LEARNING ABILITY TRAINING FOR HOTELIER.ppt
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The document discusses several important factors for developing character and integrity. It identifies attitudes, knowledge, skills, courage, discipline, and good habits as key characteristics. It also notes the influence of family background, culture, education, and work environment. Skills mentioned include conceptual thinking, relationship building, administration, technical abilities, information processing, decision making, understanding others, leadership, and the ability to accomplish tasks.
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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LEARNING ABILITY TRAINING FOR HOTELIER.ppt
- 2. ATTITUDE / sikap KNOWLEDGE / pengetahuan SKILLS / ketrampilan
- 3. Courage / semangat Discipline / Disiplin Hard-working / kerja keras – rajin Responsibility / tanggung jawab Manner / sopan santun GOOD HABIT / kebiasaan baik creates – CHARACTER / karakter creates – INTEGRITY berintegritas – nama baik (kejujuran, dapat dipercaya, etc / dll.
- 4. Family background / keluarga Culture background / budaya Education background / pendidikan Working environment / lingkungan kerja
- 5. Example: General / umum – Specific / khusus LocalWisdom / kearifan lokal Education / pendidikan (formal – non formal) Information / informasi Self Study / autodidak
- 6. Conceptual Skills / berpikir Human Relation Skills / hubungan Administrative Skills / administrasi Technical Skills / teknis
- 7. Mental ability - identifying relationships among different pieces of information. / kemampuan menyatukan informasi. Information – Acquire, Analyze & Interpret / mencari, menganalisa dan mengartikan “See the big pictures” / melihat secara luas Decision making / pengambilan keputusan & problem solving / pemecahan masalah
- 8. Understanding other people / mengerti orang lain Leading function involve communicating with, motivating, leading, coaching, empowering & facilitating employees. / komunikasi, memimpin, membina dan melatih. Dealing not only with individuals but also with people in groups & even with relationships among groups. / berhubungan dengan kelompok
- 9. Procedures to process paperwork in an orderly manner. / administrasi surat-menyurat The ability some people have to “make things happen” & “get things done”. / membuat sesuatu dan menyelesaikan sesuatu.