NEHP and CPSG companies are addressing challenges in high tech manufacturing through modular solutions that reduce installation costs without compromising quality or safety. Their Pre-fabrication Pre-Assembly Modularization Off site Fabrication programs deliver process utilities through modular products. This approach drives down costs, schedules, and improves safety. NEHP was the first to introduce modular enhanced process utility solutions and was awarded patents. Their virtual manufacturing facilities and integrated modular assembly facilities reduce on-site labor and costs.
Scott Moore relevant accomplishments bioScott Moore
Scott Moore has over 20 years of experience in industrial engineering, continuous improvement, and project management. He has led projects that have generated millions in savings through loss elimination and culture change. Some of his accomplishments include leading three plants to win the prestigious JIPM TPM Award for Excellence, developing loss tracking systems that identified over $20 million in savings, and successfully executing over $20 million in capital projects on time and on budget.
Yokogawa’s Vigilant Plant solutions deliver visibility, predictability and agility for your chemical business.
Being a producer in the chemical industry has
become more and more challenging over the years.
Customer needs for products, pricing, and delivery
are more demanding and material requirements
are complex and ever-changing. Additionally,
health, safety, security, and environment (HSSE)
compliance has always been a primary requirement
for doing business.
Over the years, Yokogawa has worked with many
chemical companies to provide technology
solutions that meet these challenges. We stand
ready to partner with you to take on whatever
challenges you face and help you achieve your aims
safely and profitably.
Capgemini supports PTC and their customers to strengthen their FlexPLM Windchill enterprise and change management. At Capgemini we know you have a choice in PLM software and we support those applications with qualified SMEs to assist in your goals. When considering a PLM IT or business improvement with FlexPLM, whether its an implementation, upgrade or expansion to other areas of your business, consider a global leader like Capgemini to help in your project success. #Digital #Shopper #Transformation
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET Journal
This document summarizes a case study on implementing lean manufacturing principles to reduce cycle time in a fabrication process. It identifies various wastes in the current welding process, including long setup times, waiting times, and defects. Tools like value stream mapping, 5S, and single minute exchange of dies were used to analyze causes of waste and propose improvements. The changes reduced average welding time from 426 to 325 seconds. Control charts show the reduced process is now stable and in control. A return on investment calculation found the changes would save over 140 hours per year and yield a 252% return, showing the lean improvements are feasible and valid.
InfinityQS Case Study Food & BeverageKeeping Success F.docxLaticiaGrissomzz
Nestlé Waters implemented a new quality documentation system across its 26 factories to improve operational visibility and quality control. The previous paper-based system was cumbersome and did not allow real-time data access. The new InfinityQS system provides centralized statistical process control and real-time visibility tools to more effectively monitor quality across facilities. It streamlines quality documentation, increases efficiency, and enables timely decision making through alarms and automated reporting. The implementation was managed through Nestlé Waters' IT team and InfinityQS professional services to ensure successful adoption of the new standardized system across all factories.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
“World class manufacturing and its implementation in india”Dipesh Vora
This document discusses world class manufacturing and its implementation in India. It defines world class manufacturing as demonstrating industry best practices in areas like quality, price, delivery speed, flexibility and innovation. Companies aim to maximize performance in these competitive priorities. The document outlines strategies adopted by world class manufacturers, such as lean production systems, just-in-time processes, and continuous improvement. It also provides an overview of India's manufacturing sector and compares it to China.
NEHP and CPSG companies are addressing challenges in high tech manufacturing through modular solutions that reduce installation costs without compromising quality or safety. Their Pre-fabrication Pre-Assembly Modularization Off site Fabrication programs deliver process utilities through modular products. This approach drives down costs, schedules, and improves safety. NEHP was the first to introduce modular enhanced process utility solutions and was awarded patents. Their virtual manufacturing facilities and integrated modular assembly facilities reduce on-site labor and costs.
Scott Moore relevant accomplishments bioScott Moore
Scott Moore has over 20 years of experience in industrial engineering, continuous improvement, and project management. He has led projects that have generated millions in savings through loss elimination and culture change. Some of his accomplishments include leading three plants to win the prestigious JIPM TPM Award for Excellence, developing loss tracking systems that identified over $20 million in savings, and successfully executing over $20 million in capital projects on time and on budget.
Yokogawa’s Vigilant Plant solutions deliver visibility, predictability and agility for your chemical business.
Being a producer in the chemical industry has
become more and more challenging over the years.
Customer needs for products, pricing, and delivery
are more demanding and material requirements
are complex and ever-changing. Additionally,
health, safety, security, and environment (HSSE)
compliance has always been a primary requirement
for doing business.
Over the years, Yokogawa has worked with many
chemical companies to provide technology
solutions that meet these challenges. We stand
ready to partner with you to take on whatever
challenges you face and help you achieve your aims
safely and profitably.
Capgemini supports PTC and their customers to strengthen their FlexPLM Windchill enterprise and change management. At Capgemini we know you have a choice in PLM software and we support those applications with qualified SMEs to assist in your goals. When considering a PLM IT or business improvement with FlexPLM, whether its an implementation, upgrade or expansion to other areas of your business, consider a global leader like Capgemini to help in your project success. #Digital #Shopper #Transformation
IRJET- Implementing Lean Manufacturing Principle in Fabrication Process- A...IRJET Journal
This document summarizes a case study on implementing lean manufacturing principles to reduce cycle time in a fabrication process. It identifies various wastes in the current welding process, including long setup times, waiting times, and defects. Tools like value stream mapping, 5S, and single minute exchange of dies were used to analyze causes of waste and propose improvements. The changes reduced average welding time from 426 to 325 seconds. Control charts show the reduced process is now stable and in control. A return on investment calculation found the changes would save over 140 hours per year and yield a 252% return, showing the lean improvements are feasible and valid.
InfinityQS Case Study Food & BeverageKeeping Success F.docxLaticiaGrissomzz
Nestlé Waters implemented a new quality documentation system across its 26 factories to improve operational visibility and quality control. The previous paper-based system was cumbersome and did not allow real-time data access. The new InfinityQS system provides centralized statistical process control and real-time visibility tools to more effectively monitor quality across facilities. It streamlines quality documentation, increases efficiency, and enables timely decision making through alarms and automated reporting. The implementation was managed through Nestlé Waters' IT team and InfinityQS professional services to ensure successful adoption of the new standardized system across all factories.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
“World class manufacturing and its implementation in india”Dipesh Vora
This document discusses world class manufacturing and its implementation in India. It defines world class manufacturing as demonstrating industry best practices in areas like quality, price, delivery speed, flexibility and innovation. Companies aim to maximize performance in these competitive priorities. The document outlines strategies adopted by world class manufacturers, such as lean production systems, just-in-time processes, and continuous improvement. It also provides an overview of India's manufacturing sector and compares it to China.
“World class manufacturing and its implementation in india”akshay isai
This document provides an overview of world class manufacturing and its implementation in India. It discusses what world class manufacturing is, how it is implemented through various strategies and techniques. It also discusses India's manufacturing scenario, factors favoring manufacturing in India like its large domestic market and availability of low-cost skilled workers. It highlights how India is emerging as an outsourcing and exports hub for global manufacturers due to these advantages.
Humberto Vargas is an experienced operations executive with over 24 years of experience managing operations and leading projects. He has extensive experience implementing lean manufacturing techniques and reducing costs. His experience includes roles as Operations Manager, Director of Operations, Vice President of Engineering and Operations, and General Manager, where he improved productivity, reduced waste and costs, and successfully managed budgets, projects, and operations.
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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*.
JLG Case Study - Prescriptive Analytics & CPLEX Decision Optimization and TM1...QueBIT Consulting
The document discusses how JLG Industries used IBM Planning Analytics and CPLEX Decision Optimization integrated with TM1 to automate and optimize their master production scheduling process. This resulted in estimated annual savings of $700K from reducing the scheduling time from 10 days to 3 days per month, and $2.5M from improved forecast accuracy. The solution aligned production plans from their Sales, Inventory, and Operations Plan more quickly and accurately to improve supplier forecasts.
JLG Case Study: Prescriptive Analytics & CPLEX Decision Optimization and TM1 ...QueBIT Consulting
The document discusses how JLG Industries used IBM Planning Analytics and CPLEX Decision Optimization integrated with TM1 to automate and optimize their master production scheduling process. This resulted in estimated annual savings of $700K from reducing the scheduling time from 10 days to 3 days per month, and $2.5M from improved forecast accuracy. The solution aligned production slot allocation across different factors based on optimization rules in 12 minutes, compared to 10 days previously.
Magister Management (Production Management) Trisakti University 2015.
Case Study : Managing the Supply Chain for Globally Integrated Product.
Link source http://businesscasestudies.co.uk/exel/managing-the-supply-chain-for-globally-integrated-products/introduction.html#axzz3s6RM1h12
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CIOReview_Manufacturing Special Edition_TCS ArticleAmit Bhowmik
(1) The chemical and process manufacturing industry is undergoing rapid transformation driven by new technologies and changing customer demands. (2) Leaders are using mobile solutions to improve plant productivity and safety as well as influence demand and deliver new product models. (3) For example, digitizing startup and shutdown procedures through a mobile guided solution reduced lost productivity equivalent to days of additional plant capacity.
BMW incorporated lean production and JIT principles in its manufacturing operations. It emphasized close relationships with suppliers to receive parts just-in-time. Production schedules were closely aligned with dealer orders to reduce waste and inventory. BMW also aimed to give customers more flexibility to customize their orders late in the production process through computerized scheduling and tracking systems integrated with suppliers. This allowed for more efficient production runs with less variation to optimize flow.
Infodream Articles about Continuous Improvement, Aerospace, Quality Control a...Infodream
Articles include: 1. Lack of Training to Blame for Slow Up-take of Continuous Improvement Tools in Aerospace -- 2. SPC Vision Reduces Inspection Stages and Empowers Operators at Turbomeca UK -- 3. Real time SPC & Quality Control at Mölnlycke Health Care supports FDA’s PAT
The document outlines a 10-step program for lean transformation that can increase productivity by 30% and reduce defects and lead times. The steps include conducting a lean diagnostic, training employees, implementing 5S workplace organization, using visual controls, mistake proofing, value stream mapping, set-up reduction, cellular design, creating a pull system, and certifying the lean program. Following these steps can make a company more responsive and productive by eliminating waste.
Efficient Solutions For The Courier Express And Postal IndustryThorne & Derrick UK
SICK provides sensor solutions for various stages of the courier, express, and postal process including unloading/inbound, safety, induction, identification, dimensioning/weighing, sorting, outbound/loading, and building surveillance. Key applications include safety scanners to protect workers during unloading, handheld and automated scanners for identification, dimensioning systems for measuring parcels, and sensors to ensure safe and efficient sorting. SICK offers a wide range of products and services to help courier companies meet challenges in efficiency, security, sustainability and more.
In 2017, the World Economic Forum recognized the potential of advanced manufacturing technologies. In 2018, from among more than 1,000 examined production facilities, 16
companies were recognized as Fourth Industrial Revolution leaders in advanced manufacturing for demonstrating step-change results, both operational and financial, across individual sites. They had succeeded in scaling beyond the pilot phase and their sites were designated advanced manufacturing “Lighthouses”. In 2019, 28 additional facilities were identified and added to the network, which now provides an opportunity for cross-company learning and collaboration, and for setting new benchmarks for the global manufacturing community.
Lighthouses have succeeded by innovating new operating systems, including in how they manage and optimize business and processes, transforming the way people work and use technology. These new operating systems can become the blueprint for modernizing the entire company operating system; therefore, how they prepare for scaling up and engaging the workforce matters.
The American Society for Quality www.asq.org Page 1 of 4M.docxtodd801
The American Society for Quality www.asq.org Page 1 of 4
Making the Case for Quality
Six Sigma Green, Black Belts Help Manufacturer
Save Nearly $1.5 Million
The newest component •
of Crown Equipment
Corporation’s quality
management program is
Six Sigma. While lean is
the systematized corporate
effort, company managers
apply Six Sigma to certain
projects as needed and as
resources are available.
The company now has 18 •
certified Six Sigma Green
Belts and 15 Black Belts
in its North American
manufacturing facilities.
To date, Green Belt efforts •
have resulted in hard
savings of $1.2 million
for Crown, and Black
Belt efforts have brought
$285,000 in hard savings,
with more expected as the
projects proceed further.
While the time requirement •
for the first 12 Green
Belts to undertake
training was a whopping
2,400 hours (total for all
12), the company has
calculated that it has
saved a little more than
$500 per hour for each
hour spent in training.
At a Glance . . .
With a corporate commitment to helping customers lower costs and maximize productivity, it’s no
surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality
management. Continuous improvement has been intrinsic to the company’s philosophy since its found-
ing in 1945, as management has periodically adjusted product offerings and services to meet changing
customer needs.
Yet even with decades of success that has made the Ohio-based manufacturer the world’s top-selling
producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to
improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18
certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities
striving to lead the corporation toward even further improvement.
The Little Company That Could
Crown Equipment Corporation began as a one-product, one-room operation in the small, rural commu-
nity of New Bremen, OH. Started just after World War II by the late Carl H. Dicke and Allen A. Dicke,
the company manufactured temperature controls for coal-burning furnaces. By 1949, the enterprising
brothers followed changing technology trends and switched to producing antenna rotators—devices
used to enhance television reception. Even after diversifying into electronic components manufactur-
ing in 1951 and then adding lift trucks in 1957, Crown Equipment continued as a leading manufacturer
of antenna rotators until late 2001, by which time changing technologies had rendered them virtually
obsolete.
Still privately owned and managed by descendents of the original founders, Crown’s full product line
includes:
• Manualpropelledpallettrucksandstackers
• Powerpallettrucksandstackers
• Sit-downandstand-upcounterbalancedtrucks
• Narrow-aislereachtrucks
• Verynarrow-aisleturrettrucks
• Order-pickingequipment
The company’s electric lift trucks are .
The document provides details on Krishnan Virachami's professional experience and objectives. It outlines his current role as a Specialist Process Integration Engineer at OSRAM Opto Semiconductor, where he has led various yield improvement projects saving the company over $1 million annually. It also details his previous engineering roles at Infineon Technologies, Quantum Technology, and SMCi Globetronics, highlighting achievements in defect reduction, process improvement, and new product development. His short, medium, and long term career goals are to take on technical management and leadership positions to help companies grow rapidly.
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
Eugene Chan is a Malaysian national seeking an innovative engineering and program management role. He has over 20 years of experience in operations management, engineering management, and program leadership roles in industries including electronics, automotive, consumer goods, and medical devices. His resume highlights roles of increasing responsibility at companies like Flextronics, Broadway Packaging, and Hayco Manufacturing. He possesses strong leadership, problem solving, and project management skills with a track record of improving productivity, reducing costs, and driving business results.
100 Original WorkZero PlagiarismGraduate Level Writing Required.docxchristiandean12115
This document provides instructions for a 1,250- to 1,400-word paper that is due on March 6, 2021. Students must choose between the topics of immigration, drug legislation, or three-strikes sentencing. For the selected topic, students must describe how each branch of the US government (executive, legislative, judicial) participates in the policy. The paper must follow APA formatting guidelines and include at least three peer-reviewed literature references, excluding sources like Wikipedia.
10.11771066480704270150THE FAMILY JOURNAL COUNSELING AND THE.docxchristiandean12115
10.1177/1066480704270150THE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / January 2005Lambert / GAY AND LESBIAN FAMILIES
❖ Literature Review—Research
Gay and Lesbian Families:
What We Know and Where to Go From Here
Serena Lambert
Idaho State University
The author reviewed the research on gay and lesbian parents and
their children. The current body of research has been clear and con-
sistent in establishing that children of gay and lesbian parents are as
psychologically healthy as their peers from heterosexual homes.
However, this comparison approach to research design appears to
have limited the scope of research on gay and lesbian families, leav-
ing much of the experience of these families yet to be investigated.
Keywords: gay men; lesbians; parenting; families
The relationships and family lives of gay and lesbian peo-ple have been the focus of much controversy in the past
decade. The legal and social implications of gay and lesbian
parents appear to have clearly affected the direction that
researchers in the fields of psychology and sociology have
taken in regard to these diverse families. As clinicians, educa-
tors, and researchers, counselors need to be aware of and
involved with issues related to lesbian and gay family life for
several reasons. First, our professional code of ethics charges
us with the ethical responsibility to demonstrate a commit-
ment to gaining knowledge, personal awareness, sensitivity,
and skills significant for working with diverse populations
(American Counseling Association, 1995; International
Association of Marriage and Family Counselors, n.d.). Coun-
selors are also in a unique position to advocate for diverse
clients and families in their communities as well as in their
practices but must possess the knowledge to do so effectively
(Eriksen, 1999). It is believed that work in this area not only
has the potential to affect the lives of our gay and lesbian cli-
ents and their children but also influences developmental and
family theory and informs public policies for the future
(Patterson, 1995, 2000; Savin-Williams & Esterberg, 2000).
This article will review the recent research regarding fami-
lies headed by gay men and lesbians. Studies reviewed in-
clude investigations of gay or lesbian versus homosexual par-
ents, sources of diversity among gay and lesbian parents, and
the personal and sociological development of the children of
gay and lesbian parents. Implications for counselors as well
as directions for future research will also be discussed.
GAY AND LESBIAN PARENTS
How Many Are Out There?
Unfortunately, accurate statistics regarding the numbers
of families headed by gay men and lesbians in our culture are
difficult to determine. Due to fear of discrimination in one or
more aspects of their lives, many gay men and lesbians have
carefully kept their sexual orientation concealed—even from
their own children in some cases (Huggins, 1989). Patterson
(2000) noted that it is es.
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Making the Case for Quality
Six Sigma Green, Black Belts Help Manufacturer
Save Nearly $1.5 Million
The newest component •
of Crown Equipment
Corporation’s quality
management program is
Six Sigma. While lean is
the systematized corporate
effort, company managers
apply Six Sigma to certain
projects as needed and as
resources are available.
The company now has 18 •
certified Six Sigma Green
Belts and 15 Black Belts
in its North American
manufacturing facilities.
To date, Green Belt efforts •
have resulted in hard
savings of $1.2 million
for Crown, and Black
Belt efforts have brought
$285,000 in hard savings,
with more expected as the
projects proceed further.
While the time requirement •
for the first 12 Green
Belts to undertake
training was a whopping
2,400 hours (total for all
12), the company has
calculated that it has
saved a little more than
$500 per hour for each
hour spent in training.
At a Glance . . .
With a corporate commitment to helping customers lower costs and maximize productivity, it’s no
surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality
management. Continuous improvement has been intrinsic to the company’s philosophy since its found-
ing in 1945, as management has periodically adjusted product offerings and services to meet changing
customer needs.
Yet even with decades of success that has made the Ohio-based manufacturer the world’s top-selling
producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to
improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18
certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities
striving to lead the corporation toward even further improvement.
The Little Company That Could
Crown Equipment Corporation began as a one-product, one-room operation in the small, rural commu-
nity of New Bremen, OH. Started just after World War II by the late Carl H. Dicke and Allen A. Dicke,
the company manufactured temperature controls for coal-burning furnaces. By 1949, the enterprising
brothers followed changing technology trends and switched to producing antenna rotators—devices
used to enhance television reception. Even after diversifying into electronic components manufactur-
ing in 1951 and then adding lift trucks in 1957, Crown Equipment continued as a leading manufacturer
of antenna rotators until late 2001, by which time changing technologies had rendered them virtually
obsolete.
Still privately owned and managed by descendents of the original founders, Crown’s full product line
includes:
• Manualpropelledpallettrucksandstackers
• Powerpallettrucksandstackers
• Sit-downandstand-upcounterbalancedtrucks
• Narrow-aislereachtrucks
• Verynarrow-aisleturrettrucks
• Order-pickingequipment
The company’s electric lift trucks are .
The document provides details on Krishnan Virachami's professional experience and objectives. It outlines his current role as a Specialist Process Integration Engineer at OSRAM Opto Semiconductor, where he has led various yield improvement projects saving the company over $1 million annually. It also details his previous engineering roles at Infineon Technologies, Quantum Technology, and SMCi Globetronics, highlighting achievements in defect reduction, process improvement, and new product development. His short, medium, and long term career goals are to take on technical management and leadership positions to help companies grow rapidly.
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
Eugene Chan is a Malaysian national seeking an innovative engineering and program management role. He has over 20 years of experience in operations management, engineering management, and program leadership roles in industries including electronics, automotive, consumer goods, and medical devices. His resume highlights roles of increasing responsibility at companies like Flextronics, Broadway Packaging, and Hayco Manufacturing. He possesses strong leadership, problem solving, and project management skills with a track record of improving productivity, reducing costs, and driving business results.
Similar to IQMS, the IQMS logo and EnterpriseIQ are registered trademarks.docx (20)
100 Original WorkZero PlagiarismGraduate Level Writing Required.docxchristiandean12115
This document provides instructions for a 1,250- to 1,400-word paper that is due on March 6, 2021. Students must choose between the topics of immigration, drug legislation, or three-strikes sentencing. For the selected topic, students must describe how each branch of the US government (executive, legislative, judicial) participates in the policy. The paper must follow APA formatting guidelines and include at least three peer-reviewed literature references, excluding sources like Wikipedia.
10.11771066480704270150THE FAMILY JOURNAL COUNSELING AND THE.docxchristiandean12115
10.1177/1066480704270150THE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / January 2005Lambert / GAY AND LESBIAN FAMILIES
❖ Literature Review—Research
Gay and Lesbian Families:
What We Know and Where to Go From Here
Serena Lambert
Idaho State University
The author reviewed the research on gay and lesbian parents and
their children. The current body of research has been clear and con-
sistent in establishing that children of gay and lesbian parents are as
psychologically healthy as their peers from heterosexual homes.
However, this comparison approach to research design appears to
have limited the scope of research on gay and lesbian families, leav-
ing much of the experience of these families yet to be investigated.
Keywords: gay men; lesbians; parenting; families
The relationships and family lives of gay and lesbian peo-ple have been the focus of much controversy in the past
decade. The legal and social implications of gay and lesbian
parents appear to have clearly affected the direction that
researchers in the fields of psychology and sociology have
taken in regard to these diverse families. As clinicians, educa-
tors, and researchers, counselors need to be aware of and
involved with issues related to lesbian and gay family life for
several reasons. First, our professional code of ethics charges
us with the ethical responsibility to demonstrate a commit-
ment to gaining knowledge, personal awareness, sensitivity,
and skills significant for working with diverse populations
(American Counseling Association, 1995; International
Association of Marriage and Family Counselors, n.d.). Coun-
selors are also in a unique position to advocate for diverse
clients and families in their communities as well as in their
practices but must possess the knowledge to do so effectively
(Eriksen, 1999). It is believed that work in this area not only
has the potential to affect the lives of our gay and lesbian cli-
ents and their children but also influences developmental and
family theory and informs public policies for the future
(Patterson, 1995, 2000; Savin-Williams & Esterberg, 2000).
This article will review the recent research regarding fami-
lies headed by gay men and lesbians. Studies reviewed in-
clude investigations of gay or lesbian versus homosexual par-
ents, sources of diversity among gay and lesbian parents, and
the personal and sociological development of the children of
gay and lesbian parents. Implications for counselors as well
as directions for future research will also be discussed.
GAY AND LESBIAN PARENTS
How Many Are Out There?
Unfortunately, accurate statistics regarding the numbers
of families headed by gay men and lesbians in our culture are
difficult to determine. Due to fear of discrimination in one or
more aspects of their lives, many gay men and lesbians have
carefully kept their sexual orientation concealed—even from
their own children in some cases (Huggins, 1989). Patterson
(2000) noted that it is es.
10.11771066480703252339 ARTICLETHE FAMILY JOURNAL COUNSELING.docxchristiandean12115
10.1177/1066480703252339 ARTICLETHE FAMILY JOURNAL: COUNSELING AND THERAPY FOR COUPLES AND FAMILIES / July 2003Fall, Lyons / ETHICAL CONSIDERATIONS
❖ Ethics
Ethical Considerations of Family Secret
Disclosure and Post-Session Safety Management
Kevin A. Fall
Christy Lyons
Loyola University—New Orleans
The ethical issues involved in the disclosure of family secrets in ther-
apy have been addressed in the literature, but the focus has typically
been on secrets disclosed in individual sessions. The literature
largely ignores the ethical issues surrounding in-session disclosure
and the concomitant liability of the family therapist for the post-ses-
sion well-being of the system’s members. This article explores types
of family secrets, provides a case example of in-session disclosure,
and presents ethical considerations and practice recommendations.
Keywords: family secrets; ethics; confidentiality; abuse; safety
A
family without secrets is like a two-year-old without
tantrums: a rarity. Virtually every family has secrets
involving academic problems, relationship dynamics, or even
various illegalities. Secrets permeate the family system
before therapy begins, but with the introduction of the thera-
pist, the system begins to change. The therapist ideally creates
an environment that challenges the boundaries and rules of
the system; this is the nature of therapy. As a result of the
sense of safety within the session, it is conceivable that a fam-
ily member may disclose information that has been hidden for
a wide variety of reasons. Any unearthing of hidden material
will create a disequilibrium within the system. Family thera-
pists are trained to handle the consequences of such a disclo-
sure in session and ethically lay the groundwork for timely
disclosures. Dealing with this disclosure and its impact on the
system often becomes the primary focus of the therapy, as the
perturbation caused by the disclosure can serve as a catalyst to
reorganize the system.
However, not all information is disclosed at the “perfect
time.” In fact, the idiosyncratic internal sensing of safety by
any member of the family may trigger a disclosure prema-
turely. Secrets are such an omnipresent dynamic in the life of
family systems that it seems unlikely that any family therapist
could avoid untimely disclosures. Even in these unpredict-
able moments, a disclosure creates a disequilibrium that can
be productive in the therapy process as the secret and the pro-
cess of maintaining the secret are worked through in an
atmosphere of trust and safety. The ethical question here is
two-fold: What is the therapist’s responsibility in preparing
the family members for the potential risks of counseling that
may arise from such disclosures, and what is the responsibil-
ity of the family therapist to maintain the safety of the mem-
bers after a disclosure?
Although the International Association of Marriage and
Family Counselors’ (IAMFC).
10.11770022427803260263ARTICLEJOURNAL OF RESEARCH IN CRIME AN.docxchristiandean12115
This document summarizes competing theories on whether the perceived risk of punishment deters criminally prone individuals from committing crimes. It discusses three main perspectives: 1) that all individuals are equally deterred regardless of criminal propensity, 2) that criminally prone individuals are less deterred due to their impulsivity and focus on immediate gratification, and 3) that criminally prone individuals are more deterred since socialized individuals act based on moral obligations rather than costs/benefits. The article then analyzes data from a longitudinal study in New Zealand to test the relationship between criminal propensity, perceived punishment risks, and criminal behavior.
10.11770022487105285962Journal of Teacher Education, Vol. 57,.docxchristiandean12115
10.1177/0022487105285962Journal of Teacher Education, Vol. 57, No. XX, XXX/XXX 2006Journal of Teacher Education, Vol. 57, No. XX, XXX/XXX 2006
CONSTRUCTING 21st-CENTURY TEACHER EDUCATION
Linda Darling-Hammond
Stanford University
Much of what teachers need to know to be successful is invisible to lay observers, leading to the view
that teaching requires little formal study and to frequent disdain for teacher education programs. The
weakness of traditional program models that are collections of largely unrelated courses reinforce this
low regard. This article argues that we have learned a great deal about how to create stronger, more ef-
fective teacher education programs. Three critical components of such programs include tight coher-
ence and integration among courses and between course work and clinical work in schools, extensive
and intensely supervised clinical work integrated with course work using pedagogies linking theory
and practice, and closer, proactive relationships with schools that serve diverse learners effectively
and develop and model good teaching. Also, schools of education should resist pressures to water
down preparation, which ultimately undermine the preparation of entering teachers, the reputation
of schools of education, and the strength of the profession.
Keywords: field-based experiences; foundations of education; student teaching; supervision; theo-
ries of teacher education
The previous articles have articulated a spectac-
ular array of things that teachers should know
and be able to do in their work. These include
understanding many things about how people
learn and how to teach effectively, including as-
pects of pedagogical content knowledge that in-
corporate language, culture, and community
contexts for learning. Teachers also need to un-
derstand the person, the spirit, of every child
and find a way to nurture that spirit. And they
need the skills to construct and manage class-
room activities efficiently, communicate well,
use technology, and reflect on their practice to
learn from and improve it continually.
The importance of powerful teaching is
increasingly important in contemporary soci-
ety. Standards for learning are now higher than
they have ever been before, as citizens and
workers need greater knowledge and skill to
survive and succeed. Education is increasingly
important to the success of both individuals and
nations, and growing evidence demonstrates
that—among all educational resources—teach-
ers’ abilities are especially crucial contributors
t o s t u d e n t s ’ le a r n i n g . F u r t h e r m o re , t h e
demands on teachers are increasing. Teachers
need not only to be able to keep order and pro-
vide useful information to students but also to
be increasingly effective in enabling a diverse
group of students to learn ever more complex
material. In previous decades, they were
expected to prepare only a small minority for
ambitious intellectual work, whereas they are
now expected to prep.
10.1 What are three broad mechanisms that malware can use to propa.docxchristiandean12115
10.1 What are three broad mechanisms that malware can use to propagate?
10.2 What are four broad categories of payloads that malware may carry?
10.3 What are typical phases of operation of a virus or worm?
10.4 What mechanisms can a virus use to conceal itself?
10.5 What is the difference between machine-executable and macro viruses?
10.6 What means can a worm use to access remote systems to propagate?
10.7 What is a “drive-by-download” and how does it differ from a worm?
10.8 What is a “logic bomb”?
10.9 Differentiate among the following: a backdoor, a bot, a keylogger, spyware, and a rootkit? Can they all be present in the same malware?
10.10 List some of the different levels in a system that a rootkit may use.
10.11 Describe some malware countermeasure elements.
10.12 List three places malware mitigation mechanisms may be located.
10.13 Briefly describe the four generations of antivirus software.
10.14 How does behavior-blocking software work?
10.15 What is a distributed denial-of-service system?
.
10.0 ptsPresentation of information was exceptional and included.docxchristiandean12115
10.0 pts
Presentation of information was exceptional and included all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Scholarly support from nursing literature was provided.
9.0 pts
Presentation of information was good, but was superficial in places and included all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Scholarly support from nursing literature was provided.
8.0 pts
Presentation of information was minimally demonstrated in the all of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited scholarly support from nursing literature was provided.
4.0 pts
Presentation of information in one or two of the following elements fails to meet expectations: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited or no scholarly support from nursing literature was provided.
0.0 pts
Presentation of information is unsatisfactory in three or more of the following elements: Identifies the role of concept analysis within theory development. Identifies the selected nursing concept. Identifies the nursing theory from which the selected concept was obtained. A nursing theory was used. Identifies the sections of the paper. Limited or no scholarly support from nursing literature was provided.
10.0 pts
This criterion is linked to a Learning Outcome Definition/Explanation of Selected Concept
25.0 pts
Presentation of information was exceptional and included all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for this section ONLY, and additional scholarly nursing references are required). Provides support from scholarly sources.
22.0 pts
Presentation of information was good, but was superficial in places and included all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for this section ONLY, and additional scholarly nursing references are required). Provides support from scholarly sources.
20.0 pts
Presentation of information was minimally demonstrated in the all of the following elements: Defines/explains the concept using scholarly literature (a dictionary maybe used for thi.
10-K
1
f12312012-10k.htm
10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
(Mark One)
R
Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2012
or
o
Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from __________ to __________
Commission file number 1-3950
Ford Motor Company
(Exact name of Registrant as specified in its charter)
Delaware
38-0549190
(State of incorporation)
(I.R.S. Employer Identification No.)
One American Road, Dearborn, Michigan
48126
(Address of principal executive offices)
(Zip Code)
313-322-3000
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Name of each exchange on which registered*
Common Stock, par value $.01 per share
New York Stock Exchange
__________
* In addition, shares of Common Stock of Ford are listed on certain stock exchanges in Europe.
Securities registered pursuant to Section 12(g) of the Act: None.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes R No o
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes o No R
Indicate by check mark if the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes R No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes R No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. R
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of "large accelerated filer," "accelerated filer," and "smaller reporting company" in Rule 12b-2 of the Exchange Act. Large accelerated filer R Accelerated filer o Non-accelerated filer o Smaller reporting company o
Indicate by check mark whether the registra.
10-K 1 f12312012-10k.htm 10-K UNITED STATESSECURITIES AN.docxchristiandean12115
10-K 1 f12312012-10k.htm 10-K
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 20549
FORM 10-K
(Mark One)
R Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 2012
or
o Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from __________ to __________
Commission file number 1-3950
Ford Motor Company
(Exact name of Registrant as specified in its charter)
Delaware 38-0549190
(State of incorporation) (I.R.S. Employer Identification No.)
One American Road, Dearborn, Michigan 48126
(Address of principal executive offices) (Zip Code)
313-322-3000
(Registrant’s telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:
Title of each class Name of each exchange on which registered*
Common Stock, par value $.01 per share New York Stock Exchange
__________
* In addition, shares of Common Stock of Ford are listed on certain stock exchanges in Europe.
Securities registered pursuant to Section 12(g) of the Act: None.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes R No o
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes o No R
Indicate by check mark if the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such
reports), and (2) has been subject to such filing requirements for the past 90 days. Yes R No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any,
every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this
Page 1 of 216F 12.31.2012- 10K
3/7/2019https://www.sec.gov/Archives/edgar/data/37996/000003799613000014/f12312012-10k.htm
chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such
files). Yes R No o
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter)
is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information
statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. R
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a
smaller reporting company. See definitions of "large accelerated filer," "accelerated filer," and "smaller reporting company" in
Rule 12b-2 of the Exchange Act. Large accelerated filer R Accelerated filer .
10 What does a golfer, tennis player or cricketer (or any othe.docxchristiandean12115
10 What does a golfer, tennis player or cricketer (or any other professional sportsperson) focus on to achieve high performance? They nearly always give the same answer: “Repeat my process (that is the process they have practised a million times) – replicate it under real pressure and trust in my ability” That’s why Matthew Lloyd throws the grass up under the roof at Etihad Stadium. It is why Ricky Ponting taps the bat, looks down,
looks up and mouths “watch the ball”. It’s
unnecessary for Matthew Lloyd to toss the
grass. There’s no wind under the roof – it’s
simply a routine that enables him to replicate
his process under pressure.
Ricky Pointing knows you have to watch the
ball. Ponting wants the auto pilot light in his
brain to fl ick on as he mutters “watch the ball”.
High performance in sport is achieved through focusing on your
processes, not the scores.
It is absolutely no different in local government. Our business
is governance and we need to be focusing very hard on our
governance processes. We need to learn these processes, modify
them when necessary, understand them deeply, repeat them
under pressure and trust in our capabilities to deliver. If we do
that, the scores will look after themselves.
I want to share with you my ten most important elements in
the governance process. Let me fi rst say that good governance is
the set of processes, protocols, rules, relationships and behaviours
which lead to consistently good decisions. In the end good
governance is good decisions. You could make lots of good
decisions without good governance. But you will eventually
run out of luck – eventually, bad governance process will lead
to bad decisions. Consistently good decisions come from good
governance processes and practices.
Good governance is not only a prerequisite for consistently
good decisions, it is almost the sole determinant of your
reputation. The way you govern, the ‘vibe’ in the community
and in the local paper about the way you govern is almost the
sole determinant of your reputation. Believe me, if reputation
matters to you, then drive improvements through good
governance.
So here are the ten core elements:
1. THE COUNCIL PLAN
An articulate council plan is a fundamental fi rst step to achieving
your goals. It is your set of promises to your community for a
four-year term.
Unfortunately, there are too many wrong plans:
• Claytons Plans – say too little and are too bland. Delete the
name of the council from these plans and you can’t tell whose
it is! There’s no ‘vibe’ at all.
• Agreeable Plans – where everyone gets their bit in the plan.
There’s no sense of priorities, everyone agrees with everything
in the plan and we save all the real fi ghts and confl icts to be
fought out one by one over the four-year term.
• Opposition-creating Plans – we don’t do this so often but we
sometimes ‘use the numbers’ to enable the dominant group of
councillors to achieve their goals and fail to a.
10 Research-Based Tips for Enhancing Literacy Instruct.docxchristiandean12115
10 Research-Based Tips
for Enhancing Literacy
Instruction for Students
With Intellectual
Disability
Christopher J. Lemons, Jill H. Allor, Stephanie Al Otaiba,
and Lauren M. LeJeune
Literacy
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TEACHING EXCEPTIONAL CHILDREN | SEPTEMBER/OCTOBER 2016 19
In the past 2 decades, researchers
(often working closely with parents,
teachers, and other school staff
members) have conducted studies that
have substantially increased
understanding how to effectively teach
children and adolescents with
intellectual disability (ID) to read. This
research focus has been fueled by
increased societal expectations for
individuals with ID, advocacy efforts,
and legislative priorities (e.g.,
strengthened accountability standards).
Findings from this body of work
indicate that children and adolescents
with ID can obtain higher levels of
reading achievement than previously
anticipated (Allor, Mathes, Roberts,
Cheatham, & Al Otaiba, 2014). Recent
research also suggests that the historic
focus on functional reading (e.g., signs,
restaurant words) for this population of
learners is likely too limited of a focus
for many (Browder et al., 2009).
Research outcomes suggest that
integrating components of traditional
reading instruction (e.g., phonics,
phonemic awareness) into programs
for students with ID will lead to
increases in independent reading skills
for many (Allor, Al Otaiba, Ortiz, &
Folsom, 2014). These increased reading
abilities are likely to lead to greater
postsecondary outcomes, including
employment, independence, and
quality of life. Unfortunately, many
teachers remain unsure of how to best
design and deliver reading intervention
for students with ID.
We offer a set of 10 research-based
tips for special education teachers,
general education teachers, and other
members of IEP teams to consider when
planning literacy instruction for students
with ID in order to maximize student
outcomes. For each tip, we describe our
rationale for the recommendation and
provide implementation guidance. Our
Literacy Instruction and Support
Planning Tool can be used by team
members to organize information to
guide planning. Our aim is to provide
educators and IEP team members with a
framework for reflecting on current
reading practices in order to make
research-based adjustments that are
likely to improve student outcomes.
The Conceptual Model of Literacy
Browder and colleagues (2009) proposed
a conceptual model for early literacy
instruction for students with severe
developmental disabilities. We believe
their framework provides guidance for
designing and delivering literacy
instruction for all students wit.
10 Strategic Points for the Prospectus, Proposal, and Direct Pract.docxchristiandean12115
10 Strategic Points for the Prospectus, Proposal, and Direct Practice Improvement Project
Week Two Assignment Instructions DNP 820
Please read the instructions thoroughly
Tutor MUST have a good command of the English language
The Rubric must be followed, and all the requirements met
This is a thorough professor, and she has strict requirements
I have attached the PICOT and the first 10 points (DNP 815) assignment. This is a continuation of that assignment. Please read the attachments
The following needs to be addressed:
Please note the followings: The introduction and the literature review are complete and thorough. The problem statement is written clearly PICOT is clear and very good Sample:
· How will you determine the sample size?
· What are the inclusion/exclusion criteria of the subjects? Methodology: Why is the selected methodology is appropriate? Please justify!
· Data collection approach needs to be clear. How will you collect your data? What is needed here is to describe the process of collecting data form signing the informed consent until completing the measuring.
· Data analysis-What test will you use to answer your research question?
Clinical/PICOT Questions:
“In adult patients with CVC at a Clear Lake Regional Medical Center, does interventional staff education about hub hygiene provided to RN’s who access the CVC impact CLABSI rates compared to standard care over a one-month period?”
P: Patients with Central Venous Catheters
I: Staff re-education related to Hygiene of the hub
C: Other hospitals
O: Reduce probability of CLABSIs
T: Two months
“In Patients > 65 years of age with central line catheters at a Clear Lake Regional Medical Center, how does staff training of key personnel and reinforcement of central line catheter hub hygiene after its insertion, along with the apt cleansing of the insertion site, before every approach compared with other area hospitals, reduce the incidence of CLABSIs (Central Line Associated Blood-stream Infections) over a one-month period?”
P: Patients > 65 years of age with a Central line
I: Staff training and reinforcement of Central Catheter, Hub Hygiene
C: Other area hospitals
O: Reduce probability of CLABSIs
“In adult patients, with define CVC (CVC), does interventional staff education about hub hygiene provided to RN’s who access the CVC impact CLABSI rates compared to pre and post-intervention assessments
1. I used central Missouri as an example, replace with a description of your site.
2. While you might be interested in CLASBI rates as a primary variable, there are other patient outcomes that would also be important to consider
3. Ensure you can find validity and reliability measures on CLASBI rates if you cannot, we need to determine another question to help
4. How are your two comparison groups different, as they are currently stated the groups seem very much the same, could you state, standard care instead of pre and post intervention assessments?
5. One month is the longe.
10 Most Common Errors in Suicide Assessment/Intervention
Robert Neimeyer & Angela Pfeiffer
1. Avoidance of Strong Feelings – Diverting discussions away from powerful, intense
emotion and toward a more abstract or intellectualized exchange. These responses keep
interactions on a purely cognitive level and prevent exploration of the more profound
feelings of distress, which may hold the key to successful treatment. Do not retreat to
professionalism, advice-giving, or passivity when faced with intense depression, grief, or
fear.
• Do not analyze and ask why they feel that way.
• USE empathy! “With all the hurt you’ve been experiencing it must be impossible
to hold those tears in.”
• Tears and sobbing are often met with silence of tangential issues instead of
putting into words what the client is mutely expressing: “With all the pain you’re
feeling, it must be impossible to hold those tears in.”
• “I don’t think anyone really cares whether I live or die.” Helpers often shift to
discussing why/asking questions as opposed to reflecting emotional content.
2. Superficial Reassurance – trivial responses to clients’ expressions of acute distress and
hopelessness can do more harm than good. Rather than reassuring clients, these responses
risk alienating them and deepening their feelings of being isolated in their distress.
• Attempts to emphasize more positive or optimistic aspects of the situation: “But
you’re so young and have so much to live for!”
• Premature offering of a prepackaged meaning for the client’s difficulties: “Well
life works in mysterious ways. Maybe this is life’s way of challenging you.”
• Directly contradicting the client’s protest of anguish: “Things can’t be all that
bad.”
3. Professionalism – Insulating or protecting by distancing and detaching from the brutal,
exhausting realities of clients’ lives by seeking refuge in the comfortable boundaries of role
definition. The exaggerated air of objectivity/disinterest implies a hierarchical relationship,
which may disempower the client. Although intended to put a person at ease, this can come
across as disinterest or hierarchical. Empathy is a more facilitative response.
• “My thoughts are so awful I could never tell anyone” is often met with, “You can
tell me. I’m a professional” as opposed to the riskier, empathic reply.
4. Inadequate Assessment of Suicidal Intent – Implicit negation of suicide threat by
responding to indirect and direct expressions of risk with avoidance or reassurance rather
than a prompt assessment of the level of intent, planning, and lethality. Most common
among physicians and master’s level counselors – due to time pressures, personal theories
or discomfort with intense feelings.
• What they’ve been thinking, For how long, Specific plans/means, Previous
attempts
1
• “There’s nowhere left to turn” and “I’d be better off dead” should be met with
“You sound so miserable. Are y.
10 Customer Acquisition and Relationship ManagementDmitry .docxchristiandean12115
10 Customer Acquisition and Relationship Management
Dmitry Kalinovsky/iStock/Thinkstock
Patronage by loyal customers yields 65 percent of a typical business’ volume.
—American Management Association
Learning Objectives
After reading this chapter, you should be able to do the following:
• Identify how organizational growth is best achieved by an HCO, and state the effect of the product life cycle
on an organization’s revenues.
• Discuss several approaches that an HCO can use to attract new customers, or patients.
• Delineate the premises upon which customer relationship management is based.
• Explain the advantages of database marketing, and identify ways for an organization to use a marketing
database.
• Provide examples of how an HCO can effectively manage real and virtual customer interactions.
Section 10.1Organizational Growth
Introduction
This chapter focuses on how to attract and keep patients through understanding and meeting
their needs. The long-term success of an HCO depends on its ability to attract new patients
and turn them into loyal customers who not only return for needed services, but recommend
the HCO’s services to others. This is especially important because of the nature of the life cycle
for products and services, from their introduction to their decline. Attracting new customers
and keeping existing ones involves interacting internally and externally with patients, analyz-
ing data on current patients, and managing real and virtual interactions with patients. Manag-
ing relationships with patients helps to ensure that patients stay informed and feel connected
to the HCO through its internal and external customer relationship efforts.
10.1 Organizational Growth
Most organizations have growth as a basic goal. Growth means an increase in revenue and
a greater impact on the communities served. Growth also creates opportunities for staff to
advance and take on new responsibilities. While many activities can help an HCO grow, the
most important is the development of an effective marketing plan to provide a consistent
platform for the organization’s visibility and to brand the HCO as an attractive option for
medical services. The development of an effective marketing plan was stressed in Chapter 8
as a basic marketing need for an HCO: that is, to inform new and existing customers of the
organization’s services and to persuade them to continue using or to try using these services.
Product/Service Life Cycles
Like people, products and services have a life cycle. The term product life cycle refers to the
stages that a product or service goes through from the time it is introduced until it is taken
off the market or “dies.” The stages of the product life cycle, illustrated in Figure 10.1, usually
include the following descriptions:
• Introduction—The stage of researching, developing, and launching the product or
service.
• Growth—The stage when revenues are increasing at a fast rate.
• M.
10 ELEMENTS OF LITERATURE (FROM A TO Z) 1 PLOT (seri.docxchristiandean12115
10 ELEMENTS OF LITERATURE (FROM A TO Z)
1 PLOT (series of events which make-up a story)
A 5-POINT PLOT SEQUENCE:
Exposition: initial part of a story where readers are exposed to setting and characters.
Situation: event in the story which kicks the action forward and begs for an outcome.
Complication: difficulties faced by characters as they experience internal and external conflicts.
Climax: watershed moment when it becomes apparent that major conflicts will be resolved.
Resolution: (Denouement): tying up of the loose ends of the story.
B SUB-PLOTS: PLOTS BENEATH AND AROUND THE MAJOR PLOT.
Foreshadowing: hints and clues of plot.
Flashback: portion of a plot when a character relives a past experience.
Frame story: plot which begins in the present, quickly goes to the past for story, then returns.
Episodic plot: a large plot sequence that is made up of a series of minor plot sequences.
Plausibility: likelihood that certain events within a plot can occur.
Soap Opera: multiple stories told along the sequence and spaced to sustain continual interest.
2 POINT OF VIEW (eyes through which a story is told)
C First Person major (participant major): narrator is the major character in the story.
First Person minor (participant minor): narrator is a minor character in the story.
Third Person omniscient (non-participant omniscient): narrator is outside the story and capable of
seeing into the heart, mind and motivations of all characters.
Third Person limited (non-participant limited): narrator is outside the story and capable of seeing, at
most, into the heart, mind, and motivations of one character. Narrator is
objective if not omniscient.
3 SETTING (time and place of a story, both physical and psychological)
D Physical (external) Setting: the time and place of a story, general and specific.
Psychological (internal) Setting: mood, tone, and temper of story.
E Major Tempers: Romanticism: man is free to choose against moral, spiritual backdrops. If you make
good decisions, you will be rewarded. There is a God that is in control
Existentialism: man is free to choose absent backdrops other than his own. If he feels it is right, then it is
right.
Naturalism: man is largely trapped, a cog in the impersonal machinery. He has no real way of
changing his circumstances.
Realism: eclectic view, but leaning toward the naturalistic position. Sometimes good things happen to
bad people, and sometimes bad things happen to good people. That is just the way it is.
F Other Tempers: Classicism: Man is free, but appears to be trapped due to conflicting codes.
Transcendentalism: Offshoot of romanticism, nature is a window to divine.
Nihilism: Fallout of either extreme existentialism or naturalism. Life is horrible and painful. It
lacks meaning.
4 CONFLICT (nature of the problems faced)
G Four Universal Conflicts: Person versus self
Pe.
10 ers. Although one can learn definitions favor- able to .docxchristiandean12115
10
ers. Although one can learn definitions favor-
able to crime from law-abiding individuals,
one is most likely to learn such definitions
fiom delinquent friends or criminal family
A Theory of sociation members. with These delinquent studies typically others find is the that best as-
Differential predictor of crime, and that these delinquent others partly influence crime by leading the
individual to adopt beliefs conducive to
Association crime (see Agnew, 2000; Akers, 1998; Akers and Sellers, 2004; Waw, 2001 for summaries
of such studies).
Sutherland 's theory has also inspired
Edwin H. Sutherland dnd much additional theorizing in criminology.
Theorists have attempted to better describe
Donald R. Cressey the nature ofthose definitions favorable to vi-
olation of the law (see the next selection in
Chapter 11 by Sykes and Matza). They have
Before Sutherland developed his theory, attempted to better describe the processes by
crime was usually explained in t e r n ofmul- which we learn criminal behavior from oth-
tiple factors-like social class, broken homes, ers (see the description o f social learning the-
age, race, urban or rural location, and mental ory by Akers in Chapter 12). And they have
disorder. Sutherland developed his theory of drawn on Sutherland in an effort to explain
differential association in an effort to explain group differences in crime rates (see the Wolf-
why these various factors were related to gang and Ferracuti and Anderson selections
crime. In doing so, he hoped to organize and in this part). Sutherland's theory o f differen-
integrate the research on crime u p to that tial association, then, is one of the enduring
point, as well as to guide future research. classics in criminology (for excellent discus-
Sutherlandk theory is stated in the f o m o f sions ofthe current state o f differential asso-
nine propositions. He argues that criminal ciation theory, see Matsueda, 1988, and Waw,
behavior is learned by interacting with oth- 2001).
ers, especially intimate others. Criminals
learn both the techniques of committing
crime and the definitions favorable to crime References
from these others. The s k t h proposition> Agnew Robe*. '2000. "Sources of Mminality:
which f o r n the heart of the theory, states Strain and Subcultural Theories." In Joseph F.
that 'h person becomes delinquent because of Sheley (ed.), Criminology: A Contemporary ,
an excess of definitions favorable to law vio- Handbook, 3rd edition, pp. 349-371. Belmont,
lation over definitions unfavorable to viola- CA: Wadsworth.
tion oflaw."According to Sutherland, factors Akers, Ronald L. 1998. Social Learning and So-
such as social class, race, and broken homes cia1 Structure: A General Theory of Crime and
influence crime because they affect the likeli- Deviance. Boston: Northeastern University
hood that individuals willdssociate with oth- Press.
ers who present definitions favorable to Akers, Ronal.
10 academic sources about the topic (Why is America so violent).docxchristiandean12115
10 academic sources about the topic (Why is America so violent?)
*Address all 10 academic sources in the literature review
*What have they added to the literature?
*End literature review with "What has not been addressed is.... "and with "What I'm Addressing....." (I am addressing that overpopulation is the main reason America is so violent).
*Literature review should be a minimum of 2-2 1/2 pages
Attached are my 10 academic sources.
.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
2. customers is the need for consistent products that drive
down costs and meet volume needs.
Observing the marketplace, Nicolet Plastics knew it
needed to make a change. Nicolet Plastics watched as
the major multi-national firms were increasingly moving
their high volume, minimally complex molded business
offshore to avoid rising costs at home. The company also
observed that although the high volume business was
leaving, the low to moderate volume business was not,
as these companies were not able to take advantage of
the offshore workforce.
Nicolet Plastics realized that the marketplace’s focus on
long-run production optimization offered an untapped
Nicolet Plastics’ Quick Response Manufacturing Strategy
www.iqms.com 1.866.367.3772 [email protected]
Nicolet Plastics, Inc. has
accomplished more over the
past 25 years than many of its
top competitors have in more
than 50—and they’re just getting
started. Originally established in
1986 in Mountain, Wis., a small
community located in the middle
of the Chequamegon-Nicolet
National Forest, it’s easy to see
that Nicolet Plastics has come
a long way since those humble
beginnings. Today, Nicolet Plastics,
an ISO certified company, serves
its ever-growing customer
base from a 41,000 square foot
production facility and focuses on
4. opportunity in the low to moderate volume market. To thrive in
the economic landscape,
stay ahead of the curve and remain competitive, Nicolet Plastics
decided to exploit its
strength in excellence at complexity and turn market
weaknesses into opportunities. It
began looking for manufacturing philosophies that supported
the needs of short-run,
complex part customers.
That is when Nicolet Plastics discovered a solution right in its
own backyard. Quick
Response Manufacturing is a consortium between the
manufacturing industry and the
engineering school at the University of Wisconsin. It was
developed and published by
founding director, Rajan Suri, who defines the program as the
pursuit of the reduction of
lead time in all aspects of a company’s operation, embracing a
relentless emphasis on time
reduction that has a long-term impact on every aspect of the
company.
For Nicolet Plastics, the key to making the QRM program work
was two-fold: Company-
5. wide embracement of operational change and the business and
manufacturing tools
found in EnterpriseIQ. Before embarking on this new initiative,
Nicolet Plastics established
a few goals:
• Reduce total order to delivery time of parts by 14 days (from
21 days to 7 days)
• Reduce finished goods inventory
• Be able to respond to unexpected changes in demand without a
degradation of service
• Develop a cross-trained workforce for flexibility, including
the creation of a cross
functional quick response office cell
• Reduce last shot (last good piece) to first shot time (first good
piece) by 50 percent
Beginning the QRM Process
When implementation of QRM began, Nicolet Plastics started
by addressing its workforce
and creating more flexibility with its personnel by ditching the
old way of looking at
production staffing. For example, traditional floor management
would have required a
mold hanger, materials handler, production and process
6. technicians, a supervisor and a
manager for each shift. Nicolet Plastics decided to ignore job
titles and employee categories
by defining the talents and skills required for an ideal shift on
the production floor.
Nicolet Plastics built a skills matrix, including both
soft skills (interpersonal, ability to succeed in a team
environment) and hard skills (technical abilities,
intelligence), including gaps between the target skills
mix and the actual. With this thought process in
mind, Nicolet Plastics immediately saw crossover. An
employee previously defined as an operator might also
be able to clean out a hopper, a skill that crossed over
into materials handling. Once defined, Nicolet Plastics
evaluated its employees in terms of skill levels through
written and practical testing to determine competency
levels and establish training necessary to create an ideal
shift.
For Nicolet Plastics, the
key to making the QRM
program work was
two-fold: Company-
wide embracement of
operational change
8. employees progressed in their
ability to handle more complex issues, value to the company
increased and so did wages.
120-plus hours per employee were logged over a three year
period, equivalent to a week
of training for every employee since the initiative began.
Once the new employee roles were defined and established,
Nicolet began tackling
the individual QRM initiatives. The first was to change its
accounting mindset: Because
standard costing is not a key tenet of lean accounting, Nicolet
Plastics decided to track
actual costs instead. The challenge was to get employees
thinking in terms of time and
not in terms of overhead absorption. It is not reasonable to
assume that all of a company’s
costs will increase as production volume increases, but that is
exactly what standard cost
accounting assumes. Nicolet Plastics now tracks actual costs
through the proactive tools
in IQMS’ RealTime™ Process Monitoring system, as well as
detailed exception reporting,
for a proactive value add/value stream approach.
9. The second initiative was to reduce batch sizes. Due to the
nature of low volume customers,
Nicolet Plastics typically handles as many as 90 to 100 mold
changes per week. QRM
practices slicing time by sharing resources (in this case,
presses) with competing target
market segments (long and short runs) without creating
backlogs and queues. In order
to cut time, Nicolet Plastics schedules its long jobs that can run
unattended over the
weekend in what is referred to as a “swim lane.” This prevents
short jobs from getting
backlogged or delayed behind a long-running job (we all
understand how frustrating it
is to wait in the express lane behind someone at the grocery
store who clearly has more
than 10 items in his cart!).
Nicolet Plastics achieves this unattended, lights out weekend
production with the help
of IQMS’ RealTime™ Production Monitoring system that
supports machine management
in real time. All aspects of Nicolet Plastics’ production (total
parts created, production
time, downtime, rejects and parts remaining) are tracked
10. immediately and applied to the
order, while simultaneously updating the schedule.
Work center performance can be viewed from any
computer on the network and even remotely, for
improved efficiency, visibility and productivity.
If RealTime detects that there is a problem with an
unattended swim lane, like a press has stopped running,
Nicolet Plastics uses the EnterpriseIQ business activity
monitoring feature, IQAlert, to generate an automated
message (text, email or voice message) to the on-call
press technician. The technician only needs to come to work if
an exception occurs.
Nicolet Plastics achieves
this unattended, lights
out weekend production
with the help of IQMS’
RealTime™ Production
Monitoring system...
http://www.iqms.com/
mailto:sales%40iqms.com?subject=
http://www.iqms.com
12. come up with a resulting mix that remains very complex, but
more focused.
Following the initiative above, Nicolet Plastics addressed its
wide variety of custom
resins and materials required to run jobs, specifically the
challenge: How do you reduce
lead times when the material lead time may be longer than your
total desired time for
the whole order? Using its new data about key materials from
the step above, Nicolet
Plastics was able to designate “house” materials. Using
EnterpriseIQ’s user-defined
fields and rich MRP reporting tools, Nicolet Plastics identified
daily usage, appropriate
reorder points and established a purchasing plan to ensure
sufficient stocks of key
house materials.
With staff, materials and batch size improvements addressed,
Nicolet Plastics could
focus on scheduling. QRM requires dynamic and fluid
adaptation at any minute, so
Nicolet’s master scheduler uses EnterpriseIQ’s rough-cut
capacity planning tools and
13. robust scheduling engine (that takes into account complete
materials, capacity and
labor requirements in a matter of minutes) to create the daily
plan.
Nicolet also uses EnterpriseIQ’s auto-load feature that uses
must-start dates to establish
a priority sequence for jobs. If a job has a must-start date in the
next seven days, it is
authorized for work. This prevents “stealing” of necessary
materials or labor from one
job for another that is not yet due. Combine this with just-in-
time principals, and Nicolet
Plastics can easily see where there will be spikes and
constraints to manage.
Despite the accurate schedule, Nicolet Plastics needed
additional flexibility. So in
combination with the auto-loaded schedule, Nicolet Plastics
uses EnterpriseIQ’s press
and labor capacity whiteboards to ensure they have spare
capacity for flexibility. In
addition, Nicolet Plastics uses EnterpriseIQ’s Runs Best feature
(an establishment of
which job runs best on which work center) to define which
16. to adopt a time-based
model.
QRM has clearly differentiated Nicolet Plastics from other
molders. Nicolet Plastics has
added many clients because it has been able to develop
partnerships based on the
value it delivers, not the price it charges. By saving its
customers an invaluable week of
time in production, Nicolet Plastics’ clients can get projects to
market faster and gain
market share ahead of the competition.
In addition to the new business, Nicolet Plastics has achieved:
• Improved velocity: 2.3 times at the start of the project to an
estimated velocity of
6.3 times. The financial results—margins, cash flow and
revenue have all followed
• A reduction of total finished goods inventory from a high of
$500,000 to an average
of $200,000 (while doubling total sales)
• Increased finished goods inventory turns from 11 to 25
• Reduced lead time by seven days (halfway to goal)
• Reduced time spent making scrap parts (scrap
17. hours) by 45 percent in the first year
• An improved working capital position
(from lower inventory) has enabled debt pay
down
With QRM and EnterpriseIQ in place, the company
had its best year in history from an income standpoint.
Two years later the company again had its best year,
both in terms of revenue and earnings.
But the most impressive return on investment realized
by Nicolet Plastics is its earnings before interest,
taxes, depreciation and amortization (EBITDA).
Time is money in
m a n u f a c t u r i n g
... Despite the
benefits of time-
based competition
and make-to-order
strategies, injection
molding has been
very slow to adopt a
time-based model.
19. the Wisconsin Manufacturer of the Year award. Despite these
accomplishments, quick
response manufacturing is a journey, and Nicolet Plastics is
happy to say that it is not
done yet!
http://www.iqms.com/
mailto:sales%40iqms.com?subject=
http://www.iqms.com
To: Executives of This Company
From: I.T Employer
Date: 6th Feb, 2017
Re: PROPOSAL 1 - Implementing information system into the
organization
1. Regarding the organization’s decision to adopt a new
information technology system, the aforementioned decision is
designed to highlight major issues during the transition from the
current system and onto the infrastructure for the Information
System that we propose to implement. The purpose of
proposing this new system is our attempt to transform the
service delivery of this company to its’ ever-expanding market
size. Based on research that we conducted, it is necessary to
address the implementation strategy of the new infrastructure
and state the requirements and how the whole process will take
20. place. We are proposing that the process be implemented as
follows:
a. Our division will handle implementation; however, this is
contingent upon successful collaboration amongst (and between)
all divisions within the organization (Connelly et al, 2016).
Involving the entire organization in the implementation process
is key since the new info system will affect the entire
organization as well as its’ customers.
b. While the new info system will be capable of performing all
tasks currently being performed by humans in the organization,
the info system itself will be administered by a minimum of 12
individuals who will intercede and remedy any issues that arise
with the system. As such, it is necessary to ensure that system
requirements are met in terms of people, information, time,
money, and infrastructure (Kumar Basu, 2015).
2. The aforementioned system administrators will also be
responsible for creation and modification of policies that are
going to be implemented to successfully operate the new
system. Additionally, current call center managers will be
retrained so that they may be switched to the new system
management to directly interact with our customers.
3. Funding requirements for the first phase of the project total
$45,000.00 and these funds will incorporate purchase of the
equipment as well as installation and configuration. Due to the
extreme customization of the info system, total project time
21. from inception to completion will take approximately nine
months, and included in the design will be additional features
that are not found on the current system, and this will result in a
competitive advantage for our company, and it will negate the
requirement to include multiple add-ons and peripherals.
4. In order to ensure successful implementation of the new info
system as expressed in our proposal, a change management
strategy will be essential. As part of this change management
strategy, I am strongly recommending the following
infrastructure upgrades:
a. Switching from one server to two so that one may serve as
the primary and the additional server would be a backup in the
event of failure of the primary.
b. Implementation of a mixture of platforms to ensure that our
customers experience seamless access to the services (i.e;
implementing the use of Windows, derision, and Linux as well
as a storage box that is attached to each platform). Allowing
multiple platforms will protect the company form a shutdown
that might arise as a result of bad update, virus or hack attack.
Our intent is to eliminate the propensity for the company to
remain a monoculture.
c. Since speed is essential something that our entire system will
be gauged on, we will need to invest in high quality networking
equipment that can move data without high latency (Connelly et
al, 2016). My recommendation in this regard is the purchase of
22. a Dell PowerEdge VRTX so that the Gigabit switch may be
integrated with computing as well as storage functions for
higher network speeds and productivity.
d. Equally important to successful implementation of the new
system is determining how our customers will be accessing our
central information repository. Thus, the system will be
designed so that our customers may access the system using
their computers and mobile devices via the web browser, mobile
app or USSD services.
5. Once the system is ready, the transition will take place in a
series of activities to ensure that any problems are solved before
the company fully adopts the system. Hence, there will be the
testing phase whereby the information of 200 customers will be
securely and confidentially moved into the new system and all
the services be assigned to them for full access from which their
opinions about the rate of the services received will be reviewed
(Kumar Basu, 2015). It is at this point that the designated
system administrators will prepare the system to accept and be
compatible with all policies. In addition, the existing company
database will be merged with the new database so as to fully
switch to the new system after all the loopholes have been
adopted. The retrained staff will then be deployed in the new
customer service centers to begin working with the new system.
6. Finally, I am recommending that our organization
collaborates with and partners closely with the IT system
23. provider for a period of not less than one year to ensure that the
provider puts in place and maintains the system to make it
easier for the organization. The transition process will be based
on case study A: Business and Technology Transformation in
Utilities. In this case, it is discovered that the company was
considering exploring new ways to work with customers who
are new to the organization as they provide a commercial focus
that was greater and more flexible for necessary growth.
7. Point of contact for this memo is the undersigned at
(703)555-5555.
Very Respectfully
Analyst
References
24. Connelly, B., Dalton, T., Murphy, D., Rosales, D., Sudlow, D.,
Havelka, D. (2016). Too Much of a Good Thing: User
Leadership at TPAC. Information Systems Education
Journal, 14(2) pp 34-42. http://isedj.org/2016-14/ ISSN: 1545-
679X.
Kumar Basu, K. (2015). The Leader's Role in Managing
Change: Five Cases of Technology-Enabled Business
Transformation. Global Business And Organizational
Excellence, 34(3), 28-42. http://dx.doi.org/10.1002/joe.21602