved from secondary storage to primary memory for CPU execution
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
CPU: Major ComponentsALU (arithmetic logic unit)Performs calculations and comparisonsCU (control unit)Performs fetch/execute cycle
Accesses program instructions and issues commands to the ALU
Moves data to and from CPU registers and other hardware componentsSubcomponents:
Memory management unit: supervises fetching instructions and data from memory
I/O Interface: sometimes combined with memory management unit as Bus Interface Unit
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
System Block Diagram
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
The Little Man Computer
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Concept of RegistersSmall, permanent storage locations within the CPU used for a particular purposeManipulated directly by the Control UnitWired for specific functionSize in bits or bytes (not in MB like memory) Can hold data, an address, or an instructionHow many registers does the LMC have?What are the registers in the LMC?
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
RegistersUse of RegistersScratchpad for currently executing program
Holds data needed quickly or frequentlyStores information about status of CPU and currently executing program
Address of next program instruction
Signals from external devicesGeneral Purpose RegistersUser-visible or program-visible registersHold intermediate results or data values, e.g., loop countersEquivalent to LMC’s calculatorTypically several dozen in current CPUs
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Special-Purpose RegistersProgram Counter Register (PC)Also called instruction pointer (IP)Instruction Register (IR)Stores instruction fetched from memoryMemory Address Register (MAR)Memory Data Register (MDR) Status RegistersStatus of CPU and currently executing programFlags (one bit Boolean variable) to track conditions like arithmetic carry and overflow, power failure, internal computer error
Copyright 2013 John Wiley & Sons, Inc.
7-*
Copyright 2013 John Wiley & Sons, Inc.
*
Register OperationsStores values from other locations (registers and memory)Addition and subtractionShift or rotate dataT.
Chapter 7QUESTION 1. Which of the following is defin.docxrobertad6
Chapter 7
QUESTION 1
.
Which of the following is defined as the persistnce of learning over time, through the encoding, storage and retrieval of memory?
.
memory
long-term memory
short-term memory
sensory memory
.
10 points
QUESTION 2
.
Which of the following refers to the processing of information outside of conscious awareness?
.
sensory memory
short-term memory
automatic processing
working memory
.
10 points
QUESTION 3
.
Behaviors such as texting and driving home would be considered...
.
explicit memories
automatic processing
implicit memories
working memory
.
10 points
QUESTION 4
.
Which of the following pieces of memory would you not process automatically?
.
Where your bed and dresser are in your room
A new acquaintances address
The location of your PSY110 classroom
How to spell your name
.
10 points
QUESTION 5
.
Cramming has actually been shown to be an effective method of learning new information.
.
True
.
False
.
10 points
QUESTION 6
.
Mood can be a retrieval cue.
.
True
.
False
.
10 points
QUESTION 7
.
Which of the following brain structures is responsible for temporarily holding memories until they can be moved to storage?
.
basal ganglia
frontal lobe
cerebellum
hippocampus
.
10 points
QUESTION 8
.
Which of the following brain structures is most involved with you learning motor movements such as how to ride a bike?
.
brain stem
basal ganglia
frontal lobe
hippocampus
.
10 points
QUESTION 9
.
If you have to take a foreign language at Valpo and you took a foreign language in high school, you would benefit from taking the same language at Valpo as you did in high school because you would benefit most from which of the following?
.
Recall
Relearning
Recognition
.
10 points
QUESTION 10
.
This very multiple choice question, which is asking you to identify previously learned material, requires you to make use of which of the following skills?
.
relearning
recall
recognition
.
Chapter 2
QUESTION 1
.
Neurons are...
.
basic building blocks of the nervous system
extensions of the cell body that receive messages
extensions of the cell body that send messages
a nerve impulse
.
10 points
QUESTION 2
.
Everything psychological is simultaneously biological
.
True
.
False
.
10 points
QUESTION 3
.
Brain plasticity allows us to adapt to new environments
.
True
.
False
.
10 points
QUESTION 4
.
The nervous system consists of...
.
the sympathetic and the parasympathetic nervous systems
the brain and spinal cord
the central nervous system and the peripheral nervous system
.
10 points
QUESTION 5
.
Neurotransmitters...
.
include serotonin and dopamine and affect behaviors and emotions
are electrical impulses in the brain
the form of communication between motor neurons and sensory neurons
are natural opiates released in response to pain
.
10 p.
Chapter 7One pageAPA stylePlease comment on the followin.docxrobertad6
Chapter 7
One page
APA style
Please comment on the following statement regarding our current educational system and examples of practices
:
"
It
is a cardinal precept of the newer school of education that the
beginning of instruction shall be made with the experience learners
already have; that this experience and the capacities that have been
developed during its course provide the starting point for all further
learning" (Dewey, 1938, p. 88
).
(
one page- deadline will be
Friday
.
CHAPTER 7
Managing Financial Operations
Revenue cycle (billing and collections)
Receivables management
Cash and marketable securities management
Inventory (supply chain) management
Operational monitoring and control
Copyright 2009 Health Administration Press
7 - ‹#›
Financial Operations
Financial operations involves the day-to-day oversight of such tasks as billing and collections (revenue cycle), cash management, and inventory management.
The specifics are highly dependent on the type of provider (e.g., hospital versus medical practice versus nursing home).
Thus, the focus here is on fundamental concepts as opposed to details.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle
The revenue cycle is defined as all activities associated with billing and collecting for services.
In general, revenue cycle management should ensure that
patients are properly categorized by payer,
correct and timely billing takes place, and
correct and timely payment is received.
The revenue cycle includes the activities listed on the next slide.
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
Before-service activities:
Insurance verification
Certification of managed-care patients
Patient financial counseling
At-service activities:
Insurance status verification
Service documentation/claims production
After-service activities:
Claims submission
Third-party follow-up (if needed)
Denials management
Payment receipt and posting
Monitoring and reporting:
Monitoring
Review and improvement
Copyright 2009 Health Administration Press
7 - ‹#›
The Revenue Cycle (cont.)
In revenue cycle management, each of the identified activities is closely monitored to ensure that
the correct amount of reimbursement is collected on each patient,
reimbursements are collected as quickly as possible, and
the costs associated with the revenue cycle are minimized consistently with rapid and correct collections.
Two important keys to good revenue cycle management are information technology and electronic claims processing.
Copyright 2009 Health Administration Press
7 - ‹#›
Receivables Management
If a service is provided for cash, the revenue is immediately received.
If the service is provided on credit, the revenue is not received until the receivable is collected.
Receivables management, which falls under the general umbrella of the revenue cycle, is extremely important to healthcare providers.
Why?
Copyright 2009 Health Administration Press
7 - ‹#›
Accumulation of Receivables
Suppose Valley Clinic contracts with an insurer whose patients use $2,000 in services daily and who pays in 40 days.
The clinic will accumulate receivables at a rate of $2,000 per day.
However, after 40 days, the receivables balance will stabilize at $80,000:
Receivables = Daily sales × Average collection period
= $2,000
× 40
= $80,000
Copyright 2009 Health Administration Press
7 - ‹#›
Cost of Carrying Receiva.
CHAPTER 7Primate BehaviorWhat is Meant By Behavior.docxrobertad6
CHAPTER 7
Primate Behavior
What is Meant By Behavior?
• Anything organisms do that involves action in response to
internal or external stimuli.
• The response of an individual, group, or species to its
environment.
• Such responses may or may not be deliberate and they
aren't necessarily the results of conscious decision
making.
Ecological Perspective
• Pertains to relationships between organisms and
all aspects of their environment
• Temperature
• Predators
• Vegetation
• Availability of food and water
• Types of food
• Disease organisms
• Parasites
Behavioral Ecology
Focuses on the relationship between behaviors,
natural environment, and biological traits of the
species.
Based on the assumption that animals, plants, and
microorganisms evolved together.
Behaviors have evolved through the operation of
natural selection, or
Some behaviors are influenced by genes and are
subject to natural selection the same way physical
characteristics are.
The Evolution of Behavior
Behavior constitutes a phenotype
Individuals whose behavioral phenotypes increase
reproductive fitness pass on their genes at a faster
rate.
Genes do not code for specific behaviors, but they do
code for biological factors that impact behavior, i.e.
hormone levels, intelligence
Species vary in their limits and potentials for learning
and behavioral flexibility, set by genetic factors.
Natural selection acts on genetic factors shaped by
ecological, the same as it does physical
characteristics
Social Structure
• The composition, size, and sex ratio of a group of
animals.
• The social structure of a species is, in part, the
result of natural selection in a specific habitat, and
it guides individual interactions and social
relationships.
Why Are Primates Social?
• Group living exposes animals to competition with other group
members, so why not live alone?
• Costs of competition are offset by the benefits of predator
defense provided by associating with others.
• Group living evolved as an adaptive response to a number of
ecological variables.
Some Factors That Influence Social Structure
• Body Size
• Larger animals are better able to retain heat and their overall energy
requirements are less than for smaller animals
• This means they need fewer calories per unit of body weight.
Some Factors That Influence Social Structure
• Metabolism
• The chemical processes within cells that break down nutrients and release
energy for the body to use.
• Basal Metabolic Rate (BMR) and Diet
• Smaller animals generally have a higher BMR than larger ones.
• This means smaller primates require an energy-rich diet high in protein,
fats, and carbohydrates (fruit, and insects).
Some Factors That Influence Social Structure
• BMR and Diet
• Nutritional needs have evolved along with BMR and body size
• Benefits are considered in terms of energy (calories) obtained from food
.
Chapter 7Medical Care Production and Costs(c) 2012 Cengage.docxrobertad6
Chapter 7
Medical Care Production and Costs
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Assumptions of short-run production:
Medical firm produces a single output of medical services, q
Only two medical inputs exist: nurse-hours, n, and a composite capital good, k
Quantity of capital is fixed at some amount
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Medical firm faces an incentive to produce as efficiently as possible
Medical firm possesses perfect information regarding the demands for its product
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Production function:
Identifies different ways nurse-hours & capital can be combined
To produce various levels of medical services
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Each level of output produced by -
Several different combinations of the nurse and capital inputs
Each combination – assumed to be technically efficient – maximum amount of output that is feasible given the state of technology
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Short-Run Production Function of the Representative Medical Firm
Law of diminishing marginal productivity
At first, total output increases at an increasing rate
After some point, it increases at a decreasing rate
Total product curve, TP
Depicts total output produced by different levels of the variable input, holding all other inputs constant
(c) 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classro.
CHAPTER 7FriendshipTHE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS T.docxrobertad6
CHAPTER 7
Friendship
THE NATURE OF FRIENDSHIPFRIENDSHIP ACROSS THE LIFE CYCLEDIFFERENCES IN FRIENDSHIPFRIENDSHIP DIFFICULTIESFOR YOUR CONSIDERATIONCHAPTER SUMMARY
I get by with a little help from my friends. John Lennon
Take a moment and think about your two best friends. Why are they such close companions? Why do you think of them as friends? You probably like but don't love them. (Or, at least, you're not “in love” with them, or you'd probably think of them as more than just “friends.”) You've probably shared a lot of good times with them, and you feel comfortable around them; you know that they like you, too, and you feel that you can count on them to help you when you need it.
Indeed, the positive sentiments you feel toward your friends may actually be rather varied and complex. They annoy you sometimes, but you're fond of them, and because they're best friends, they know things about you that no one else may know. You like to do things with them, and you expect your relationship to continue indefinitely. In fact, if you look back at the features that define intimacy (way back on page 2), you may find that your connections to your best friends are quite intimate, indeed. You may have substantial knowledge of them, and you probably feel high levels of trust and commitment toward them; you may not experience as much caring, interdependence, responsiveness, and mutuality as you do with a romantic partner, but all three are present, nonetheless.
So, are friendships the same as but just less intimate than our romantic partnerships? Yes and no. Friendships are based on the same building blocks of intimacy as romances are, but the mix of components is usually different. Romances also have some ingredients that friendships typically lack, so their recipes do differ. But many of the elements of friendships and romances are quite similar, and this chapter will set the stage for our consideration of love (in chapter 8) by detailing what it means to like an intimate partner. Among other topics, I'll describe various features of friendship and question whether men and women can be “just friends.”
Page 214
THE NATURE OF FRIENDSHIP
Our friendships are indispensable sources of pleasure and support. One study of unmarried young adults found that over one-third of them (36 percent) considered a friendship to be their “closest, deepest, most involved, and most intimate” current relationship (Berscheid et al., 1989). A larger proportion (47 percent) identified a romantic relationship as their most important partnerships, but friendships were obviously significant connections to others. And they remain so, even after people marry. Another study that used an event-sampling procedure1 to track people's interactions found that they were generally having more fun when they were with friends than when they were alone or with family members, including their spouses. The best times occurred when both their spouses and their friends were present, but if it was one or.
Chapter 7
Food, Nutrition & Obesity Policy
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
1
Identifying the Problem: Obesity & Its Consequences
Obesity = excessive body fat/bodyweight
BMI—a ratio of weight to height, calculated as kilograms divided by meters squared
Categorize an individual as obese = BMI ≥30
In children, obesity refers to a BMI greater than, or equal to, the 95th percentile
Obesity is a major risk factor for:
Type 2 diabetes, cardiovascular disease, and hypertension
Greater risk for additional comorbid health conditions, including stroke, arthritis, nonalcoholic fatty liver disease, kidney disease, and mental health problems related to social stigma
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
2
Identifying the Problem: Obesity & Its Consequences
Disparities
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
3
Identifying the Problem: Obesity & Its Consequences
Disparities: Children
Between 1980 and 2004, obesity prevalence tripled among children aged 2 to 19 years increasing from 6% to 19%
Overall prevalence has remained fairly stable since 2004
2011–2012 = 17% of children obese
Hispanic children have the highest obesity prevalence, followed by: non-Hispanic Black and non-Hispanic White children
Black children are more likely to be severely obese than are White children
Trends indicate the most pronounced increase of severe obesity in White female and Black male children
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
4
Identifying the Problem: Obesity & Its Consequences
Disparities: Adults
More prevalent in non-Hispanic Blacks and Hispanics
Exists at the highest rate among all adults aged 40 to 59 years
Gender- and income-based obesity-related disparities exist among all racial and ethnic groups
Most pronounced among non-Hispanic Black women across all age categories
Higher income non- Hispanic Black and Mexican American men have slightly higher obesity prevalence rates than those with lower incomes
Adults in rural areas are significantly more likely to be obese than those in urban areas
WHY?
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
5
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
6
Identifying the Problem: Obesity & Its Consequences
The Costs of Obesity
$315.8 billion was spent on adult obesity-related direct healthcare costs in 2010
Majority of expenses resulting from the treatment of comorbid health conditions, particularly type 2 diabetes
Medicare and Medicaid spending would see decreases of 8.5% and 11.8% if obesity-related costs were removed from the analysis
Obesity-related absenteeism translates to an estimated cost of $8.65 billion per year in lost productivity
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
7
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment
Eyler, Chriqui, Moreland-Russell & Brownson, 2016
8
https://youtu.be/5Rm7E2e1Su8
Identifying the Problem: Obesity & Its Consequences
Obesogenic Environment.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
10. Summarize
*
*
The lean systems chapter begins with a broad orientation to lean
and its elements with an historical perspective of its
development. Then each element is discussed in detail in
separate sections. The discussion includes situations in which
elements of lean have been successfully applied, as well as
situations in which they may not be applicable (e.g. smoothing
the master production schedule in services). The chapter
concludes with discussion on implementation of lean systems
and how lean concepts can be applied to all business disciplines
(manufacturing, services, government, etc.).
Here are our Learning Objectives for this course. Between
these videos, the textbook, supplemental readings, assignments
and Discussion Boards, you will end the course with some new
skills and many new insights.
*
After WWII the U. S. system of mass production was the envy
of the world. Mass production – the production of standardized
discrete products in high volume by means of repetitive
manufacturing technologies – was the norm. Materials were
purchased in large batches, and machines were made to run
faster to reduce unit costs.
*
Lean thinking is built around five tenets that include specific
concepts, principles, and techniques to organize and deliver
value to customers efficiently. This is where we will focus on
what adds value to a product or service and non-value adding
activities that increase cost and time.
*
Remember that value is defined by the customer and provided in
the product or service the customer needs at a place, time, and
11. price the customer is willing to pay. If inventory is money
sitting on a shelf, then why would a company want to
overproduce and waste its resources? If you are familiar with
your financial statements, then you will know that if the product
is overproduced and has not sold, they suppliers and employees
(inputs) must still be paid on time. This will result in needing
to cover the company’s cost through capital funds, instead of
revenue.
*
When we seek to give the customer value and eliminate non-
value activities, we are turning the supply chain into the value
chain. The best method for doing this is to ensure all steps in a
process are needed. Every process is a combination of steps.
By flowcharting a process, we breakdown each activity within
the process into steps. Within a 5 step process, I then seek to
see if I can combine steps 1 & 2, and eliminate step 4. The
number of the step is irrelevant. You can combine steps 2 & 3
and eliminate step 5 or 8. Your goal is to become more
efficient by the reduction of touches or extra procedures that do
not add value to the finished good or service.
*
Here is a visual of mapping out a process into steps in order to
identify what is needed (adds value) and what steps are not
needed (non-value adding).
*
One of the ways firms can move toward achieving the lean tenet
of simple, smooth, and error-free flow is to level the amount of
work that is performed each day. Remember we spoke of this
earlier when we distributed the workload of producing 100,000
bicycles over 20 production days by manufacturing 5,000 per
day. This practice is referred to as stabilizing the master
schedule. The process of production planning for
manufacturing starts with a long-range production plan using
the forecast, which then is broken down into annual, monthly,
and daily plans.
*
12. Matching supply to demand or matching market demand to
production of goods is illustrated by the concept of takt time.
Takt is the German word for the baton that an orchestra director
uses to regulate the speed of the music. A takt time of 2
minutes means that one unit is completed every 2 minutes, or 30
units are produced in an hour.
*
Kanban is a method of production authorization and materials
movement, which means the company will not over or under
produce, but will meet supply with demand. The production
system supports the tenet of producing only what is pulled by
the customer. This alleviates the buildup of inventory by a pull
production system.
*
*
If the market stops or slows, it signals production to stop or
slow, as needed, to meet demand. Go back and visualize having
lunch at Chipotle or Subway. Remember the subassemblies that
are in front of the customer ready to assemble-to-order based on
the customer’s needs. If the customer (market) does not order,
the subassembly does not empty, triggering replenishment.
Some companies control the movement of containers by using
two types of kanban cards: production cards and withdrawal
(move) cards. These cards are used to authorize production and
to identify the parts in any container. Instead of using cards,
production can also be controlled by kanban squares that
visually signal the need for work (to fill the kanban square), or
by visual control of the empty containers.
*
Time is money and slow production rates waste a company’s
resources. Inventory can be decreased by reducing the size of
the containers or the number of containers used in the kanban
system. This is done by reducing the lead time, the time
required to circulate a container. When any of these times have
been reduced, management can remove kanban cards from the
system and remove a corresponding number of containers. It is
29. Hospital
Custom jewelry
Project
Speculation homes
Commercial paintings
Noncommissioned art
Buildings
Movies
Ships
This matrix contains the six combinations used in practice.
Multiple combinations may be used by a single firm, depending
on the products and volumes required by the market. Although
it is common for an assembly-line operation to make-to-stock, it
can also assemble-to-order. For example, an automobile
assembly line is used to produce a large variety of different
automobile options for particular customers, as well as cars that
are being made for dealer stock.
*
Product-Process StrategyStrategy must consider product
characteristics and process capabilities.Product life cycle:
Often begins in Job Shop, then Batch Flow, then
Continuous/Assembly Line. Example: Bread was first
produced by hand in individual units in traditional bakeries, and
33. by Hayes and Wheelwright, provides a basis for process
selection by linking product-process and corporate strategy.
Focused Operations, Mass Customization and 3D Printing are
also covered as part of process selection decisions.
Here are our Learning Objectives for this course. Between
these videos, the textbook, supplemental readings, assignments
and Discussion Boards, you will end the course with some new
skills and many new insights.
*
Process selection decisions determine the type of process used
to make a product or service. The considerations required for
process selection include the volume of the product and whether
the product is standardized or customized. Remember that
standardization refers to mass production of the same product
(i.e. cookie cutter). This helps keep the unit cost down by
limiting the flexibility of change the product. Customization
enables manufacturers to give customers many choices.
Generally speaking, high-volume products that are standardized
will be made using either a continuous process or an assembly
line, both where there is little to no downtime. Low-volume
customized products will be made using a batch or job shop
process where there’s more down time associated with
producing the product.
*
Continuous production tends to make products that are difficult
to differentiate and low cost becomes the “order winner” for
manufacturing to compete in very price-sensitive markets.
Therefore, continuous production tends to be highly automated,
operate at capacity, and minimize inventories and distribution
costs to reduce the total cost of manufacturing.
*
Assembly lines make only one or a few products and use
inflexible equipment and labor. The assembly-line flow is
34. characterized by a linear sequence of operations where the
product moves from one step to the next in a sequential manner
from beginning to end. The example I like to reference is
Subway or Chipotle fast food restaurants. You start at one end
then work your way down the assembly line as your order is
being finalized. The sub-assemblies of products are laid out to
give the customer a modular design of options to produce a
finished good.
*
Example of how an assembly line production is set up in a
linear flow.
*
Earlier I mentioned that batch flow production has more
downtime than continuous flow and assembly line productions.
This is because items can travel from one work center to
another in jumbled patterns. Because work is completed in
batches or lots, only 10% to 20% of the work being completed.
Imagine 50 boards of lumber waiting to be sawed or cut to a
metric of 30 inches each. While the first board is being cut, the
other 49 boards are waiting (downtime) to be cut. While the
second board is being cut, again, the other 49 boards are
waiting. Not until all boards are cut do they travel to the next
work station, say drilling. If that particular work order does not
require any holes to be drilled, then they can skip that work
center (drilling) and move to another work center (painting).
There’s flexible labor and equipment build into this form of
production flow.
*
Example of how a batch flow production line is set up in a
jumbled flow.
*
Like the batch process, a job shop uses general-purpose
equipment and has a jumbled flow. It has high flexibility for
product is and volume of production, but the costs are higher
since the volume and standardization are low. Typical products
produced in a job shop include products that are made-to-order.
35. *
In the project form of operations, each unit is made individually
and is different from the other units. Projects are used when the
customer desires customization and uniqueness. The costs of
production for projects are high and sometimes difficult to
control. This is the case because the project may be difficult to
define in all its details with the project scope.
*
I stated several times that “time is money” and producing on a
continuous flow or assembly line lowers the product’s unit cost.
This is because of the throughput ratio and how it relates to
uptime and downtime. In the numerator of the throughput ratio
is the total processing time for the job, which includes only the
time the job actually spends being processed by machines or
labor, excluding any waiting time between operations. The
denominator includes the total time the job spends in
operations, including both processing and waiting time. Batch
flow items have between 10% to 20% throughput ratios which
mean they can spend 80% to 90% of their time waiting to be
processed.
*
Another critical decision of operations is how the orders from
customers are fulfilled. Remember the difference in operations
when we spoke of the assembly to order process that Chipotle
uses versus the make to order process of a standard taco shop.
*
When you consider manufactured products that “make-to-stock”
you should think of the word inventory. Remember that
inventory is money sitting on a shelf until it is purchased to you
should only produce what the market pulls from your stock. So
what your company is doing is producing a product that is made
to forecast because there is no end-user request yet. The end-
user walks into a store and purchases the product from the
store’s inventory.
36. This process results in lower unit costs and smoother production
rates because as we forecast demand, we can level out product
cost. For example: if the market demands 100,000 bicycles per
month, we can break or smooth that product rate down to 5,000
bicycles per day (5 production days per week times 4 weeks per
month). Once we know what our production rate (5,000) is per
day, we hire the right amount of employees, order the precise
number of raw materials to arrive just-in-time, and budget the
associated transportation and holding costs.
*
This is a visual example of the make-to-stock product cycle.
The market provides a forecast that is used to calculate
production and produce finished goods that are held in
inventory until customer purchase.
*
Inventory turnover is critical because if market demand slows or
stops, a company can be left with over-production. If market
demand increases, a company can suffer from stock outs or lost
sales. Accurate forecasting is also critical to replenishment
time for the same reasons.
Using Christmas day as an example, for customers to have their
purchases available by 12/25, the traditionally conduct their
shopping the day after the Thanksgiving holiday, known as
Black Friday or Cyber Monday. Therefore stores want their
shelfs stocked by 11/25. With 4 weeks manufacturing lead and
throughput times, a company would need to start producing the
products on 10/25. To ensure the raw materials arrive just-in-
time for production to start on 10/25, they may require their
suppliers to commence their production months earlier
depending how far backwards their supply chain are connected.
If we use the bicycles as the products, the manufacturing
company that assembles the bicycles on 10/25 would need to
forecast and order the frames, handle bars, chains, tires, wheels,
etc. months before production begins.
*
37. No forecast is needed for make-to-order production because it is
more customized per the customer’s wishes. This requires much
flexibility from the manufacturer and the customer. Lead times
are longer because production cycles and rates cannot be
smoothed over time.
*
This is a visual example of the make-to-order product cycle.
The market does not need to provide a forecast as production
does not begin until the customer places an order. There is no
finished inventory.
*
The most critical aspect of MTO is delivering the final product
when promised. Lead times will be longer as raw materials and
a customer’s preference is unknown until the order is placed.
*
Assemble-to-order uses a hybrid process of MTO and MTS.
There are subassemblies or made-to-stock, but the final
assembly is made-to-order. Visualize walking into a Chipotle
or Subway for lunch. The final product is made from
subassemblies of ingredients and as you walk down the
assembly line, you have a say in how the final product is made.
*
This is a visual example of the assemble-to-order product cycle.
The market provides a forecast that is used to calculate
production of subassemblies, and then the finished good is
assembled once the customer’s order is received.
*
We have discussed two dimensions that can be used for process
classification purposes: product flow and approaches to order
fulfillments. These dimensions are used to construct the six-
cell matrix you will see in the next slide.
*
This matrix contains the six combinations used in practice.
Multiple combinations may be used by a single firm, depending
on the products and volumes required by the market. Although
it is common for an assembly-line operation to make-to-stock, it
38. can also assemble-to-order. For example, an automobile
assembly line is used to produce a large variety of different
automobile options for particular customers, as well as cars that
are being made for dealer stock.
*
Process decisions are not static because processes evolve over
time. The product-process matrix on the next slide will show
you how a business can decide to move from batch flow to
continuous/assembly flow as market demands increase and
production rates are ramped up to meet that demand.
*
A firm might be tempted to move down the diagonal ahead of its
competitors and thus gain competitive advantage at lower cost.
This can be a good idea if the customer is ready to accept a
more standardized and higher-volume product.
*
With the advent of flexible manufacturing, due in large part by
using the modular design concept (few common components
offering a large variety of finished goods), mass customization
is now possible. This dichotomy between mass production and
customization can be overcome by using modern technologies,
including computers, robotics, and the Internet.
*
Summarize
*
Characteristics Make-to-Stock
Make-to-Order
or ATO
Continuous and
Assembly
Line Flow
Automobile assembly
Oil refinery
Cannery
51. The personal computer (PC) sector was still in its infancy when,
in 1983, medical student Michael Dell began buying up
remainder stocks of outdated IBM PCs from local retailers.
Dell upgraded the machines in his college dorm, then sold them
at bargain prices to eager customers. By 1985 Dell Computer
had switched from upgrading old IMBs to building its own
machines. The machines themselves were technologically
unremarkable, but it was the way in which they were sold -
directly to the customer - that gave the upstart company a
unique advantage over established PC makers.
While industry leaders vied to introduce PCs with ever faster
and more impressive technology, they gave little consideration
to the mundane business of supply chain management. The
computers they produced were invariably made-to-forecast and
because of the way they were sold - through shops and resellers
- were then destined to land on warehouse and shop shelves
(inventory is money sitting on a shelf) for an average of two
months before being purchased. Remember, inventory turnover
is how companies turn to profit.
Dell's own operations continued to be constantly re-examined
(continuous improvement) to squeeze every possible moment of
non-value adding time out of procurement and assemble
processes. As a result, the total number of interventions or
"touches" involved in the manufacture of a Dell PC had been
reduced to 60, against an industry average of around 130. The
simplification is facilitated in part by Dell's focus on common
components.
The supply chain is the network that links together the work and
output of many different organizations. The purchasing function
is responsible for finding other organizations to serve as
sources and then buying the material and service inputs for the
transformation process of the organization. The logistics
function, in contrast, is typically responsible for the actual
52. movement of goods and/or services across organizations.
On the inbound side too Dell works to minimize inventory and
increase return on capital employed. Many components are not
ordered from a supplier before Dell receives a customer order.
To achieve such levels of co-operation and integration, Dell
progressively reduced its number or suppliers from 204
companies in 1992 to just 47 by 1997. By around 2003, 20
suppliers provided 75% of Dell's direct material purchase. "We
have no inventory and no warehouses in any of our factories.
Instead we're able to pull material into our factories based on
actual orders..." (Dick Hunter, Dell VP Americas Manufacturing
Operations).
Bulky finished sub-assemblies, such as monitors and speakers,
are treated differently. Instead of shipping them to Dell's
factories, they were sent directly to the customer from the
supplier's hub (located close to the market rather than close to
Dell's factory), saving Dell approximately $30 per item in
freight costs (now multiply that figure by millions of products
sold each year).
*
2-*
Operations
Strategy
Process
(Figure 2.1)
Mission
Objectives
(cost, quality, flexibility, delivery)
53. Strategic Decisions (process, quality system,
capacity, inventory, and supply chain)
Distinctive
Competence
Operations Strategy
Functional strategies in
marketing, finance,
engineering,
human resources,
and
information systems
Corporate strategy
The corporate strategy defines the business that the company is
pursuing. The Walt Disney Corporation considers itself in the
business of “making people happy.” The business strategy
follows from the corporate strategy and defines how each
particular business will compete within their industry. Michael
Porter describes three generic business strategies:
differentiation, low cost, and focus. Differentiation is
associated with a unique and frequently innovative product or
service, while low cost is pursued in commodity markets where
the products or services ae imitative. Focus refers to the
geographical or product portfolio being narrow or broad in
nature. Focus can be combined with either a differentiation or
low-cost strategy.
Every operation should have a mission that is connected to the
business strategy and is coordinated with the other functional
strategy. For example, if the business strategy is differentiation
through innovative products, the operations mission should
emphasize new-product introduction and flexibility to adapt
products to changing market needs. Other business strategies
57. The first one is the product imitator (low-cost) business
strategy, which is typical of a mature, price-sensitive market
with a standardized product or service. When you see the word
“standardized,” you must automatically think of a cookie-cutter
mold. Products are all identically made with the same mold,
increased production rate, little to no downtime, resulting in a
low unit cost.
The second business strategy is the product innovator and new-
product introduction. This strategy typically is used in emerging
and possible growing markets where advantage can be gained by
bringing to market superior-quality products in a short amount
of time. Price is not the dominant form of competition, and
higher prices are charged, thereby putting a lower emphasis on
costs.
When asked to evaluate operations, you must immediately ask,
what is the business strategy, mission, and objective of
operations. The product imitator strategy should focus on mass
distribution, repeat sales, a national sales force, and
maximization of sales opportunities. In contrast, the product
innovator strategy, you should focus on selective distribution,
new-market development, product design, and perhaps sales
through agents.
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Example:
McDonald’s Operations StrategyMission: fast product/service,
consistent quality, low cost, clean/friendly environment
Operations Objectives: cost, quality, service