Seven Steps to Solving the Housing Crisis - 1113 Words

The crisis that America has found herself in, to be completely blunt and honest, all revolves around stupidity and bad choices. American citizens that had absolutely no business even thinking of buying a house flooded the market and were encouraged by greedy bankers that were out to make a profit, without thinking of the consequences or morals involved. Now the government has over stepped their boundaries and are spending this country into such deep debt, which makes one think that that light at the end of the tunnel is an oncoming train with no hope of slowing down, let alone stopping. The solution to this economic crisis is outlined in seven easy baby steps: 1. America needs to create a small emergency fund (at least a million†¦show more content†¦Houses would be paid for, jobs would open up, the stock market would probably not shift as much as it does, welfare programs would become obsolete, over 70% of Americans would stop living pay check to pay check, and everyone w ould retire with dignity. Everyone could get themselves educated, which would make us all winners, and broke people would stop buying houses that they can’t afford. If everyone bought houses that they could afford then there would be no more foreclosures; especially if everyone had an emergency fund to give them an alternative if something happened. If businesses weren’t built on debt, especially sole proprietorships, then businesses wouldn’t have to lay a bunch of people off or cut down productivity. America needs to save to help take care of her people and Americans need to take care of themselves so that we all win in the end. Lastly, America needs to build a bunch of wealth and give a bunch of it away. This concept is for the government and her people because when one gives and it becomes a habit, that person is forever changed. It reminds them that it’s not all about them. It’s not about getting a bunch of stuff that they can’t afford to impress people that they don’t even like. It’s about taking care of your neighbor; it’s about being a selfless person and nation in a selfless world. America needs to invest in herself again, because the best invest oneShow MoreRelatedThe Current World s Population1409 Words   |  6 Pagesworld s population is approximately seven billion people, and the amount of time that it takes for the population to increase by another billion is decreasing with each billion. According to the World Population Data sheet, there will be about eight billion people by the year 2020, and this is due to its continuation of growth (Southwick 159). A clear understanding of the causes and what might possibly happen is the first step to dealing with the population crisis. The world s human population hasRead MoreThe Community Action Partnership Of San Luis Obispo County1431 Words   |  6 Pagescan only house up to 235 occupants at a time (SLO Homeless...). At any given time, as I had mentioned earlier, between 2,000 and 4,000 people are homeless in our county. It doesn’t take a mathematician to figure out that there is not nearly enough housing options available to those in need. Now, that’s not to say that there are only two places that offer programs to help the homeless. We have many programs such as the Community Action Partnership of San Luis Obispo which offers many different servicesRead MoreEmotional Wellness1692 Words   |  7 Pagesto have accepted the way I look at myself physically, as in body image, and accept that I am different. * My family * My job, I seem to volunteer a lot for my internship * The feeling that I am almost reached my dream, just a few more steps up the staircase. Part2. Depression. Depression  may be described as feeling sad, blue, unhappy, miserable, or down in the dumps. Most of us feel this way at one time or another for short periods. True clinical depression is a mood disorder inRead MoreFoster Care Crisis : The Mirror For Society2803 Words   |  12 PagesBrittany King Adrian Chevraux-Fitzhugh Soc 305 26 April 2014 Foster Care Crisis: The Mirror for Society There can be no keener revelation of a society s soul than the way in which it treats its children. –Nelson Mandela America idolizes youth, dubbing it a time of freedom, innocence, and incorruptible joy. However, approximately 400,000 foster kids in the US might understand childhood as something very different (Children’s Bureau).To them, youth may represent chains to an unstable, corruptRead MoreEssay on Environmental Ethics2347 Words   |  10 Pageslife on Earth, and discus our social obligations to refrain from further damaging our environment, health and life for future generations. I will discus the need for appropriate actions and the ethical application in the decision making process on solving environmental concerns. 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First let us understand the importance of all the positions so that we can eliminate or combine those positions into three. Recovery Manager – The Recovery Manager is said to be the manager of the team called Recovery Management Team. The recovery manager has the power to take final decisions during the recovery process. Recovery manager must be able to deal with the situations under pressure. He should be best in solving problemRead MoreThe Disproportionate Number of African-American Males Incarcerated Within the United States2992 Words   |  12 Pagesis a difficult social dilemma that needs to be more fully understood and addressed. This paper will explore the mass incarceration of African-American men. The paper will look into the prevalence, causes, consequences, and offer solutions to this crisis. Specifically, seeking to find what factors have created such high levels of criminal justice control for African-American males, and explore the impact on the family and community. Incarceration is immense in the United States. Since the 1980sRead More12 Social Determinants of Health3971 Words   |  16 PagesKEY DETERMINANT -- 1. Income and Social Status UNDERLYING PREMISES EVIDENCE Health status improves at each step up the income and social hierarchy. High income determines living conditions such as safe housing and ability to buy sufficient good food. The healthiest populations are those in societies which are prosperous and have an equitable distribution of wealth. Why are higher income and social status associated with better health? If it were just a matter of the poorest and lowest status groupsRead MoreThreats to Bioreserves4807 Words   |  20 Pageseconomy, climate change, exponential human population growth, ecological overshoot, biotic impoverishment and reduction of biodiversity, renewable resource depletion, energy allocation, environmental refugees) would produce a ripple effect in the other seven and probably throughout the entire biospheric life support system (Solomon et al. 2009). Reducing risk in the context of the eight interactive global crises would be a difficult undertaking even if the task only involved scientific evidence. Mixed

The Time of Change - 847 Words

The Time of Change â€Å"You can’t tax business. Business doesn’t pay taxes. It collects taxes.† by Ronald Reagan. This quote really stands out because in this time period there are high taxes. Taxes were one of the big problems in the progressive era. There were extremely high tariffs and the percentage was different in other parts in the U.S. During the late 1800s and early 1900s there were reforms done Economically and Socially . Economically, There were lots of Acts published by Woodrow Wilson talking about how the consumers pay way too much for taxes. The Underwood Tariff Act of 1913 decreased the tax by ten percent. Woodrow Wilson then enforces tariffs because he wanted to win the election and people liked him because he was going to do something that the citizens would like. Socially, there were progressives who didn’t like how them and there peers were being treated because it was disgusting and filled with filth. There air was polluted and there were diseases sprea ding every where. Progressives paid and helped the citizens with their living conditions. Socially, the U.S. in the 1890-1920s was a time for reform. Due to the slums, health, working wages this motivated a man named Jacob Riis. He was a muckraker, that being said he would expose the slums of New York City with horrible and disgusting photographs in newspapers and in meetings. This attracted many citizens around the world. The images were so graphic that it hit many people. The health in this time inShow MoreRelatedThe Time of Change1346 Words   |  6 Pages A Time of Change How could this happen and why? My brother and I were shocked and wondered why we had to move away. My parents explained to us why we had to move. My dad had gotten a new job far from home and the travel time was too much for him. I stayed awake all night trying to think of how to explain this to my friends. I thought why me and why now, what am I going to do? The next morning me and my brother met Ian, Luke and Abby our good friends. I explained to them about the move. WeRead MoreThe Importance Of Time To Change902 Words   |  4 PagesTime to Change has been successful in creating a movement and campaign against mental health stigma in England. Their national surveys show an overall attitude trend between 2008 and 2016 was positive with a 9.6% change, which is an estimated 4.1 million people with improved attitudes towards mental. They have also seen a positive trend in peoples willingness to live with, work with and continue a relationship with someone with mental health prob lems improved by 11% (Time to Change). These statisticsRead MoreClimate Change in Time815 Words   |  3 PagesClimate change is when there are different measures of climate during a period of time. It includes, big changes in the weather regarding temperature, wind patterns and more that occur over several years. 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Everyone cares about how they look and what kind of clothes they wear, it has alwaysRead MoreWar Changes Throughout Time720 Words   |  3 Pagesintegrity, and discipline. War has not only changed over the past 150 years but in the 3 or 4 years that war is actually going on. People, weapons, and motives are all changing from the time the first boy takes a step onto the journey to finding himself. From the first face you see to the last everything changes some good, some bad but in the end all you can do is march forward. War has changed in many ways one being the sensitivity of war. It has decreased from the the moment the war starts toRead MoreLegalization Of Marijuan The Time For Change1359 Words   |  6 PagesLegalization of Marijuana: The Time for Change Marijuana has been an ongoing controversial issue for quite some time now. 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A Case of Itp Case Study Free Essays

1. How and where are platelets produced in the body? Platelets are known as thrombocytes and are produced in red bone marrow. They are stimulated when a blood vessel becomes injured and breaks. We will write a custom essay sample on A Case of Itp Case Study or any similar topic only for you Order Now Platelets are responsible for clotting a vessel to stop the body from losing all of its blood. 2. Describe the role played by platelets in hemostasis. Hemostatis involves constriction of blood vessels, activity of platelets, and activity of blood clotting factors. Platelets work together with other blood proteins to form fibrin. The fibrin forms a net that traps blood cells in order to create a clot. The clotting balanced by the clotting that is stopped when the vessel is healed 3. Define thrombocytopenia and list the more common causes of this condition. Thrombocytopenia is a shortage of thrombocytes which can be caused by many different diseases, such as: leukemia, HIV, myelofibrosis, Gaucher’s disease, or immense blood transfusions. 4. What are the potential consequences of a low platelet count? Difficulty to cease bleeding is a major consequence. Symptoms such as skin bleeding, petechiae, huge bruises from slight injuries, bleeding gums, blood in stool or urine, and intense menstrual periods are all consequences of having a low platelet count. 5. What drugs have been associated with the development of thrombocytopenia? Heparin, quinidine, quinine, sulfa-containing antibiotics, and some oral drugs for diabetes, rifampin and gold salts are all drugs that are associated with thrombocytopenia. . How is thrombocytopenia treated in individuals diagnosed with the condition? If it is caused by a drug, then discontinued use is recommended. Corticosteroids or intravenous immune globulin can be used to temporarily block the effects that destroy platelets. The spleen can also be surgically removed or the patient can receive plasma transfusions. 7. How might removal of the spleen (splenectomy) result in an increase in the number of circulating platelets? The spleen’s function is to remove antibodies. If the spleen is removed, there will not be a production of protective antibodies aimed at the autoantibody and platelets will increase. 8. What is Idiopathic Thrombocytopenic Purpura (ITP)? ITP is a bleeding disorder brought about by thrombocytopenia, but it is not connected with a general disease. Most of the time, it is chronic in adults and acute in children. It results from antibody development aimed at an autoantibody. How to cite A Case of Itp Case Study, Free Case study samples

Honeywell International Success free essay sample

This paper introduces the reader to Honeywell International Inc. We will write a custom essay sample on Honeywell International Success or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Honeywell is a world leader in the application of lean manufacturing and its Six Sigma Plus processes. With the use of carefully monitored cost standards, net present value in investment decisions, and the transparency of the company’s financial statements are all methods that Honeywell has successfully implemented and utilized to reach and maintain their status as a world-wide competitor. The company has continued its growth, despite the market downturn that began in 2007, and continues to prove its resilience and pioneering spirit by continually improving their product lines, globally expanding their market, and, monitoring and maintaining financial stability. Its forward thinking and willingness to take risk will provide Honeywell the capacity to maintain its role as a major competitor and contributor to the growth and recovery of our economy. Table of Contents Page Abstract2 Company Overview4 Six Sigma and Lean Manufacturing8 The Use of Standard Costs11 The Use of Net Present Value14 Summary15 References18 Honeywell International Inc. is an American based advanced-technology company that manufactures aerospace and automotive products; residential, commercial, and industrial control systems; specialty chemicals and plastics; and engineered materials. Its assent into history can be traced back to 1885, spanning 125 years of history. Honeywell International is a $38 billion diversified technology and manufacturing leader, with 132,000 employees in over 100 countries and it a Fortune 75 Company. It is a diverse and global-wide organization and is a leading supplier of avionics and electronics, consumable hardware, engine controls, environmental controls, landing systems, power systems, propulsion engines, aerospace services and space products, and systems for the aerospace industry, as well as Original Equipment Manufacturers (OEMs) of commercial, regional, business and military aircraft and spacecraft. Today, its main competitors in the aerospace defense product and service industry are BorgWarner Inc. , Johnson Controls Inc. and United Technologies Corp. State-of-the-art technology, world known brands and global solutions have placed Honeywell in the unique position as one of the premier worldwide suppliers in the aerospace industry, offering solutions of systems, products and services to the largest aerospace and airline companies in the industry. Throughout their 125 years in business, Honeywell has helped revolutionize the aerospace industry with its dedication to research and development and its enthusiasm to advance technology in their various markets. Honeywells reliable and efficient aerospace services and support programs deliver the right level of engineering expertise, maintenance services and asset availability solutions to simplify operations while keeping systems and equipment at peak operational performance. It has proven to be successful in its quest for growth and global expansion from the time of inception. Their quest to acquire and expand began in 1927; the original company, Minneapolis Heat Regulator Company, and Honeywell Heating Specialty Co. merged to form the Minneapolis-Honeywell Regulator Co. From the merger, the name Honeywell was adopted and has remained the same since. In the course of its acquisitions, Honeywell purchased other businesses whose focus was in the controls area; among those acquisitions, was Brown Instrument Co. who was a wide-reaching leader in the field of industrial controls and indicators. This acquisition further increased their already successful market to a wider range of customers, as Minneapolis-Honeywell Regulator Co. had already established an overseas trading agreement with Japanese distributors such as Yamatake Trading Company. It was no surprise that, in 1934, Honeywell pursued and eventually acquired Time-O-Stat Controls Corporation. With the acquisition of Time-O-Stat, Honeywell further expanded its global presence, establishing offices in Toronto, Canada and The Netherlands; a few years later, they had offices in London and Stockholm. By 1941, Honeywell had expanded into markets in Chile, Panama, Trinidad, New Zealand, Argentina, and South Africa. By 1972, it operated 25 wholly-owned subsidiaries, 142 branch offices, and joint ventures in five countries outside the U. S. True to its reputation as a risk taker, Honeywell ventured into the computer industry. This venture was brief and by 1991 Honeywell was on longer in the computer business. Even though the venture was short lived, it proved to be of great value; Honeywell used the knowledge gained from their digital computer experience and applied it to the traditional field of automation control, integrating sensors, and activators. In 1986, Honeywell purchased Sperry Aerospace, and markedly enhanced its position in the aerospace industry. Edson Spencer, Honeywell chairman and chief executive officer, said the purchase was among the most important his company had made, It is an outstanding opportunity for Honeywell that positions us for the long term in a market that is expected to have significant growth for the next 10 years commercial and military aviation (Arnold, 2012). This purchase made Honeywell the worlds leading integrator of avionics systems, incorporation flight controls, space vehicles, and the first FAA-certified wind shear warning system. It continued to expand, and by 1993, the company continued its world-wide expansion by opening affiliates in Abu Dhabi, China, Oman, Romania, and the Ukraine. In a span of 26 years, Honeywell had operations in 95 countries through 83 wholly-owned subsidiaries and 13 joint ventures. One of the most noted and discussed mergers occurred in 1999 when AlliedSignal, a diverse manufacturer, bought Honeywell for $13. 8 billion in stock. AlliedSignal kept the Honeywell name, merging offices, and closed its Morristown, New Jersey headquarters. The merger resulted in a major restructuring for Honeywell which added to its product line and services. The deal created a company with $25 billion in annual sales and a market capitalization in excess of $45 billion. The merger gave the combined company the marketing edge, providing their airline customers to take advantage of new technology that would boost cost savings for both parties. In an unexpected turn, the early part of 2001 brought difficulties for Honeywell when the European Commission rejected the purchase of Honeywell by General Electric (GE). In October 2001, Honeywell and GE, the largest corporation in the world and the number one producer of jet engines, announced the intent to embark on one of the largest industrial mergers in history. The plan was for GE to acquire Honeywell, the largest worldwide supplier of non-engine aerospace equipment. During negotiations it was anticipated that there would be no antitrust problem; as GE and Honeywell were not competitors and not part of the same supply chain. The merger was intended to bring together complementary products that were component parts of large jet aircraft. The deal would have been the largest industrial merger in history. Instead, it became recognized as the first, and so far only, merger between US companies to be derailed solely by the European anti-trust authorities, while being cleared by the US Department of Justice (DoJ). On July 3, 2001, in an unprecedented act, the EU officially rejected the planned $42 billion acquisition of Honeywell International Inc. , by GE. The merger was denied by the EU after concluding that the merger would create or strengthen dominant positions on several markets and that the remedies proposed by G.E. were insufficient to resolve the competition concerns resulting from the proposed acquisition of Honeywell. The merger between G. E. and Honeywell, as it was notified, would have severely reduced competition in the aerospace industry and resulted ultimately in higher prices for customers, particularly airlines† (Pellegrini, 2001). Despite the fact that the GE buyout failure was a stumbling block, Honeywell used the experience to strengthen its core businesses by continuing to develop and introduce new products. The company started an aggressive acquisition strategy with the goal to increase revenues and decrease cost in a strategy that, â€Å"†¦divested small, underperforming operations, reduced the number of suppliers, and streamlined operations in small ways elsewhere† Honeywell History, n. a. ) The results paid off for Honeywell, as they continued to win a large percentage of their contract bids, sales were ahead of budget, and the rate of turnover in managers did not significantly increase from the same period in the prior year, and customer satisfaction was up. Honeywell faced some challenges after the GE debacle, however, by making changes it displayed that tenacity, hard work and a willingness to take risk, can result in huge payoffs. Honeywell continued to streamline and improve their lean manufacturing processes, i. e. Six Sigma Plus, implement and ensure compliance of the company code of conduct and maintain its dominance as a government contractor. Honeywell began its Six Sigma process and concept of self-managed teams in 1995 to â€Å"drive data-based decision making, ensure quality levels, and improve customer satisfaction† (Crager, 2007). Through training, leadership, and senior management support, Honeywell successfully developed their Six Sigma program. In late 2001 Honeywell combined the concepts of lean manufacturing and Six Sigma in a program called Six Sigma Plus to create a more robust program. The program was designed to align improvement objectives directly with business needs by integrating top talent and generating bottom-line results. Six Sigma Plus is an overall strategy to accelerate improvements in all processes, products and services, and reduce the punitive cost of poor quality through elimination of waste and reduction of defects and variations. One of the ultimate aims documented in the Six Sigma Plus strategy is providing maximum value to customers by applying a logical and structured approach to all business processes. One of the pluses of Six Sigma is that it empowered employees, allowing them to make decisions that impacted how their unit or line was performing. This provided Honeywell an excellent tool that is a highly respected measure of excellence. (M. Calderon, personal communication, May 1, 2012) Honeywell took the basic concept of Six Sigma and created its own version which is known as Six Sigma Plus. It is currently used across all businesses and brands to drive growth and productivity. â€Å"The standard operates by providing a measurement of how effective the organization is in eliminating defects and variations from processes. To meet its requirements, a process must operate at 3. 4 defects or less per million opportunities. This equates to 99. 9997% error free† (Six Sigma Plus, n. d. ). Conscious application of the Six Sigma methodology to all business processes delivers greater value to its customers and makes Honeywell a more desirable business partner. The implementation of lean manufacturing processes has enabled Honeywell to maintain tight controls in all aspects of the managerial accounting processes. With the use of managerial accounting, Honeywell has ensured that their productions and service is well planned and controlled. With the budget cuts facing government, private sector job loss, and tightened markets, it is impressive that Honeywell has continued to maintain its sales growth in the United States. The diversity of Honeywell’s world-wide enterprise, exemplifies the importance of a creative corporate marketing approach. Honeywell consists of unique business units, with each, offering a variety of products and services. Strategies and implementation of those strategies must be developed and executed at the corporate, business unit, and product levels. Overall, strategy and long-term planning are guided by the company’s vision and stated mission. At the business level, planning begins with an examination of the current situation, including technological changes and competitive effects. By using this type of analysis, Honeywell is better equipped to address and identify threats and new business opportunities. Decisions to pursue new opportunities are followed by establishing a set of objectives, often stated in terms of market share, sales volume, or profitability. Subsequently, business and marketing strategies are developed to achieve those objectives. Effective execution of strategy in implementation must then occur for objectives to be realized. Effective financial statement analysis will be a primary indicator that indicates the progress and demonstrates whether company goals are being met. Honeywell has been a leader in their industry in planning and control and have used financial analysis in depth to evaluate and control their growth and profitability. It continues to be effective in identifying opportunities to improve the organization’s efficiency and in developing strategic plans to realize those opportunities. By using a diversity of analytical tools Honeywell is better prepared in making operating decisions, such as how and where products are to be manufactured and serviced, whether insourcing or outsourcing is more equitable, and whether to expand and the area to expand to. Timely and accurate financial statement preparation is critical to the success or failure of a business. The financial officer, owner, partner or members management team of a business must review the business financial statements and have a good understanding of them. Financial statements are critical to Honeywell’s ability to make solid, informed decisions. Such decisions are needed in order for Honeywell to meet one of its primary goals, which is to realize a high rate of return on their investments. The measurement and success of this initiative is arrived at by measuring it against other industry averages. This information helps Honeywell understand that current initiatives do show a market response. In view of the fact that the industry average can be general in nature the industry average should be used as a guide. A failure to use the data appropriately can mislead investors and have a disastrous affect on Honeywell’s reputation and marketability. Achieving their strategic plan will not only involve Honeywell’s internal planning and controlling, but it will also involve the support of creditors and investors. Both are key players in providing capital needs to support new initiatives and milestones; the use of financial statements in this process will no doubt be the backbone of the decision making process. It is difficult to know the health and direction of a company if financial statements are not reviewed in a timely manner. In its pursuit of investors, or the success in the results of an external audit, the financial statements are the ultimate representation of company’s financial position. In general accounting practices, Honeywell uses process costing for its furnace thermostats (home products division) and job costing for customized aerospace contracting products. When thinking in terms of standard costs and whether they would be beneficial, one factor to consider is the fact that Honeywell is a world-wide producer with operations in many countries outside of the United States (US). There are ramifications when doing business overseas as well as doing business in the US and each scenario has its own benefits and consequences that are unique to specified circumstances. Honeywell, like their competitors has migrated to low cost countries because of the labor rate differential. The move to overseas production creates additional concerns and dynamics. World-class manufacturing in today’s competitive environment demands more than a single-minded focus on eliminating defects. Since the introduction of Six Sigma and Lean tools to their operations over a decade ago, Honeywell has delivered significant results for customers in terms of the quality, delivery and value of our products and services. To achieve competitive advantage in today’s environment, Honeywell has continued to build on its Six Sigma and Lean foundation, and identify new ways to differentiate themselves. Benchmark companies such as Toyota and Nissan use Six Sigma and Lean tools. Like Honeywell, they also have a disciplined management system that standardizes work and engage employees in improving work processes. In doing this, organizations have achieved tremendous performance improvements. The Honeywell Operating System is a comprehensive, integrated approach to managing their organization. It is characterized by a consistent focus on results for the benefit of our customers, not on the use of specific tools. The objective is to simplify and standardize processes everywhere, to remove variation across operations, and to drive significant and sustainable improvements in safety, quality, delivery and cost. Employees are encouraged use tools such as Six Sigma, in achieving a common purpose: global wide use of an operating system that consistently yields excellent results for the customers and the company. Implementing standardized cost standards is not an easy task and it will take time. Honeywell maintains that standardization will evolve to fit different business environments and changing customer needs and will become an essential part of the process that will bind their company across business and geographic boundaries. Honeywell’s workforce consists of residents of the country they are in to satisfy requirements imposed by foreign nations. It is almost mandatory to have overseas operations to reduce labor and material costs; however, these operations come with high risk. Foreign workers are not always equipped with the necessary skills to perform the manufacturing duties required by a highly technical company. The expense of employing and developing such a workforce can create additional costs. In determining what the additional costs, standard costs prove beneficial because they would provide Honeywell the ability to budget costs with a great understanding and degree of confidence. A standard cost system allows a company to factor in methods that would absorb the periods in which higher costs are identified due to foreign employment development and when costs are low or minimal due to workforce stabilization. In its foreign production, Honeywell will have to set attainable standards in order maintain its performing baseline. Another factor in foreign operations is the volatile condition of the world. The United States is not always welcomed in other countries. It is not uncommon for a common protest to turn into a major world crisis. Such examples are those of the uprisings in Israel and Libya. Honeywell hosts operations in Israel, where relations between the government and the general population are volatile and unpredictable. In addition, we have seen several instances where regimes have changed power and attitudes toward the US in a matter of days. Standard costing is paramount as an aide for monitoring and managing the risk of unpredictability. It is a healthy practice that can protect Honeywell from severe monetary damage if a foreign tragedy should affect the business. The information obtained from standard costing aides Honeywell against the volatility of today’s markets and the strategy of its competitors. Honeywell is continuously improving its processes, products and management style to maintain their competitive edge. To be competitive, Honeywell will continue to use their standard cost system to help them execute planning and control of their strategic priorities. Tracking costs will also help Honeywell identify weakness and variances in their production system. Undetected problems in the areas of materials and labor can eventually raise variance to a point of hindering Honeywell from maintaining their core competencies. Consequently, today’s market provides no room for error, but every opportunity for a competitor to gain the lead. In many respects, some of the rationale that goes into using standard costs also applies to formulating the right strategy to gain a positive Net Present Value. Honeywell’s reach is global and therefore its investment opportunities are also global. Due to the unique factors involved with global markets, it is necessary for Honeywell to perform critical planning for investment decisions. Honeywell has a reputation as an organization that is willing to take risks to make money. It has done that by acquiring other business or expanding its existing facilities for future business. Such expansions are expensive and these expansions require additional staff which adds to the cost of investment. Large expenditures are a challenge to control the net present value (NPV) and require clear identification of cost and risks in order to be a success. Strategic moves, such as partnering with the national government, can leverage the way to a positive NPV. In this approach, there are tradeoff between the corporation and the government in which both interests can be mutually met. Corporation’s like Honeywell utilize these paths in order to reduce investment costs and have accurate projections for calculating and incorporating NPV baselines. Because of the ongoing activity of many investments occurring at one time, it is critical that Honeywell has complete knowledge of their NPV and ensure profitable investments are achieved. Failing to do this can result in major losses, especially when an unplanned shortfall occurs. Although the investment sounds promising, it is critical that NPV is properly measured. It is also advisable from an NPV and program management position that Honeywell phase its investment into NPV milestones which help determine if they should move forward to the next phase of the investment. This process would provide a safeguard while allowing the innovation to prove itself. While the actual rate of return (IRR) that  a given project ends up generating will often differ from its estimated IRR rate, a project with a substantially higher IRR value than other available options would still provide a much better chance of strong growth. IRRs can also be compared against prevailing rates of return in the securities market. If a firm cant find any projects with IRRs greater than the returns that can be generated in the financial markets, it may simply choose to invest its retained earnings into the market. The need for Honeywell to practice continuous NPV drills in a market with circumstances such as those faced in China by US companies, is critical. While both countries maintain a civil business partnership, there is an unspoken adversarial relationship which creates instability. China is strategically positioning itself as a global power therefore, the relationship between both countries is precarious and any misstep by Honeywell could severely damage the existing business relationship. Another potential concern for Honeywell is that China is currently the largest lender to the US. At the point that China reaches the economic capacity to sustain its prosperity internally, we have to ask ourselves if they will request repayment by the US prior to maturity dates. As we have seen in several European countries, a request of that magnitude could destabilize an already fragile US economy. In consideration of this scenario, and other contributing factors, Honeywell should be careful in investment planning, and phase its activities so that the NPV is not contingent upon results that will take a long period to realize a return. In summary, Honeywell has proven itself as a world leader of technology. This corporation is known world-wide and is a household name. Honeywell leads the way in advanced switching and sensing technology in their home division, and its aerospace division. In spite of the GE failure, it has kept its mark on the global economy through market highs and lows and has maintained its dominant position in an extremely competitive industry. As a long-time survivor and global competitor on the world stage, Honeywell continues to make its mark in history by developing innovative safety products, driving the modernization of global air traffic management, revolutionizing combat technology and their commitment to improving operational efficiencies. Honeywell continues to display their dominance with its diversity and profitable risk taking ventures. Perhaps Honeywell’s greatest strength has been the fact that it has adapted to a world that is ever changing and has embraced the challenge that other companies find daunting. With the continued vision to improve processes for safety, quality and cost, reducing waste, and using integrated strategies Honeywell continues to be a standard for their industry. They continue to be innovative and competitive and have a strong commitment to bringing profitable products that their customers need and want. Due to the diversity and competitive market that Honeywell has chosen to operate in, it is of extreme importance that the company maintains sound financial practices that will support the moral fiber and marketability of the company. As Honeywell moves into the future I believe they will continue to perfect their processes to produce the right financial statements, useful in calculating their position in the market, and providing the best advice for investment decisions. The proper use of standard costs and net present value are an example of the critical tools that ensure Honeywell continues to thrive in today’s unknown global conditions. Also critical to the success of Honeywell is the continued utilization of strong and proper ethical practices as the company is well known, world-wide competitor and a representative of the American business ethics and values. Whether it is in the Middle Eastern or the Far East, Honeywell is known and recognized; such a position makes it important for Honeywell to be transparent in its fiscal disclosures. Sound financial practices are essential to Honeywell in order for the company to continue its success and market dominance. Primary emphasis on these practices will serve to maintain Honeywells status and help them make the most profitable investment decisions for their investors and the company. As recent as April 23, 2012, Honeywell declared a â€Å"regular quarterly dividend of $0. 3725 per share on the companys outstanding common stock. The dividend is payable on June 8, 2012 to shareowners of record at the close of business on May 18, 2012† (Honeywell Declares Quarterly Dividend, 2012). If this is any indication, Honeywell will continue to be a viable global competitor and financial contributor to our financial and job market. Honeywell is an excellent example of an organization that is forward thinking and proactive. It has operated with a strong ethical code of conduct, strong financial discipline and an ever present focus on the future. This methodology and ideology will ensure their continued financial growth and market expansion. It is apparent that their cost standards, lean processes, and disciplined managerial financial management has enabled them to overcome obstacles, secure their position as a global competitor and a viable contender in today’s competitive, technology-oriented world.

A True Profession

Brahmanism For Beginners

Brahmanism For Beginners Brahmanism,  also known as Proto-Hinduism, was an early religion in the Indian sub-continent that was based on Vedic writing. It is considered an early form of Hinduism. Vedic writing refers to the Vedas, the hymns of the Aryans, who if they actually did so, invaded in the second millennium B.C. Otherwise, they were the resident nobles. In Brahmanism, the Brahmins, who included priests, performed the sacred offices required in the Vedas.   The Highest Caste This complex sacrificial religion emerged in 900 B.C.  The strong Brahman power and priests who have lived and shared with the Brahman people  included an Indian society caste where only members of the highest caste were able to become priests. While there are other castes, such as the Kshatriyas, Vaishyas, and the Shudras, the Brahmins include priests who teach and maintain sacred knowledge of the religion. One large ritual that occurs with local Brahman males, that are part of this social caste, includes chants, prayers, and hymns. This ritual occurs in Kerala in South India where the language is unknown, with words and sentences being misunderstood by even the Brahmans themselves. Despite this, the ritual has been a part of the male culture in generations for more than 10,000 years. Beliefs and Hinduism The belief in one true God, Brahman, is at the core of the Hinduism religion. The supreme spirit is celebrated through the symbolism of the Om.  The central practice of Brahmanism is sacrifice while Moksha, the liberation, bliss and unification with the Godhead, is the main mission. While the terminology varies by the religious philosopher,  Brahmanism is considered to be the predecessor  of Hinduism.  It is regarded as the same thing due to the Hindus getting their name from the Indus River where the Aryans performed the Vedas. Metaphysical Spirituality Metaphysics is a central concept to the Brahmanism belief system. The idea is that That which existed before the creation of the universe, which constitutes all of the existence thereafter, and into which the universe will dissolve into, followed by similar endless creation-maintenance-destruction cycles according to Sir  Monier Monier-Williams  in  BrÄ hmanism and HindÃ… «ism.  This type of spirituality seeks to understand that which is above or transcends the physical environment we live in. It explores life on earth and in spirit and acquires knowledge  about human character, how the mind works and interaction with people.   Reincarnation The Brahmans believe in reincarnation and Karma, according to early texts from the Vedas. In Brahminism and Hinduism, a soul reincarnates on earth repeatedly and eventually transforms into a perfect soul, reuniting with the Source. Reincarnation can happen through several bodies, forms, births, and deaths before becoming perfect. Sources From Brahmanism to Hinduism: Negotiating the Myth of the Great Tradition, by Vijay Nath. Social Scientist, Vol. 29, No. 3/4 (Mar. - Apr. 2001), pp. 19-50.

Criminal Justice Portfolio Essay Example | Topics and Well Written Essays - 1500 words

Criminal Justice Portfolio - Essay Example It may also encompass legal guarantees of access to information, protection of journalists, public’s limited access to the media and right of reply or correction†. Discussion: My position on the issue is that the press should be given complete freedom to function within its own framework of guidelines, and there should be restrictions only on careless or false reporting. My opinion is correct because the public has the right to the true facts of any information of significance, and transparency will ensure decline in corruption. According to the Final Annotated Survey of the State of the First Amendment (2005: p.2), the results show that 47% of the public felt that the amount of freedom the press enjoyed was â€Å"about right†, 39% felt that the press had too much freedom, too little freedom was the verdict of only 10%, and the remaining 4% did not know. The viewpoint of the majority is supported by McQuail (2003: p.54) who states that social responsibility theory became an essential point of reference in the growing trend towards the professionalization and self-regulation of the press. Conclusion: The small minority of the public who believe that the press should have less freedom should consider one important reason for freedom of the press: that those in high public office, in businesses or in responsible social posts will need to show results, and also keep free from wrongdoings. Introduction: According to Klay; Sewell (1996: p.241) development and application of criminal justice technology for the purpose of individual liberty is possible only in communities that share and perpetuate democratic norms. Emphasizing on â€Å"responsible use†, the democratic communitarian theory requres the use of technology to strengthen unity within the community, while exercising restraint and avoiding the creation of potentially threatening technologies. Discussion: My

How is the use of body language different in humans and in animals Essay

How is the use of body language different in humans and in animals - Essay Example It can apply to many types of soundless communication, such as formalized gestures. (Wikipedia.) Animals, although not bestowed with the gift of speech, can effectively convey a variety of emotions, both within their group as well as with humans. Some examples of feline, dolphin and gorilla body language can be considered: Fear triggers an adrenaline rush, causing the cats back and tail to arch and the hair to bristle. This is mainly intended to dissuade potential attackers. When fearful, nervous and defensive, their ears flatten or twitch and their eyes dilate fully. Confident, aggressive cats in response to direct confrontations with intruders, narrow their pupils to slits for better depth perception and stare down their opponents, their ears stand up, facing forward or folded so that the backs are seen head-on. To create the illusion of being larger, an aggressive cat will approach the defensive cat in a prancing sideways motion with its rear end held high and tail slung low. (Animalplanet.com.) Bonobos, a subspecies of chimpanzees, are also adept with certain forms of communication. Research into non-human Great Ape language suggest that apes are capable of using human modes of communication to communicate with humans and other apes (Wikipedia.) In essence, although both humans and animals use body language to convey a variety of emotions, it can be said that humans have evolved from a time where body language was the sole means of communication, to the ability to speak and use body language at the same time to convey the meaning more emphatically. In animals, body language is one of the primary means of

Critical analysis of market access with regard to the ECJ rules on Outline

Critical analysis of market access with regard to the ECJ rules on free movement of goods - Outline Example To be noted in this regard, ECJ has imposed a few laws regarding the free movements of goods and market integration within EU member states. ECJ has also imposed several laws that has emphasised environmental protection as well as social policies ensuring transparency and equality to a considerable extent2. Based on this understanding, the study intends to examine the pros and cons associated with the free movement of goods allowed by ECJ, to obtain a critical purview of the market access enjoyed by participant countries. An elaborated rational will be delivered regarding the method to be used when considering the stated aim for this study. To be noted in this regard, as the study will follow a qualitative approach, it is important to determine the variables to be considered when performing the intended thematic analysis of the gather information. With this emphasis, the chapter will hence discuss about the assumptions taken to interpret how market access to EU, for the member states as well as for the foreign nationals, are getting influenced by the prevailing free trade regime as per the ECJ. This chapter will elaborate on the importance of ECJ over internal market integration. This particular chapter will therefore contain a critical review of the viewpoints presented by researchers that will help to provide a detailed overview regarding the ECJ’s contribution towards the market integration. A methodological brief of the study will also be delivered in this section wherein the rationalisation will be provided concerning the selection of the literature. To be stated precisely, literature published within the span of past 10 years will be considered for the study, although this bar of the mentioned period will be ignored when referring to cases. That is, cases must be relevant to free trade of goods in EU and be registered under ECJ to be

The Adkar Change Management Model Business Essay

The Adkar Change Management Model Business Essay Industrial Laboratory Problems with Production, Efficiency, and Flow. Continuous quality improvement is the focus of a quality based leader in an industrial QC laboratory, but laboratory leaders that are deficient in quality assurance knowledge can struggle with analyzing production, efficiency, or workflow problems. Major issues industrial QC laboratory leaders encounter are uneven workloads, poor work scheduling, lack of cross training, overstrained work activities, and inefficient wasteful processes (Reynolds, 2009). To combat these issues of poor laboratory efficiency and quality, assertive laboratory leaders may try to improve conditions by implementing an efficiency system, such as lean 5S. Problem recognition, by industrial QC laboratory leaders, is a valuable first step to continuous quality improvement. Insufficient understanding of the complexity involved in inefficient culture, the lean 5S system purpose, and change management leads to failure for most industrial laborator y leaders in sustaining a meaningful and successful lean 5S culture change. 5S Description as a Foundation to Lean, and 5S Failure 5S is a five step system for altering the environment of an industrial lab that is inefficient, wasteful, and displaying poor quality into a lab that is organized, experiences smooth work flow of product and personnel, and is visually enhanced; as a result, bringing wasteful issues to the forefront for continuous improvement. The 5S system is a quality improvement development originating in Japan; unequivocally, the five Ss are seiri, seiton, seiso, seiketsu, and shitsuke (Hirano,1992); however, in the English version the five Ss have been given the names sort, set in order, shine, standardize, and sustain (5S Supply, 2011). Each step of the 5S system works together. 5S starts with sort, where an industrial laboratory visually organizes and labels its entire inventory in groups of importance and categorical description; for instance, marking all laboratory equipment as essential, possible essential, and non-essential (Nilipour Jamshidian, 2005). All non-essential items are marked with a red tag and then taken to a holding area for non-value added item disposal. Sort is the step of removing waste that reduces clutter and improves organization for moving on to the next step in the 5S system, set in order. Set in order is the orderliness step where all value-added inventory items are organized and properly labeled for easy use and access. Access to items is determined by how often they are needed or used; for example, frequently used laboratory equipment and tools should be kept close to the area of need, and less frequently used items can be stored away in a properly labeled area for easy discovery (Froeh ling, 2009). Organizational tools are implemented such as labeling cabinets and shelves, color coding equipment and tools, and outlining and labeling work areas. Organizing, labeling, and placing laboratory tools and equipment in their designated locations allow for ease of the next 5S step of shine. Shine involves cleaning the laboratory, removing dirt and grime, and making the lab shine. Cleanliness and orderliness provides an industrial lab environment for easily identifying and eliminating waste and non-value added items. To make the 5S system part of everyday lab activities, the first three steps of 5S must become part of laboratory standard operating procedure; for this reason, the work needs to be standardized through work tasks (Froehling, 2009). Each employee of the lab must do his or her part in continually organizing, eliminating waste, and cleaning; subsequently, these tasks are done by implementing the fourth step of standardize. Once the 5S system is standardized, it must be reinforced through the sustain step which involves such activities as auditing, appraisal, and positive feedback; consequently, sustain is the step most practitioners neglect and do not fully implement, therefore leading to failure of this step. According to Hogg (2005), the sustain step, of the 5S system, is where the majority of 5S failure occurs. There are those that consider the 5S system as basic housekeeping, and if a practitioner were to look at the first three steps of 5S, it would be (Eaton, 2000). What the laboratory leaders fail to recognize is the true application of all five steps of 5S as the foundation to a lean laboratory and as a permanent culture change to a lab that has operated in the past as inefficient and wasteful. For example, if an industrial laboratory has been working for 10 years as inefficient, then inefficiency would be customary and the standard engrained in that laboratory culture. Because of this history, it would take more than housekeeping to break down the cultural barriers existing in this laboratory work environment to improve efficiency and quality long term. If 5S is labeled as housekeeping by laboratory leadership or upper management, then the 5S quality initiative most certainly falters (Hogg, 2005). 5S as a Culture Change, and Change Management Failure It is important for industrial laboratory leaders to realize that 5S implementation is more than housekeeping. 5S is a change in the following three areas; work flow of product and personnel, functioning of the lab in terms of inventory and equipment, and standard operating procedures and daily activities. Understanding the changes that take place through the implementation of the laboratory 5S system is crucial knowledge for laboratory leadership. 5S is not a quality tool, but a lean quality system that requires change from all industrial laboratory personnel. According to Shil (2009), it is crucial for laboratory leadership and upper management to acknowledge lean 5S as a culture change to the organization, and not a simple task performed periodically. Now that the 5S system has been established successfully as a change in culture it is important for the 5S facilitator to understand the intricacies of implementing change, and sustaining the intended change as needed with lean 5S. The important issues needing to be addressed when implementing change are leadership support, employee resistance, and change reinforcement. Leadership support is very important to start the 5S implementation, so laboratory personnel must recognize that company management is serious about the changes being put forth, and feel confident in management to provide the resources and support that is needed to make the changes materialize and endure. Employee resistance can be a huge obstacle to the implementation of change; therefore, leadership cannot ignore resistance and must do all it can to change resistance to acceptance (Obrien, 2008). Engaging the employee is the first step to breaking down this barrier, and engagement is accomplished by effective commun ication and employee involvement. Communication is important for educating laboratory personnel on the reasons for the proposed change, and for their understanding of the root causes of laboratory inefficiencies that brought on the need for change. Effective communication brings a positive light to the employees perception of the change, gives them an understanding of the needed change, and starts the breakdown of resistance (Society for Human Resource Management, 2007). The next important aspect for leadership in employee engagement is to involve the laboratory personnel in the decision making and implementation planning of the 5S system. Involvement in the change gives the laboratory personnel a sense of ownership in the system, and continues to deplete the remaining resistance to change. According to Gallup Business Journal (2012), engaging employees builds passion within the workforce and that passion can turn employee resistance to employee innovation and promotion of change. Once a change has been implemented it is not necessarily secure; consequently, this uncertainty is a third reason 5S practitioners fail to sustain the intended quality improvements that lean 5S is meant for. 5S is a dynamic system that needs to be managed and measured. Most failure of 5S occurs in the fifth step of sustain because laboratory leaders lose focus on the 5S system. Because standards are in place and the laboratory is clean and organized, leaders think the laboratory will continue to operate this way. This thought process is a big mistake and causes the 5S system to deteriorate and result in laboratory personnel losing initial enthusiasm for the lean quality initiative. According to Bevan (2011), the major factor in successful change is not putting together a plan or understanding the change, but implementing and sustaining the change, yet many change leaders assume initial change will stick, therefore neglecting to preserve the change. Failure of the 5S system is not onl y a waste of resources, money and time, but also a loss of opportunity. The 5S system is the foundation of a lean laboratory, and if 5S fails it can result in an increase in laboratory personnel change resistance for any future lean initiatives. Understanding the intent of 5S as a culture change and demonstrating a clear understanding of the complexities of change management practice is extremely beneficial for any 5S practitioner. Change Management Success, and the ADKAR Change Management Model 5S is not a laboratory housekeeping task or quality tool; on the contrary, 5S is a lean system that requires culture change in the industrial laboratory. In order for a successful implementation and sustainable 5S culture change in an industrial laboratory, a change management model can be extremely important and vital for planning, educating, implementing, and sustaining the quality initiative. A change management model provides the structure that is missing from the 5S steps for successful and sustainable change. Research shows that change, such as 5S, breaks down due to poor planning and leadership, employee resistance and human resource neglect, and insufficient reinforcement of the change in culture (Song, 2009). One such change management model that has proven success is the ADKAR change management model developed by Jeffrey Hiatt from the Prosci Learning Center. The ADKAR change management model consists of five elements that build off of each other, and focus on important areas of change; such as, evaluation, management leadership, employee engagement, training, and reinforcement (Hiatt, 2006). Although some industry professionals may prefer an alternative change management model, the ADKAR model was chosen for its simplicity, structure, and ability to implement change ranging from change in individuals to more complex company-wide change. ADKAR Elements The ADKAR change management model has five elements in its structure, and the five elements are: Awareness, Desire, Knowledge, Ability, Reinforcement. Awareness Element of the ADKAR Model The element of awareness consists of some very important aspects in providing a solid foundation to a change initiative like lean 5S. One aspect is the ability to evaluate the organizations openness to change, and provide information for evaluating each element of the ADKAR model. For instance, determining how aware the organization is on its need to change, if management supports the proposed changes, and if the change has been communicated to the employees. Evaluation is a good starting point in determining which element of the ADKAR model is the weakest in respect to the organization making the changes. Evaluation could answer important questions like: What is the desire level of the employees to making this change happen? How knowledgeable are employees on the new processes and systems intended from the change? Are resources and workforce available to enable the laboratory to implement the changes? Is there a process for reinforcing the changes, and is the laboratory able to sustain the new systems and processes long term? Evaluation using the ADKAR change management model provides 5S leadership with a planning resource for making a strong plan prior to beginning the 5S system implementation. Awareness also promotes the importance of having strong management support for the planned 5S changes; subsequently, sponsorship is important for giving laboratory employees the feeling of being supported by upper management, and confidence knowing that resources are being provided for the full 5S implementation. Awareness likewise covers the very important process of communicating to employees the reasoning for the 5S system, and engaging employees on their concerns and ideas, and using their experience to build strong support for the 5S system. According to the survey by the Society of Human Resource Management (2007), the two highest reported barriers to successful change are employee resistance to change, and insufficient communication of the planned change. Hiatt (2006) lists the four strategies of developing awareness of change as: Operative Communication, Top Management Support, Leadership Instruction, Appropriate Information Access. Desire Element of the ADKAR Model People are naturally hesitant to change, and strategically communicating the need for 5S and showing strong management support is designed to create the next element of the ADKAR model; specifically, desire for the 5S system in the laboratory. Desire is the breaking down of change resistance and the barriers to change inherent in the laboratory employees, and engaging them to the point of turning resistance to enthusiasm. According to Zigarmi and Hoekstra (2011), resistance to change is created when change is forced on employees instead of performed with employees; furthermore, not involving the employees being affected by the change taking place is the largest obstruction to successful change. Jeffrey Hiatt (2006) lists the maneuvers for creating desire in the ADKAR model as: Sponsor the change successfully in collaboration with employees, Provide managers the ability to perform as change leaders, Appraise risk and expect resistance, Involve employees in the process, Align enticement programs to the goals. After the first two elements of ADKAR are implemented, the laboratory personnel are aware of the efficiency problems in the laboratory department, and the need for continuous quality improvement. Through effective communication and employee involvement the desire to change is strong, and employees are on board with the next step of learning about the five steps and structure of the 5S system. Not addressing the first two steps of awareness and desire is the first problem 5S practitioners make; as a result, they do not set a strong foundation for implementing a system as culturally complicated as 5S. Laboratory leaders can misinterpret the 5S system as a simple housekeeping activity or quality tool and then struggle mightily, because laboratory employees cannot understand the need for the system, and do not feel the presence of management support; accordingly, employees then naturally build a resistance to the implementation of 5S into the laboratory. Knowledge Element of the ADKAR Model Knowledge is the third element of the ADKAR change management model. Knowledge is the training element of the change management structure and consists of training all laboratory employees on the history, structure, and processes used in the 5S system. The knowledge element of the ADKAR model stresses the importance of robust instruction of how to implement and use each 5S step, and making sure laboratory employees are unified in implementing and following the procedures to be developed. Jeffrey Hiatt (2006) describes the exercises for building knowledge in the ADKAR model as: Train and educate with effectiveness, Provide work tools, Coach employees individually, Develop training groups and settings. According to the research paper by Korkut, Cakicier, Erdinler, Ulay, and Dogan (2009), 5S training by organizational leadership to the personnel executing the 5S implementation is a decisive factor in the successful 5S operation. Eaton and Caprenter (2000), reiterate the importance of training and emphasize that all affected employees need to understand how 5S works, how it is implemented, and what the results should be. Ability Element of the ADKAR Model Ability is the fourth element of the ADKAR model, and emphasizes the importance of providing resources in time, manpower, and equipment for a full implementation of all 5S steps. If time, manpower, and equipment are not adequate for implementing changes, then the whole 5S system can be compromised and each step may not be completed as the system is designed. Jeffrey Hiatt (2006) lists the exercises for crafting ability in the ADKAR model as: Support the change through daily supervisor involvement, Provide expert advice in subject material, Appraise performance, Involve employees in training exercises. According to Bevan (2011), monetary, workforce, and technological resources must be available and applied to empower the change to be executed, or the change will be impaired. Minimalizing resources on change implementation such as 5S into an industrial laboratory can weaken the sustainability of the intended changes; in summary, laboratory personnel need the tools and time to get the job done. Reinforcement Element of the ADKAR Model Reinforcement is the last element of the ADKAR change management model. This element is extremely important if the 5S system is to be sustainable for the long term in an industrial laboratory. Knowing that 5S failures happen most often when 5S practitioners neglect the last step of the 5S system, sustain, then the ADKAR model can provide the proper planning and focus needed on building a sustainable 5S system in the industrial laboratory. Reinforcement accentuates the importance of measuring the affects of 5S changes through auditing the 5S system. According to Bevan (2011), tracking the changes by comparing results with the planned vision of the 5S system and reassessing goals to promote continual improvement are critical factors in successful and sustainable change. Hiatt (2006) also underscores the importance of employee recognition for following new 5S standard operating procedures, being a team player, and enthusiastically promoting the 5S culture changes. Another point of reinf orcement is the continuation of management support, and keeping management involved with auditing and providing the needed positive feedback for employee recognition. Leaders of change must be aware of their role in successful change, and their responsibility in fostering the new system for continued growth and change in culture (Higgs Rowland, 2010). If the reinforcement of the industrial laboratory 5S system is planned for and followed, as the ADKAR model can provide, then the probability of 5S sustainability failure will extremely diminish, and the 5S culture change can become the norm. Reinforcement, Continuous Improvement, and PDSA Cycle The ADKAR model stresses the importance of a strong reinforcement process for sustainability and continuous improvement of implemented changes. An important quality and continuous improvement tool that provides a strong reinforcement process for 5S sustainability is the use of the continuous improvement cycle of PDSA (plan, do, study, act). With the inclusion of the PDSA cycle in the reinforcement element of the ADKAR model, 5S system audits, metrics, appraisals, and laboratory personnel feedback and recognition would be planned, implemented, studied for effectiveness, and continually improved by enacting changes to improve culture change reinforcement and 5S sustainably. According to the PDSA workbook from the State of Victoria Department of Health (2010), the PDSA cycle is an excellent model for continuous system improvement; furthermore, the workbook breaks down each phase of the PDSA cycle as follows: Plan Phase: The planning of the 5S improvement that answers, the who, what, when, why, and how of the initiative. Do Phase: The execution of the scheduled deliverables from the planning phase. Study Phase: The review phase of comparing where the 5S system was and where it is now since the planned improvement initiatives have been executed. Measurables are taken to determine if changes were beneficial, or if more changes are needed to meet intended plans. Act Phase: The moving forward phase to realize the gains from the cycle, determine opportunities that have risen from this initiative, and decide if the improvement cycle needs to be repeated or are new strategies apparent for improvement. The ADKAR reinforcement element employs five campaigns for reinforcing change: Celebration and Recognition, Rewards, Feedback from Employees, Audits and Performance Measurement Systems, Accountability Systems (Hiatt, 2006). To employ these reinforcement campaigns and continually improve these tactics, PDSA can provide the continuous improvement model for devising, implementing, measuring, and improving the five tactics of reinforcement that the 5S system needs for long term sustainability. Continuous quality improvement is a voyage, and the PDSA cycle provides the structure needed to verify the sustainability of 5S through recurring assessment, and prevention of disparities within the 5S system from its intentions (Quality Insights of Pennsylvania, 2011). Each PDSA cycle performed in the reinforcement element of ADKAR provides a learning experience that can be used for continually strengthening the 5S system, and sufficiently reacting to laboratory environment changes and new quality issues (Srivannaboon, 2009).

Creating Slave Laws Essay -- essays research papers

The institution of slavery is a black mark on the record of Americans. Marking a time of hate and racism, an oppression spurred by fear that would plague our nation for decades upon decades. An Act for the Better Order and Government of Negroes and Slaves, and Conflicts between Masters and Slaves: Maryland in the Mid-Seventeenth Century, illustrate the dismay and panic European Colonials endured as they enslaved Africans. This dismay and panic generated laws to be established that further widened the gap between Europeans and Africans, stripping the Africans of any legal rights. The dismay and panic concerned loosing a valuable economic pawn. The first piece, An Act for Better Ordinance, clearly portrays the attitude of the majority of White Europeans. "Whereaes the plantations and estates of this Province cannot be well and sufficiently manages and brought into use, without the labor and service of negroes and other slaves [i.e., Indians]; and forasmuch as the said negroes and other slaves brought unto the people of this Province for that purpose, are barbarous, wild, savage natures, and such as renders them wholly unqualified to be governed by the laws, customs, and practices of this Province; but that is absolutely necessary."1 The white men of the time felt that their superiority was deemed by a higher power, why else would their skin tones be so drastically different. Racist views of these 'savage' men created fear. With the growing number of slaves, they had to be stripped of everything to prevent anarchy, as the white men could not envision a world without slave labor. The white men rationalized that slav es will escape. To prevent this one must allow them nothing beyond the plantation they were running from. The white men turn to government. "And for the better security of all such persons that shall endeavor to take any run-away, or shall examine any slave for his ticket, passing to and from his master's plantation, it is hereby declared lawful for any white person to beat, maim or assault, and if such negro or slave cannot otherwise be taken, to kill him, who shall refuse to shew his ticket, or, by running away or resistance, shall endeavor to avoid being apprehended or taken."2 White men had granted themselves a license to kill Africans whose desire for freedom was too strong. Likewise, the second piece, Conflicts between Maste... ...ord/St. Martin’s, 1999), 48. 5. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 6. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 7. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 2 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 8. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 3 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 9. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 4 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103