Risky Behaviors in Teens Essay Example for Free

Risky Behaviors in Teens Essay â€Å"Teens are at high behavioral risk for acquiring most STDs. Teenagers and young adults are more likely than other age groups to have multiple sex partners, to engage in unprotected sex, and, for young women, to choose sexual partners older than themselves. Moreover, young women are biologically more susceptible to chlamydia, gonorrhea and HIV. † (http://www. cdc. gov/std/Trends2000/trends2000. pd). In the United States alone teen births are extremely high, they represent about 10 percent of 4 million births each year. Not only does having a child during the teenage years causes social, emotional, and physical problems it also cost the United States 9 billion dollars a year. When having unprotected sex, not only pregnancy is a concern but receiving a sexually transmitted disease is a huge concern as well. In order to treat STDs in America it cost the government $17 million a year. The two most common STDs that teenagers catch are chlamydia, and gonorrhea. As a public health official it is important to know why do teenagers continually put themselves in situations that can alter their lives. Another thing public officials need to look into is the adolescents psychosexual health. There have been so many studies looking at the vantage point on the amount STDs, abortions, and pregnancies teens have. Now that depression is a growing concern in adolescents today, looking into the correlation between sexual activity and depression will be of great help to the public health community (Kosunen,Heino, Rimpela, and Laippala). In order to find these answers we must first examine two human behavioral theories: 1) Bronfenbrenner’s ecological theory and 2) the attachment theory. Once we have the answers to the question of why, then we can start the prevention of teen pregnancies and the spread of STDs amongst our youth. Bronfenbrenner is the leading contributor to the ecological systems theory. The ecological theory uses four types of roles and norms that shape children’s development. In order to make the theory is easy-to-understand Bronfenbrenner described it as the microsystem, mesosystem, exosystem, and macro system. It is stated that, â€Å"This theory looks at a child’s development within the context of the system of relationships that form his or her environment. Bronfenbrenner’s theory defines complex â€Å"layers† of environment, each having an effect on a child’s development. This theory has recently been renamed â€Å"bio ecological systems theory† to emphasize that a child’s own biology is a primary environment fueling her development. The interaction between factors in the child’s maturing biology, his immediate family/community environment, and the societal landscape fuels and steers his development. Changes or conflict in any one layer will ripple throughout other layers. To study a child’s development then, we must look not only at the child and her immediate environment, but also at the interaction of the larger environment as well† (http://pt3. nl. edu/paquetteryanwebquest. pdf). The microsystem is where the child has direct daily contact with certain structures. The microsystem includes the child’s family, school, daycare, and the child’s neighborhood. Since this is the most important part of the ecological system the relationships have an impact that can go into different directions(both away from the child and towards the child). For example, a child’s parents may affect his beliefs and behavior; however, the child also affects the behavior and beliefs of the parent. Bronfenbrenner calls these bi-directional influences, and he shows how they occur among all levels of environment. The interaction of structures within a layer and interactions of structures between layers is key to this theory. At the microsystem level, bi-directional influences are strongest and have the greatest impact on the child. However, interactions at outer levels can still impact the inner structures. † ((http://pt3. nl. edu/paquetteryanwebquest. pdf). The mesosystem is the connection between the child’s microsystems. This can be the connection between the teacher and the child’s parents. The exosystem is the layer where the child does not function directly. This could be the parent’s work place or work schedule; even though the child does not function directly in this atmosphere the child can still feel the positive or negative consequences associated with the interaction. The macrosystem consists of the child’s culture, values, customs, and laws. For example if the child’s culture believes that it takes a village to raise a child, not only will mom and dad punish you but Ms.  Susie the next door neighbor will too. This gives the parent’s many more resources in order to raise their child in the appropriate way. â€Å"Attachment theory describes the dynamics of long-term relationships between humans especially as within families and between life-long friends. Its most important tenet is that an infant needs to develop a relationship with at least one primary caregiver for social and emotional development to occur normally, and that further relationships build on the patterns developed in the first relationships. Attachment theory is an interdisciplinary study encompassing the fields of psychological, evolution , and ethological theory. † (http://www. absoluteastronomy. com/topics/Attachment_theory). For a lot of adolescents, going into the teen years can be a very stressful transition. This met with a lot of intense challenges and changes. During this time the teen is moving away from his or her parents as their primary attachments figure and are looking towards their friends to be their primary attachment theory. If the teen’s friends are engaging in risky behaviors such as having more than one sexual partners, having unprotected sex, and etc. he teen is more likely to engage in the same type of behavior(Tracey and Shaver p. 2). â€Å"Adolescents interact simultaneously in several social spheressuch as family, peer, and neighborhood systemsthat can serve to either restrain or promote individual behaviors† (DiClemente, Salazar, Crosby, Rosenthalp. 1). The roles of the parents are very important; studies have shown that if parents are more focused on their child’s wellbeing and know the whereabouts of their child, the adolescent is less likely to engage in risky behaviors (Voisin and DiClemente p. ). in understanding how the ecological theory works, if the child or adolescent is surrounded by teen pregnancy, risky behaviors, and the prevalence of sexually transmitted diseases this adolescent will believe that this behavior is okay. It is important for the adolescent to have support inside and outside of his or hers home. It is a belief that teen pregnancy and STDs can be prevented, but the question is how do public health officials began to combat these problems? In January 2011 Frayser high school made national news because 90 girls were pregnant who currently attended the school. â€Å"In Memphis, the teen pregnancy rate is between 15 percent and 20 percent – and in Frayser, the rate is 26 percent, said Deborah Hester Harrison, executive director of Memphis’ Girls Inc. It’s no surprise that Harrison places at least part of the blame on the media, such as the popular MTV shows â€Å"16 and Pregnant† and â€Å"Teen Mom. † (http://fieldnotes. msnbc. msn. com/_news/2011/01/14/5841767-90-pregnancies-at-o ne-high-school). In order for Memphis to fight this epidemic, they have received funding from the Center of Disease Control (CDC) in order to conduct a youth risk behaviors survey and implement effective policies, programs, and practices to avoid, prevent, and reduce sexual risk behaviors among students that contribute to HIV infection, sexually transmitted diseases (STDs), and pregnancy. (http://www. cdc. gov/healthyyouth/states/locals/tn-memphis. htm). The youth risk behavior survey shows that 90% of teenagers in Memphis do not use protection when having intercourse. The survey also shows that over 60% of teens have had sex are sexually active. Memphis City Schools are implementing a lot of different programs that will teach teens the importance of using protection during sex and the different effects that STDs and pregnancy can have on their lives (http://www. cdc. gov/healthyyouth/states/locals/tn-memphis. htm#1). It is a well-known fact that parents play an important part in their child’s development, there should be a free parenting class to parents that will teach them how to deal with their teens risky behaviors. Also teachers need to be better trained on how they deal with a student’s situation. Schools represent another socializing agent for adolescents and can be a significant source of support. This may be particularly important for many high-risk teenagers, whose families may lack adequate resources and parental support. Adolescents who believe that they are receiving high levels of support in school and feel that they are connected to teachers are less likely to engage in risky sexual behaviors compared with peers reporting less school support or teacher connectedness† (DiClemente, Salazar, Crosby, Rosenthal, p. 1). By involving the parents and teachers into the preventive process teen pregnancy and STDs will decline.

Expressionism in Art | Analysis

Expressionism in Art | Analysis How is expressionism defined? By the concept behind the paintings of this movement or can you really define a movement that was based on freedom and self expression. Expressionism was a cultural movement grown within a number of different art forms including poetry, literature and painting. The word expressionism is the main piece of information best describing the theme of the movement, the word expression been used to describe a facial movement to portray a mood or feeling. An artist of the expressionist movement is just recreating the expressions we paint on our faces into a emotional painting that evokes their inner most feelings, enforcing there own visualisation through an emotional response to the worlds representation. An artist of the expressionist movement aims to paint not the reality of something but instead its interior perception. Expressionism originated in Germany at the start of the 20th century with many artists breaking away from realism and developing their work t o create this new movement. Artists including Edvard Munch, Fritz Bleyl, Erich Heckel, Karl Schmidt-Rottluff, Emil Nolde, Max Pechstein and Otto Mueller where the artists who founded and stared within the expressionist movement. Expressionism was a deliberate manifestation of post-impressionism (Zigrosser, C. 1957 p.5) using the same degree of representation of painting in that they where not concerned with the form and shape of what they where painting. Many expressionist painters looked upon the work of Vincent Van Gogh, influencing there work with many expressionist painters gaining inspiration from Starry Night which represents many of the fluid movements within expressionist paintings. Influences from starry night can be found in that of Edvard Munchs work as the paint flows across the painting in the same manner. The difference was that impressionism was a recreation of what the artist saw, creating a suggested impression of the object or figure not an emotional response. The movement of expressionism was instigated mainly by the paintings of Norwegian artist Edvard Munch who was the forerunner of expressionist artwork and helped to develop and influence expressionism in Germany and parts of central Eu rope. Highly influencing many expressionist painters and leading the development of the two major expressionist groups De Brà ¼cke (The Bridge) and Der Blaue (The Blue Rider) Reiter. Munches work was mainly based on his life experiences with his work sometimes quite disturbing and violent. Munch most famously known for his series of paintings titled The Frieze of life. Many of his paintings been fuelled by his troubles in life through the death of his family in particular the painting The Scream ( 1893). In which it depicts his social anxieties within life and nature. The original title given been The Scream of Nature .The fluid movements of paint within the painting and the vivid deep colours are used to express the feelings of despair and terror. The true nature of the painting is described within the short story written by Munch that is referred to as a description of his inspiration. I was walking along a path with two friends   the sun was setting   suddenly the sky turned blood red   I paused, feeling exhausted, and leaned on the fence   there was blood and tongues of fire above the blue-black fjord and the city   my friends walked on, and I stood there trembling with anxiety   and I sensed an infinite scream passing through nature Although as do many other expressionist painters this is not a literal meaning instead describing his personal experiences within life. Expressionism is the emotional experience in its most intense and concentrated formulation. Their key note was the exploration- of mans inner life (Zigrosser, C, 1957, p.5). Munch and Van Gogh inspired many artists and lead four German artists to create an expressionist group called The Brà ¼cke. This group, located in Berlin included Ernst Ludwig Kirchner, Fritz Bleyl, Erich Heckel and Karl Schmidt Rottluff. The intention being to revolutionise the course of German art and profoundly to influence the nature of German Society (Whitford, F, 1970. P34). The Brà ¼cke were the first to be wholly expressionist painters, revolutionising art and breaking away from the atheistic criteria that had been set by there predecessors. In the development of the modern world and increasing industrialisation and urbanisation; originated a revolt in favour of the new expressionist movement and intense inner vision. Expressionism sought to separate man from society and break away from status and creat e a new group who where Avant- Garde. The group started out in mainly woodcuts and prints developing there work into paintings and rejecting the conventional traditional artwork of the classical and impressionist movements. The artist Ernst Ludwig Kirchner was said to be the founder of the group within the group it is clear that each artist has influenced each other with many of the artists paintings involving sweeping slashes in a jarring movement across the painting. Many of Kirchners paintings where of the night life and consisted of nudes and figure compositions. My goal was always to express emotion and experience with large forms and simple colours and it is my goal today (Zigrosser, C. 1957.p15).One famously known painting by Kirchner is Bathers at Moritzburg (1909) shows the spontaneity of the brush strokes used and the loosely drawn figures seen in many of this groups art works. It is also visible that there is an influence in many expressionist paintings from Gauguin as h e uses bold colours to express a certain situation and the mood and atmosphere of the place, this can be seen especially in his painting- eve -Dont Listen To The Liar (1889). This Painting could be considered to be an early expressionist painter as the atmosphere of the painting shows a certain level of anguish and despair that the viewer portrays and picks up the underlying emotions of the painting. Expressionism started to develop and a new group of expressionist painters where formed, they labelled themselves Der Blaue Reiter (The Blue Rider) as did Die Brà ¼cke they rejected their classical legacy and turned to nature and the primitive (little, s.2004.p104) . Der Blaue Reiter group consisted of Alexei Von Jawlensky, Wassily Kandinsky and Franz Marc and many more, the group came together years after Die Brucke when a painting of Kandinskys was rejected from an exhibition. This group focused on the spirituality of art and expressing there work in a imaginative way that would sometimes in the work of Kandinsky would represent childhood memories of fairy tales. After moving to Germany there work developed further and some would later describe the work of Kandinsky as abstract expressionism and was the front runner and inspiration of many abstract painters. The work of Jawlensky is mainly figurative and shows signs of cubism, in many of his paintings and other of the group links to other art movements such as cubism and fauvism can be seen. Kandinsky developed his work further and created a more modern take on the more traditional expressionist paintings. One early piece by Kandinsky is The Blaue Reiter (1903) which was Created to form colour harmonies that which would purify the soul and would be a connection between music and painting, this theme is in many of Kandinskys paintings. Kandinsky was known for having synaesthesia where he would see music as colours. Music is the ultimate teacher (Kandinsky). Kandinskys work became more abstract with him becoming interested in colour analysis and geometrical elements became an important component of his paintings. This can be seen in one of his most famous paintings Transverse line (1923) in which he used shapes and loose aggressive lines across the painting to express his feelings at the time but without using any direct connection between his personal life and the painting. Kandinsky was an important turning point in the revolution of art as many abstract painters still take inspiration and admiring his work. Expressionism was a movement defined by freedom and self expression, a way for artists to express their feelings- not directly, but through art. Expressionism was an important movement in the arts as it created and developed into many different art movements and has and still inspires many artists.

Web Site Promotion Essay -- essays research papers fc

Promoting a World Wide Web Site   Ã‚  Ã‚  Ã‚  Ã‚  As we enter the new millenium, more and more businesses are deciding to go along with building what is called sites on the world wide web, better known as a web site. It seems as though these days to many people is that all you have to do is build a web site and you are set to go. Being as upfront as possible there is an extreme downside to this method. Just building the web site will not bring anybody to the web site. To get people to visit a web site certain processes have to be taken to promote the web site. There are numerous ways out there to promote a web site. One very common and successful way to bring visitors to a web site is to send out direct electronic mail or commonly known as email. This is a very simple process in general. It simply consists of sending out emails at random or premeditated if you have the time. The emails need to contain a short paragraph describing a little about your web site and what it has to offer to those who visit the web site. Remember that with this method it is wise to not be too wordy otherwise this process can develop to be very time consuming and irritating to the sender and the receiver of the email. However it is possible to email well over 10,000 emails in just under an hour. This process can only be done if everything has been thought out thoroughly and ready to go before the process has even begun. Another possible advantage to this method is that the recipient of the email may enjoy the site and forward the same email to people that they know. Emails also cost nothing if there is already access t o the World Wide Web through an ISP (Internet Service Provider). This method is the most commonly used and it can and does work (â€Å"7 Ways†). A very similar way but much less direct method is simply to attach a signature to the end of outgoing emails. Most email providers offer this option. It simply means that at the end of outgoing email that is sent out there will be a message of individual choice at the bottom of the email where a signature would normally be on a hand written letter, thus giving it the name signature. What the message says is entirely up to the sender of the email. It is recommended that more than one signature be provided to pertain to different types of people that are emailed. The message should include your web site name, addre... ...rticle, a radio program, a newspaper, etc. Just about anything that is seen or heard by a lot of people (Kent 339). The web site promoters can also offer what is known as an affiliate program. This allows viewers of the web site a chance to carry a banner from the web site on their web site. In return offer a small commission for each person that visits the web site through the link applied on their web site. As the days go bye more and more people will have their own web site. Along with more people having a web site comes more ways to promote a web site in due time. It is always a good idea to keep up with the modern ways of promotion. Works Cited Kent, Peter. Poor Richard’s Web Site. Lakewood, CO: Top Floor Publishing, 1998. â€Å"7 Ways to Promote Your Website.† Website Promotion. n.d. n.p. 29 March 2000 â€Å"Software of the Year 1999.† Website Promotion. n.d. n.p. 29 March 2000   Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Free Visibility Software.† PromoteYourWebsite.com. n.d. n.p. 29 March 2000   Ã‚  Ã‚  Ã‚  Ã‚  

Being Ignominious Will Only Backfire :: essays research papers

Being Ignominious Will Only Backfire   Ã‚  Ã‚  Ã‚  Ã‚  Almost everyone has done something deceptive and had the result backfire. It’s usually to avoid an unfavorable event, when in the long run what was avoided still occurs. Roxy a beautiful one-sixteenth black slave tried the same thing in Pudd’nhead Wilson by switching her infant Chambers with her masters infant Tom. The infants were identical and born on the same day, the only difference was Chambers was considered black. Roxy went through with her plan to avoid her son being sold away from her, either of them going down river, and many other misfortunes that might happen.   Ã‚  Ã‚  Ã‚  Ã‚  When Roxy switched Tom and Chambers the purpose was to not only avoid sending Chambers down river, but also allow him live a life not only as a free man but also a privileged white one with heir to an estate.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Tom† grows up to be a coward and barbaric man. He is rude to other people including his real mother Roxy. Through out his childhood he has â€Å"Chambers† fight for him and get him out of his problems. â€Å"Chambers was strong beyond his years, and a good fighter; strong because he was coarsely fed and hard worked about the house, and a good fighter because Tom furnished him plenty of practice- on white boys whom he hated and was afraid of.† (Pg. 42) â€Å"Tom† is rude to other people including his real mother Roxy. He commits robbery on several occasions to make up for the money he lost while gambling. Then, after Roxy became a freed slave â€Å"Tom† sold her down river, and later murdered his uncle, Judge Driscoll, in a robbery attempt.   Ã‚  Ã‚  Ã‚  Ã‚  Pudd’nhead Wilson uses his wit and fingerprinting theory to prove in court that Tom and Chambers were switched at their young age. â€Å"Between the ages of seven months and eight months those children were changed in the cradle.† (Pg. 163) Wilson then also discovered that â€Å"Tom† murdered Judge Driscoll. â€Å"The murderer of your friend and mine- York Driscoll of the generous hard and the kindly spirit- sits in among you. Valet de Chambre, Negro and slave- falsely called Thomas a Becket Driscoll- make upon the window- the fingerprints that will hang you!† (Pg.

Greed in Julius Caesar :: Julius Caesar Essays

Greed in Julius Caesar Greed can disrupt a family, town, or even a country. The play "Julius Caesar" was a great example of the power of greed. In the play "Julius Caesar" the driving forces were Cassius, Brutus, Marc Antony, and Octavius Caesar. Cassius was the brother in-law of Brutus and was also the creator of the group of conspirators. Cassius was also a senator of Rome. Cassius's greed for power, good reputation, and his jealousy lead to Caesars death. Cassius had the most honorable man in Rome to help in his plot to kill Caesar. Brutus was the honorable roman which Cassius took control of. Brutus loved Rome and all of the Roman people. Brutus was actually the true leader of the conspirators because he made the important decisions. Brutus had a different motivation for killing Caesar. The conspirators killed Julius Caesar because they were worried that if Caesar had succeeded in becoming king all the conspirators would lose their power. Brutus's motive for killing Julius Caes ar was his fear of Caesar destroying the city of Rome. Mark Antony was a regular Roman citizen, who was good friends with Julius Caesar. After Julius Caesar's death, Marc Antony recited a speech at Julius Caesar's funeral to all the people of Rome. The speech caused the plebeians to destroy everything in sight. It was by his speech that Marc Antony got his revenge towards Brutus and Cassius. Octavius Caesar was the nephew of Julius Caesar. When he got to Rome he and Marc Antony teamed up to fight against the forces of Brutus and Cassius. It was at Brutus and Cassius's last battle where Octavius and Marc Antony succeeded in their plan. Cassius had many motives for the killing of Julius Caesar. One of Cassius's motives was his greed for power. Cassius believed that he should have as much power as Julius Caesar. Cassius was also worried that if Julius Caesar had been king he would lose all of his power and become another regular citizen of Rome. Cassius showed his greed for power when he would always talk about how Caesar would get so much power and he was treated like he was nothing.

Pom Study Guide

Service Processes – Session 1 The Lean Enterprise Clear focus in operating decisions leads to superior performance But, limits to flexibility, risk of (market or technical) obsolescence, or the routine Operations Strategy is about deciding what solution to offer (product or service), to who, and how to deliver it. [pic] [pic] [pic] [pic] [pic] Manufacturing Process – Session 2 Distinct business processes are appropriate to create distinct value propositions Jumbled flow (job shop) for low volume and highly customized solutions †¢ Disconnected line flow (batch) for multiple products in moderate volumes †¢ Connected line flow (Assembly line) for high volume of major products †¢ Continuous flow for commodity products Important sources of cost differentials †¢ Operations strategy †¢ Operational efficiency The dynamics of the product-process matrix †¢ Positioning in the P-P matrix is not only driven by operations strategy but also by the product lifeline †¢ Moving in the P-P matrix requires changing the entire mindset/culture of the organization [pic] [pic] [pic] [pic] pic] Part II – Business Process Analysis and Improvement Customer Response Performance in Services – Session 3 From parameters to performance If s = 1 server [pic]or use lookup table if s > 1 Parameters sNumber of Servers ?Frequency of arrivals -> x/day / x/hr / x/minute ?Average service time -> days / hrs / minutes ?=1/ ? Service rate ?Utilization; ? = /s CVCoefficient of variation; CV = ? /? (stddev/mean) CVSVariation of service time = / , = 1 if Exponential, 0 if constant. CVAVariation of arrival rate = / , = 1 if Poisson. Average performance measures WqWaiting time WTotal throughput timeLqNumber of customers in the queue LNumber of customers in the system Wq + ? Customer response time Single Server What are the parameters? ?,? , CVA, CVS 1. Find ? = 2. Find Wq from the formula above 3. Lq = ? Wq W = Wq + ? L = ? W Multiple Server 1 . What are the parameters? ?,? , s 2. Find ? = /s 3. Find Lq from table using s and ? ; Assumes CVA = 1 and CVS = 1. 4. Wq = Lq/? W = Wq + ? L = ? W Assembly lineJob Shop CVS0> 1 CVA^v Utilization (target)~90%~60% If multiple production machines, equalize Lq across the production lines Waiting is â€Å"inevitable†, even with less than 100% utilization Scale effects, ? †¢ Utilization effects, ? /(1- ? ) †¢ Variability effects, (CVA2 + CVS2)/2 Little’s Law: Inventory = rate x wait (on average) In general, for stable systems (? < 1), the average inventory in system = average arrival rate x average time in system. Can also be used to calculate the average time in system. L = ? W Managing waits/customer response time †¢ Remove non-value added steps to reduce processing time (? v, ? v) †¢ Reduce variability in demand (CVAv) and process (CVSv) †¢ Pool resources to more effectively use existing capacity (s^) Lessons for Life: Keep slackWhat is the Goa l of the Enterprise? – Session 4 Definitions ThroughputThe rate at which the system generates revenues Production is not revenue Capacity utilization is not the goal, only a possible means to achieve it InventoryThe level of capital invested in the system â€Å"It takes money to make money† †¦ just don’t take too much Money costs money; Opportunity cost of equity, interest charged on debt. Managing with bottlenecks 1. Find the bottleneck 2. Maximize throughput by exploiting the bottleneck o Avoid starving the bottleneck (create buffer for some inventory in front of it). Lost capacity at bottleneck is lost forever o Schedule to keep it busy. Reduce number of setups at the bottleneck (big batches) 3. Elevate: Increase capacity at bottleneck o Reduce length of setup time at the bottleneck o Quality check: Don’t let bad parts be processed on the bottleneck o Offload work to any other resource that can handle it (e. g. cross training, task offloading; res ources in-house or contracted out) o More capacity at bottleneck means more throughput 4. As one bottleneck is resolved, a new bottleneck appears elsewhere. Repeat! 5.Minimize inventory at non-bottlenecks o ‘Drum’ and ‘rope’ scheduling to let the bottleneck set the pace for input materials, to ‘balance flow’. o Reduce batch sizes at non bottle-neck o Efficiency & capacity improvements at non-bottleneck may reduce inventory, but won’t improve throughput 6. Bottleneck early in process simplifies flow management 7. The bottleneck may also be o Accounting systems or focus on operational targets (are not goals, should enable achievement of goals) o Mindsets o Suppliers o Market The â€Å"Goal† approach to management 1. Identify your goal . Identify your bottleneck 3. Exploit your bottleneck a. Don’t starve the bottleneck b. Lost capacity at the bottleneck is lost forever 4. Subordinate all other decisions to step 3 a. The bottle neck is the â€Å"drum† for loading the system 5. Elevate your bottleneck a. Find ways to increase the capacity at the bottleneck 6. Identify your next bottleneck a. Don’t let inertia set in Process of Continuous Improvement †¢ WHAT is it that I should seek to achieve? What is the fundamental challenge? †¢ WHERE is the bottleneck? What prohibits me/us from doing better? †¢ HOW to change?How can I alleviate or even remove this bottleneck? It is the task of the manager to create a process for continuous improvement, not just ad hoc solutions. Key Lessons from Industrial Excellence Award (IEA) Changing Strategies3 months Changing Product Design6 months – 2 years Changing Plant Process2 – 4 years Excellence of Plant Managers †¢ Forecast needed changes in company’s manufacturing strategy †¦ before anyone tells them †¢ Prepare plant’s processes for future changes in product mix †¦ before anyone tells them Busines s Process Economics – Session 5 Process Model Effective capacity of process as a whole is determined by the bottleneck step (step with the smallest effective capacity, expressed in units of final output) †¢ Expressed in units of final output, the effective capacity of a process step depends on downstream losses †¢ Effective capacity of a step also depends on the net availability of that step (including working hours, equipment breakdowns, preventive maintenance, †¦) †¢ In a continuous process, no inventory between steps is allowed. If one step becomes unavailable all upstream steps are immediately blocked and all downstream steps are immediately starved.Levers for Process Improvement †¢ Yield improvements/quality control o Before bottleneck ? Reduce input cost per unit output (lower variable costs! ) ? Capacity doesn’t change (bottleneck still limiting factor) o After bottleneck ? More output per unit input (lower variable costs! ) ? Capacity i ncreases (effect on fixed cost allocation per unit) ? Might change the bottleneck †¢ Bottleneck speed improvement (infrastructure/availability similar) o Increases capacity – more productive hours o Unit variable costs don’t change (same output per unit input) o Bottleneck might shift Ask to see throughput model †¢ Volatility: Can be in demand and price more than in production process Key Lessons †¢ Process flow analysis is needed to understand economics of production and value of improvement, which is essential for good business decisions †¢ The impact of levers for improvement depend on where (in the system) they are used: o Improvement at bottleneck ? Improves the whole system ? May shift the bottleneck o Yield (and quality) improvement before bottleneck ? Use less input per unit output o Yield (and quality) improvement after bottleneck ? Produce more outputs per unit inputYou can always improve by implementing continuous improvement/learning eff orts. Part III – Inventory: Operations and Tactics Customer Response Performance in Manufacturing Operations – Session 6 The Toyota Production System is the benchmark. Definitions BlockingCaused when downstream is slower than upstream StarvationCaused when downstream is faster than upstream BTFBuild-To-Forecast BTOBuild-To-Order Response Times – CRT ? TPT = OQT + PCT CRTCustomer Response Time TPTThroughput Time OQTOrder Queue Time PCTProcess Cycle Times The role of inventory Blocking goes down with inventory, use idle time to produce buffers.If we have a buffer, then starvation will also go down. Push 1. No WIP control 2. If buffer before has units, you produce at next machine Pull 1. WIP control 2. If inventory buffer after needs units, you produce at previous machine If no variability, PUSH = PULL! As variability increases for each machine, what happens to system capacity and why? †¢ As CV2 increases, we are already losing capacity and further increase ha s less effect. †¢ Asymptotic behaviour – capacity approaches 0. As serial length of facility increases, what happens to system capacity and why? As length increases, we are already losing capacity to variability and further increase has less effect. †¢ Asymptotic behaviour – capacity approaches 0. †¢ Once again, kanban length increases capacity. WIP Strategy | |Push |Pull | |BTO | |Target | |BTF |Compaq Now |>^ | Producing to Forecast – Session 7 Supply Chain Management – How Much To order |Demand |5 |6 |7 | |Probability |1/3 |1/3 |1/3 | Cost: $5 |Price |$5. 05 |$10 |$100 | Order Quantity |5 |6 |7 | Reasoning: Margin vs Cost. If margin < Cost, = Cost or > Cost, order quantity will vary accordingly. |Qty |5 |6 |7 | |E[Sales] |5 |5*1/3 + 6*2/3 |5*1/3 + 6*1/3 + 7 * 1/3| |E[Lost Sales] |1 |1/3 |0 | |E[Salvage] |0 |1/3 |1 | E[Demand] = 6 E[Sales] = E[Demand] – E[Lost Sales] E[Salvages] = i – E[Sales] i = ordered quantity -C + VProb (D ? i) = 0 VProb(D ? i) = C Prob(D ? i) = C/V i = ? + z?E[Profits] = Revenue – Cost = Price * E[Sales] + Salvage*E[Salvage] – i * C E[Sales] = E[Demand] – E[Lost Sales] E[Lost Sales] = E[D – i] = NormalLoss(z)* ? Supply Decisions – Alternative Manufacturing / Processing 1. Calculate â€Å"Profit† function for alternative 1 (piV1 – C1) 2. Calculate â€Å"Profit† function for alternative 2 (piV2 – C2) 3. Solve for pi by setting piV1 – C1 = piV2 – C2 4. pi defines the breakpoint. a. Alternative 1 is better when P(D? i) ? pi b. Alternative 2 is better when P(D? i) > pi 5. Use the z-lookup table to find z for pi a. Use this to calculate the order quantity for Alternative 1 (i1) 6.Calculate the full chance tree for option 2 to find total order quantity (i*) 7. Calculate i2 = i* – i1 Note: If multiple options, repeat process successively. Business Process Competition: M&S and Zara – Session 8 |[pic] |[pic] | Inventory Management depends upon the clock speed of the process †¢ Long lead times -> Forecast -> FGI Process (in contrast to product) innovation is an enormous weapon that can disupt the basis of competition †¢ Drive to mass customization, postponement, †¦ †¢ Shifts the diagonal of the product-process matrix downContinuous improvement is a key competitive weapon too, but can lead to rigidity †¢ Market segments, product needs, and technologies shift o Can you adapt your process and market approach fast enough? †¢ Business process reengineering is a difficult alternative to execute †¢ Business process portfolio management may be a good alternative Part IV – Total Quality Management Quality Management in Services – Session 9 Deming †¢ Prevention rather than cure o Process Improvement o Plan, Do, Check, Act †¢ Variations in Manufacturing and Service performance comes from o Process Design – 99% Process Operati ons – 1% †¢ How to divide process variations across design and operations? †¢ Process variation occurs due to many factors o Normal Distribution! ? Central tendency = mean (? ) ? Variability = standard deviation (? ) Historical Performance †¢ Process is in control – process works well according to historical performance †¢ Process is out of control – process has changed 1. Historical mean [pic] 2. Two points consecutively close to UCL or LCL 3. Five consecutive points above/below mean 4. Increasing or decreasing trends (mean is shifting) Tracking Mechanics Discrete variables (Yes/No or OK/defect measure) †¢ P-chart (or s-chart) track proportion defectives (or cumulative number of defectives) †¢ Identify when process goes outside of lower control limit (LCL) or upper control limit (UCL) †¢ Continuous variables (width, time, temp, †¦) †¢ X-bar identifies changes in central position (process mean) through tracking sample mean †¢ R-bar identifies changes in variability (process variation) through tracking sample range (hi-low) Capability analysis †¢ What is the currently â€Å"inherent† capability of my process when it is â€Å"in control†? Conformance analysis SPC charts identify when control has likely been lost and assignable cause variation has occurred Investigate for assignable cause †¢ Find â€Å"Root Cause(s)† of Potential Loss of Statistical Control Eliminate or replicate assignable cause †¢ Need Corrective Action To Move Forward Process Capability & Total Quality Management – Session 10 Definitions CpProcess Capability ratio CpkProcess Reliability Index LCLLower Control Limit LSLLower Specification Limit LTLLower Tolerance Limit (See LSL) UCLUpper Control Limit USLUpper Specification Limit UTLUpper Tolerance Limit (See USL) Potential [pic] gt; 1implies that potential is good, i. e. that the specification limits are greater than the potential performance of the system < 1implies that the potential is bad Performance [pic] > 1implies that performance is good, i. e. that the upper and lower specification limits are more than 3 standard deviations away from the mean performance of the system Why Quality? †¢ Revenue Impact – Customer Satisfaction o Value o Fitness of Use †¢ Cost Impact – Cost of poor quality o Prevention costs o Appraisal costs o Internal failure costs o External failure costs Costs of Quality : Juran model Prevention Costs |Appraisal Costs |Internal Failure|External Failure | | | |Costs |Costs | |Very good machines |Inspection costs |Cost of rework |Costs of warranty | |Very well-trained |Review costs |Scrap costs |Customers go to | |workers | | |competitors | |Excellent, |Workers stopping |Lost time on |Legal costs | |well-defined process |the line |machines | | |Standard operating |Process improvement| |Brand image | |procedures defined |costs | |affected | |clearly | | | | At each stage, costs multiply by a factor of 10!!! The Process Improvement Cycle – PDCA †¢ PLAN a quality improvement o Select theme, grasp situation, preliminary analysis, training programmes, introduce tracking measures and controls, etc†¦ †¢ DO the investigations for improvements Investigate the deviations from â€Å"normal† behaviour – these are opportunities for improvement – and find improvement actions †¢ CHECK the effectiveness of improvement actions o Confirm the effect of countermeasures †¢ ACT by implementing the improvement measures throughout the company [pic] PART V – Course in Review Inventory Between Buyers and Suppliers – Session 11 JIT – Just in Time †¢ Produce what the customer wants, when it is wanted, in the amount it is wanted, where it is wanted †¢ High Volume †¢ Low Inventory (raw materials, WIP, FGI) †¢ Demand pull (produce when needed) †¢ Little JIT: scheduling, inve ntory †¢ Bit JIT (â€Å"lean†): eliminate waste in all activities (scheduling, inventory, human resources, vendors, technology) Seven Forms of Waste (â€Å"MUDA†) |Seven Methods to Eliminate Waste | |Overproduction |Focused factory networks | |Waiting time |Group technology | |Transportation waste |Quality at the source | |Inventory waste |JIT production | |Processing waste |Uniform plant loading | |Waste of motion |Kanban production | |Product defects |Minimize setup times | JIT vs JIT II |JIT |JIT I |Ideal view: piece for piece; lot for lot | | | |Eliminate excess (RMI, WIP and FGI) inventory | | | |Pull supply chain view | | | |Supplier timely and efficient source (RMI) | |JIT II |Administration and management | | | |Eliminate administrative waste | | | |Supplier pulls production from his own plant | | | |Supplier is an effective source of ideas too | Potential gains †¢ Reduced lead times of delivery †¢ Reduced costs of procurement †¢ Avoid exces s inventory stock †¢ Better monitoring of incoming quality †¢ Greater role in new product development for supplier Potential hazards †¢ Supplier gains inside information on cost, process & design †¢ Loss of bargaining power with supplier †¢ Cannot change suppliers easily Requirements for JIT II to create opportunities for win-win †¢ Fair prices †¢ Commitment Communication †¢ Transparency Increasing competition leads to greater focus on core competencies and process efficiencies †¢ JIT is about having lean manufacturing processes to reduce waste †¢ JIT II is about reducing waste with suppliers and distributors Benefits of JIT II include †¢ Improve communication across firm boundaries †¢ Reducing rework †¢ Reducing duplication †¢ Offload work to any other resource that can handle it (e. g. cross training, task Real Just-In-Time delivery (less inventory in the supply chain) †¢ Increased involvement in the buyer- supplier relationship results in better products/services for the customer Conditions for JIT II to work Sufficient volume and transactions to generate cost savings †¢ Supplier has good engineering capabilities to improve overall product/service †¢ Supplier does not provide core technologies for the buyer †¢ TRUST†¦. How to build trust? o Common goal, open communication, and commitment ———————– Prob(D< i) -c C = c – s ith unit demanded Prob(D ? i) Salvage Value ith unit not demanded Revenue Value = revenue – salvage Work in Progress PUSH PULL No Inventory Control Inventory Control Finished Goods Inventory Build-To-Forecast Build-To-Order FGI >> 0 FGI ~0 Capability Analysis Conformance Analysis Eliminate Assignable Cause Investigate for Assignable Cause Pom Study Guide Service Processes – Session 1 The Lean Enterprise Clear focus in operating decisions leads to superior performance But, limits to flexibility, risk of (market or technical) obsolescence, or the routine Operations Strategy is about deciding what solution to offer (product or service), to who, and how to deliver it. [pic] [pic] [pic] [pic] [pic] Manufacturing Process – Session 2 Distinct business processes are appropriate to create distinct value propositions Jumbled flow (job shop) for low volume and highly customized solutions †¢ Disconnected line flow (batch) for multiple products in moderate volumes †¢ Connected line flow (Assembly line) for high volume of major products †¢ Continuous flow for commodity products Important sources of cost differentials †¢ Operations strategy †¢ Operational efficiency The dynamics of the product-process matrix †¢ Positioning in the P-P matrix is not only driven by operations strategy but also by the product lifeline †¢ Moving in the P-P matrix requires changing the entire mindset/culture of the organization [pic] [pic] [pic] [pic] pic] Part II – Business Process Analysis and Improvement Customer Response Performance in Services – Session 3 From parameters to performance If s = 1 server [pic]or use lookup table if s > 1 Parameters sNumber of Servers ?Frequency of arrivals -> x/day / x/hr / x/minute ?Average service time -> days / hrs / minutes ?=1/ ? Service rate ?Utilization; ? = /s CVCoefficient of variation; CV = ? /? (stddev/mean) CVSVariation of service time = / , = 1 if Exponential, 0 if constant. CVAVariation of arrival rate = / , = 1 if Poisson. Average performance measures WqWaiting time WTotal throughput timeLqNumber of customers in the queue LNumber of customers in the system Wq + ? Customer response time Single Server What are the parameters? ?,? , CVA, CVS 1. Find ? = 2. Find Wq from the formula above 3. Lq = ? Wq W = Wq + ? L = ? W Multiple Server 1 . What are the parameters? ?,? , s 2. Find ? = /s 3. Find Lq from table using s and ? ; Assumes CVA = 1 and CVS = 1. 4. Wq = Lq/? W = Wq + ? L = ? W Assembly lineJob Shop CVS0> 1 CVA^v Utilization (target)~90%~60% If multiple production machines, equalize Lq across the production lines Waiting is â€Å"inevitable†, even with less than 100% utilization Scale effects, ? †¢ Utilization effects, ? /(1- ? ) †¢ Variability effects, (CVA2 + CVS2)/2 Little’s Law: Inventory = rate x wait (on average) In general, for stable systems (? < 1), the average inventory in system = average arrival rate x average time in system. Can also be used to calculate the average time in system. L = ? W Managing waits/customer response time †¢ Remove non-value added steps to reduce processing time (? v, ? v) †¢ Reduce variability in demand (CVAv) and process (CVSv) †¢ Pool resources to more effectively use existing capacity (s^) Lessons for Life: Keep slackWhat is the Goa l of the Enterprise? – Session 4 Definitions ThroughputThe rate at which the system generates revenues Production is not revenue Capacity utilization is not the goal, only a possible means to achieve it InventoryThe level of capital invested in the system â€Å"It takes money to make money† †¦ just don’t take too much Money costs money; Opportunity cost of equity, interest charged on debt. Managing with bottlenecks 1. Find the bottleneck 2. Maximize throughput by exploiting the bottleneck o Avoid starving the bottleneck (create buffer for some inventory in front of it). Lost capacity at bottleneck is lost forever o Schedule to keep it busy. Reduce number of setups at the bottleneck (big batches) 3. Elevate: Increase capacity at bottleneck o Reduce length of setup time at the bottleneck o Quality check: Don’t let bad parts be processed on the bottleneck o Offload work to any other resource that can handle it (e. g. cross training, task offloading; res ources in-house or contracted out) o More capacity at bottleneck means more throughput 4. As one bottleneck is resolved, a new bottleneck appears elsewhere. Repeat! 5.Minimize inventory at non-bottlenecks o ‘Drum’ and ‘rope’ scheduling to let the bottleneck set the pace for input materials, to ‘balance flow’. o Reduce batch sizes at non bottle-neck o Efficiency & capacity improvements at non-bottleneck may reduce inventory, but won’t improve throughput 6. Bottleneck early in process simplifies flow management 7. The bottleneck may also be o Accounting systems or focus on operational targets (are not goals, should enable achievement of goals) o Mindsets o Suppliers o Market The â€Å"Goal† approach to management 1. Identify your goal . Identify your bottleneck 3. Exploit your bottleneck a. Don’t starve the bottleneck b. Lost capacity at the bottleneck is lost forever 4. Subordinate all other decisions to step 3 a. The bottle neck is the â€Å"drum† for loading the system 5. Elevate your bottleneck a. Find ways to increase the capacity at the bottleneck 6. Identify your next bottleneck a. Don’t let inertia set in Process of Continuous Improvement †¢ WHAT is it that I should seek to achieve? What is the fundamental challenge? †¢ WHERE is the bottleneck? What prohibits me/us from doing better? †¢ HOW to change?How can I alleviate or even remove this bottleneck? It is the task of the manager to create a process for continuous improvement, not just ad hoc solutions. Key Lessons from Industrial Excellence Award (IEA) Changing Strategies3 months Changing Product Design6 months – 2 years Changing Plant Process2 – 4 years Excellence of Plant Managers †¢ Forecast needed changes in company’s manufacturing strategy †¦ before anyone tells them †¢ Prepare plant’s processes for future changes in product mix †¦ before anyone tells them Busines s Process Economics – Session 5 Process Model Effective capacity of process as a whole is determined by the bottleneck step (step with the smallest effective capacity, expressed in units of final output) †¢ Expressed in units of final output, the effective capacity of a process step depends on downstream losses †¢ Effective capacity of a step also depends on the net availability of that step (including working hours, equipment breakdowns, preventive maintenance, †¦) †¢ In a continuous process, no inventory between steps is allowed. If one step becomes unavailable all upstream steps are immediately blocked and all downstream steps are immediately starved.Levers for Process Improvement †¢ Yield improvements/quality control o Before bottleneck ? Reduce input cost per unit output (lower variable costs! ) ? Capacity doesn’t change (bottleneck still limiting factor) o After bottleneck ? More output per unit input (lower variable costs! ) ? Capacity i ncreases (effect on fixed cost allocation per unit) ? Might change the bottleneck †¢ Bottleneck speed improvement (infrastructure/availability similar) o Increases capacity – more productive hours o Unit variable costs don’t change (same output per unit input) o Bottleneck might shift Ask to see throughput model †¢ Volatility: Can be in demand and price more than in production process Key Lessons †¢ Process flow analysis is needed to understand economics of production and value of improvement, which is essential for good business decisions †¢ The impact of levers for improvement depend on where (in the system) they are used: o Improvement at bottleneck ? Improves the whole system ? May shift the bottleneck o Yield (and quality) improvement before bottleneck ? Use less input per unit output o Yield (and quality) improvement after bottleneck ? Produce more outputs per unit inputYou can always improve by implementing continuous improvement/learning eff orts. Part III – Inventory: Operations and Tactics Customer Response Performance in Manufacturing Operations – Session 6 The Toyota Production System is the benchmark. Definitions BlockingCaused when downstream is slower than upstream StarvationCaused when downstream is faster than upstream BTFBuild-To-Forecast BTOBuild-To-Order Response Times – CRT ? TPT = OQT + PCT CRTCustomer Response Time TPTThroughput Time OQTOrder Queue Time PCTProcess Cycle Times The role of inventory Blocking goes down with inventory, use idle time to produce buffers.If we have a buffer, then starvation will also go down. Push 1. No WIP control 2. If buffer before has units, you produce at next machine Pull 1. WIP control 2. If inventory buffer after needs units, you produce at previous machine If no variability, PUSH = PULL! As variability increases for each machine, what happens to system capacity and why? †¢ As CV2 increases, we are already losing capacity and further increase ha s less effect. †¢ Asymptotic behaviour – capacity approaches 0. As serial length of facility increases, what happens to system capacity and why? As length increases, we are already losing capacity to variability and further increase has less effect. †¢ Asymptotic behaviour – capacity approaches 0. †¢ Once again, kanban length increases capacity. WIP Strategy | |Push |Pull | |BTO | |Target | |BTF |Compaq Now |>^ | Producing to Forecast – Session 7 Supply Chain Management – How Much To order |Demand |5 |6 |7 | |Probability |1/3 |1/3 |1/3 | Cost: $5 |Price |$5. 05 |$10 |$100 | Order Quantity |5 |6 |7 | Reasoning: Margin vs Cost. If margin < Cost, = Cost or > Cost, order quantity will vary accordingly. |Qty |5 |6 |7 | |E[Sales] |5 |5*1/3 + 6*2/3 |5*1/3 + 6*1/3 + 7 * 1/3| |E[Lost Sales] |1 |1/3 |0 | |E[Salvage] |0 |1/3 |1 | E[Demand] = 6 E[Sales] = E[Demand] – E[Lost Sales] E[Salvages] = i – E[Sales] i = ordered quantity -C + VProb (D ? i) = 0 VProb(D ? i) = C Prob(D ? i) = C/V i = ? + z?E[Profits] = Revenue – Cost = Price * E[Sales] + Salvage*E[Salvage] – i * C E[Sales] = E[Demand] – E[Lost Sales] E[Lost Sales] = E[D – i] = NormalLoss(z)* ? Supply Decisions – Alternative Manufacturing / Processing 1. Calculate â€Å"Profit† function for alternative 1 (piV1 – C1) 2. Calculate â€Å"Profit† function for alternative 2 (piV2 – C2) 3. Solve for pi by setting piV1 – C1 = piV2 – C2 4. pi defines the breakpoint. a. Alternative 1 is better when P(D? i) ? pi b. Alternative 2 is better when P(D? i) > pi 5. Use the z-lookup table to find z for pi a. Use this to calculate the order quantity for Alternative 1 (i1) 6.Calculate the full chance tree for option 2 to find total order quantity (i*) 7. Calculate i2 = i* – i1 Note: If multiple options, repeat process successively. Business Process Competition: M&S and Zara – Session 8 |[pic] |[pic] | Inventory Management depends upon the clock speed of the process †¢ Long lead times -> Forecast -> FGI Process (in contrast to product) innovation is an enormous weapon that can disupt the basis of competition †¢ Drive to mass customization, postponement, †¦ †¢ Shifts the diagonal of the product-process matrix downContinuous improvement is a key competitive weapon too, but can lead to rigidity †¢ Market segments, product needs, and technologies shift o Can you adapt your process and market approach fast enough? †¢ Business process reengineering is a difficult alternative to execute †¢ Business process portfolio management may be a good alternative Part IV – Total Quality Management Quality Management in Services – Session 9 Deming †¢ Prevention rather than cure o Process Improvement o Plan, Do, Check, Act †¢ Variations in Manufacturing and Service performance comes from o Process Design – 99% Process Operati ons – 1% †¢ How to divide process variations across design and operations? †¢ Process variation occurs due to many factors o Normal Distribution! ? Central tendency = mean (? ) ? Variability = standard deviation (? ) Historical Performance †¢ Process is in control – process works well according to historical performance †¢ Process is out of control – process has changed 1. Historical mean [pic] 2. Two points consecutively close to UCL or LCL 3. Five consecutive points above/below mean 4. Increasing or decreasing trends (mean is shifting) Tracking Mechanics Discrete variables (Yes/No or OK/defect measure) †¢ P-chart (or s-chart) track proportion defectives (or cumulative number of defectives) †¢ Identify when process goes outside of lower control limit (LCL) or upper control limit (UCL) †¢ Continuous variables (width, time, temp, †¦) †¢ X-bar identifies changes in central position (process mean) through tracking sample mean †¢ R-bar identifies changes in variability (process variation) through tracking sample range (hi-low) Capability analysis †¢ What is the currently â€Å"inherent† capability of my process when it is â€Å"in control†? Conformance analysis SPC charts identify when control has likely been lost and assignable cause variation has occurred Investigate for assignable cause †¢ Find â€Å"Root Cause(s)† of Potential Loss of Statistical Control Eliminate or replicate assignable cause †¢ Need Corrective Action To Move Forward Process Capability & Total Quality Management – Session 10 Definitions CpProcess Capability ratio CpkProcess Reliability Index LCLLower Control Limit LSLLower Specification Limit LTLLower Tolerance Limit (See LSL) UCLUpper Control Limit USLUpper Specification Limit UTLUpper Tolerance Limit (See USL) Potential [pic] gt; 1implies that potential is good, i. e. that the specification limits are greater than the potential performance of the system < 1implies that the potential is bad Performance [pic] > 1implies that performance is good, i. e. that the upper and lower specification limits are more than 3 standard deviations away from the mean performance of the system Why Quality? †¢ Revenue Impact – Customer Satisfaction o Value o Fitness of Use †¢ Cost Impact – Cost of poor quality o Prevention costs o Appraisal costs o Internal failure costs o External failure costs Costs of Quality : Juran model Prevention Costs |Appraisal Costs |Internal Failure|External Failure | | | |Costs |Costs | |Very good machines |Inspection costs |Cost of rework |Costs of warranty | |Very well-trained |Review costs |Scrap costs |Customers go to | |workers | | |competitors | |Excellent, |Workers stopping |Lost time on |Legal costs | |well-defined process |the line |machines | | |Standard operating |Process improvement| |Brand image | |procedures defined |costs | |affected | |clearly | | | | At each stage, costs multiply by a factor of 10!!! The Process Improvement Cycle – PDCA †¢ PLAN a quality improvement o Select theme, grasp situation, preliminary analysis, training programmes, introduce tracking measures and controls, etc†¦ †¢ DO the investigations for improvements Investigate the deviations from â€Å"normal† behaviour – these are opportunities for improvement – and find improvement actions †¢ CHECK the effectiveness of improvement actions o Confirm the effect of countermeasures †¢ ACT by implementing the improvement measures throughout the company [pic] PART V – Course in Review Inventory Between Buyers and Suppliers – Session 11 JIT – Just in Time †¢ Produce what the customer wants, when it is wanted, in the amount it is wanted, where it is wanted †¢ High Volume †¢ Low Inventory (raw materials, WIP, FGI) †¢ Demand pull (produce when needed) †¢ Little JIT: scheduling, inve ntory †¢ Bit JIT (â€Å"lean†): eliminate waste in all activities (scheduling, inventory, human resources, vendors, technology) Seven Forms of Waste (â€Å"MUDA†) |Seven Methods to Eliminate Waste | |Overproduction |Focused factory networks | |Waiting time |Group technology | |Transportation waste |Quality at the source | |Inventory waste |JIT production | |Processing waste |Uniform plant loading | |Waste of motion |Kanban production | |Product defects |Minimize setup times | JIT vs JIT II |JIT |JIT I |Ideal view: piece for piece; lot for lot | | | |Eliminate excess (RMI, WIP and FGI) inventory | | | |Pull supply chain view | | | |Supplier timely and efficient source (RMI) | |JIT II |Administration and management | | | |Eliminate administrative waste | | | |Supplier pulls production from his own plant | | | |Supplier is an effective source of ideas too | Potential gains †¢ Reduced lead times of delivery †¢ Reduced costs of procurement †¢ Avoid exces s inventory stock †¢ Better monitoring of incoming quality †¢ Greater role in new product development for supplier Potential hazards †¢ Supplier gains inside information on cost, process & design †¢ Loss of bargaining power with supplier †¢ Cannot change suppliers easily Requirements for JIT II to create opportunities for win-win †¢ Fair prices †¢ Commitment Communication †¢ Transparency Increasing competition leads to greater focus on core competencies and process efficiencies †¢ JIT is about having lean manufacturing processes to reduce waste †¢ JIT II is about reducing waste with suppliers and distributors Benefits of JIT II include †¢ Improve communication across firm boundaries †¢ Reducing rework †¢ Reducing duplication †¢ Offload work to any other resource that can handle it (e. g. cross training, task Real Just-In-Time delivery (less inventory in the supply chain) †¢ Increased involvement in the buyer- supplier relationship results in better products/services for the customer Conditions for JIT II to work Sufficient volume and transactions to generate cost savings †¢ Supplier has good engineering capabilities to improve overall product/service †¢ Supplier does not provide core technologies for the buyer †¢ TRUST†¦. How to build trust? o Common goal, open communication, and commitment ———————– Prob(D< i) -c C = c – s ith unit demanded Prob(D ? i) Salvage Value ith unit not demanded Revenue Value = revenue – salvage Work in Progress PUSH PULL No Inventory Control Inventory Control Finished Goods Inventory Build-To-Forecast Build-To-Order FGI >> 0 FGI ~0 Capability Analysis Conformance Analysis Eliminate Assignable Cause Investigate for Assignable Cause

Market Control: Boeing

Boeing is no doubt a market leader in the aircraft manufacturing industry with heavy presence in virtually all continents.   This places Boeing in a better place in the market control due to its ability and potential to influence aircraft prices.   Although market control for Boeing has not been that easy considering the stiff competition from competitors such as Airbus, mostly it is Boeing which evidently exerts a great deal of influence on the price of aircrafts. As a result, Boeing has been able to combine cutting edge technology with its market position to its advantage. Although aircraft-manufacturing industry has considerably many players, few have a global presence and can significantly have an input in the market control.   Boeing happens to be among the few players who influence prices. The fact that there are relatively more buyers of aircrafts than there are sellers especially of heavy and fighter airplanes means that the sellers can easily exert market control.   Considering this imbalance between strength of buyers and the control of the manufacturers, Boeing has come up as a market power.   The ability of Boeing in market control is not only evident in price control, but in innovation of new and modern products such as; custom made accommodation in the aircrafts especially targeting the business and tourist segment of market. Evidence of market control of Boeing is seen in the positively sloped supply curve which has characterized the market prices for Boeing’s products in the past decade.   Market control has had an effect on Boeing especially considering that, all of the functions of management such as planning; organizing, coordinating and controlling are pegged on market performance.   Market control has seen profits for Boeing stabilize which means the management of Boeing can strategically plan for expansion programs and other programs with certainty. With market control, it is easier to estimate sales volume with certainty, and therefore planning for staff needs becomes easy for Boeing as well as the organization of Boeing’s organizational structures.   It becomes easier for the management of Boeing to control its internal processes as well as its external process due to its market control ability.   Market control has made it possible for Boeing to source and maintain highly motivated staff due to the fact that Boeing has been able to maximize profits. The market control especially on aircraft prices by Boeing portents the danger of pushing small competitors out of business. As a result of market control by Boeing, there lacks perfect control as Boeing together with a few other industry big players continue to drive small firms out of business and therefore denying the buyers the freedom of choice as well as the satisfaction that comes with the freedom of choice.   Market control has resulted into a near monopoly situation in the aircraft manufacturing industry although in actual sense, Boeing’s environment is oligopoly. Market control by Boeing has resulted into a situation whereby, due to lack of many potential substitutes, Boeing continues to exert influence in pricing, making its prices some of the most exorbitant in the market.   On the other hand, market control has seen Boeing grow into a very profitable organization therefore creating benefits to the society by providing job opportunities as well as by engaging in sponsorship programs in the society. As a result of the market control mechanism employed by Boeing, decision-making process has become easy, as delegation is possible.   Market control mechanisms at Boeing has made it possible for the management at Boeing to execute its organizing, planning, coordinating and controlling functions easily as the market is friendly, less turbulent and predictable.   Despite the sustained competition from Airbus, Boeing still commands market control and it should be able to regain some of the market share it has lost to Airbus in the past few years. Reference http://www.iht.com/articles/2005/01/13/aribus_ed3._.php Accessed on 8/4/2007. www.tau.ac.il/~razin/Airbus%20versus%20Boeing%20revisited.doc Accessed on 8/4/2007.