Shakespeares Idea Between Time and Love Essay Example

Shakespeares Idea Between Time and Love Essay Thesis In Shakespeare’s sonnets, he discusses the conflicts that men have with time, such as time with human being’s body and time with the mind. Although time withers the body and eventually takes away the mind, however, Shakespeare writes that time cannot defeat love, especially when love is written by poems. I. Analysis of Sonnet 18 A. Interpretation of Sonnet 18 B. Discussion of the underlying meaning of time and love II. Analysis of Sonnet 19 A. Paraphrase of Sonnet 19 B. Denotation of the message of love with the comparison of Sonnet 18 III. Analysis of Sonnet 73 A. Summary of Sonnet 73 B. Discussion of the relationship between time and love of this sonnet IV. Analysis of Sonnet 116 A. Summary of Sonnet 116 B. Investigation of the connection of time and love with the comparison of Sonnet 18 V. Conclusion A. Restatement of the key points of the above sonnets B. conclusion Shakespeare’s idea about the relationship between time and love -with the analysis of Sonnet 18, Sonnet 19, Sonnet 73 and Sonnet 116 In Shakespeare’s sonnets, he discusses the conflicts that men have with time, such as time with human being’s body and time with the mind. Throughout his sonnets, especially Sonnet 18, Sonnet 19, Sonnet 73 and Sonnet 116, Shakespeare talks of love and time which expresses his ideas the powers of beauty, time, and love and how each interacts with the other. He examines the relationship between love and time. In several lines he leads the reader to believe that when written and recorded, love can be remembered throughout time. In Sonnet 18, Shakespeare raises a proposal—â€Å"Shall I compare thee to a summer’s day? † at the beginning. Then he argues that â€Å"you† are more lovely and beautiful than a summer’s day. We will write a custom essay sample on Shakespeares Idea Between Time and Love specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Shakespeares Idea Between Time and Love specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Shakespeares Idea Between Time and Love specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Although the wind blowing on the flower buds of May can be felt, still the summer just doesn’t last long enough for the sun dims and sometimes goes away by chance or simply by nature’s doing. After the word â€Å"but† in Line 9, the poem shifts to another statement—as long as â€Å"your† beauty is recorded by this sonnet, â€Å"your† beauty will live forever with the eternity of poetry. In this sonnet, Shakespeare argues that his love for his beloved, whether it’s for a â€Å"fair young man† or a beautiful lady, will never die for it is remained forever in his poem. So does his love. Thus, time cannot take the beauty and the love away. Sonnet 19, which is similar to Sonnet 18, also boasts of the speaker’s writing talent. In this sonnet, the speaker is addressing â€Å"Time† instead of addressing â€Å"You† in Sonnet 18. In the first quatrain, the speaker begins his direct engagement with Time in a battle of wills. He blames Time, saying go ahead and makes the lion’s paws dull and useless with age, let the tiger’s sharp teeth fall out, and let the phoenix die. In the second quatrain, the speaker challenges Time to create happy seasons and sad seasons as he hurries by. The speaker even encourages Time to go ahead and do whatever it wants to whole world. But the speaker forbids Time to touch one particular entity, and he says it with vehemence: â€Å"But I forbid thee one most heinous crime. † In the third quatrain, he commands Time not furrow the brow of his love: â€Å"O! carve not with thy hours my love’s fair brow. Nor draw no lines there with thine antique pen. † In the couplet, the speaker appears to do an about-face. He says, on the other hand, go ahead â€Å"old Time,† do your best to destroy this love, this talent of mine. And even though you try your hardest, â€Å"My love shall in my verse ever live young. † His love, which is in his art, is untouchable by time. Again, in this sonnet, Shakespeare restates his idea between time and love. Although time can take away people’s youth or fades everything, it cannot take away my love as long as it is written in my poem. Sonnet 73 is a poem that emphasizes the strength of love by describing his aging process by the use of three metaphors: a tree, a day and a fire. In the first quatrain, the speaker addresses a beloved, remarking that she may see that he is aging. He compares his body to a tree losing its leaves: â€Å"yellow leaves, or none, or few, do hang. † His hair is thinning, and the few strands he has left are turning gray with age. The gray hair that once was brown is just like the yellow leaves that once were green. Even his poetry is becoming â€Å"are ruin’d choirs,† it used to be filled with beautiful expression akin to the songs of â€Å"sweet birds. † After comparing his aging to a tree in late autumn, he then compares the aging process to a day, and the time when the sun â€Å"fadeth in the west†, he is in the â€Å"twilight of that day†. He will not be able to rest after black night has stolen his life. In the third quatrain, the speaker again introduces a new metaphor: this time he compares his ebbing life to a fire that â€Å"on the ashes of his youth doth lie. † His youth once burned brightly, but now his flame is dwindling, and the very things that fed his youth’s flame are being consumed by the low-burning fire of old age. Nevertheless, his beloved still offers him love and that love is even stronger for they know there is not much time left so they have to cherish and love each other even more. In this sonnet, Shakespeare states that love can be much stronger despite the time. Even though the two lovers are growing old, their love for each other is never growing old. On the contrary, time even makes their love stronger and more beautiful. To Shakespeare, love is not only forgiving faults but also invincible in the face of any storm. Whether it is hostility in the marriage or the death of one of the individuals in the marriage, love will continue to persevere between the two involved. This can be best exemplified in Sonnet 116. In Sonnet 116, the first quatrain depicts true love as everlasting and how marriage is a bond that will keep two souls together and never apart. The second quatrain, talks about love as uncontrollable and it guides and goes through with us along our way in life. Love is described as boundless and something that cannot be contained. Furthermore the quatrain also states true love as an intense force that we cannot predict. Finally, the third quatrain describes the amount of time love lasts and that true love is not and cannot be affected by time: â€Å"Love alters not with his brief hours and weeks†. The couplet argues that if the vision of love that has been so accurately depicted is incorrect, â€Å"I never writ and no man ever loved†. Both Sonnet 116 and Sonnet 18 share the similar idea that true love is eternal. Sonnet 18’s main theme is the power of the speaker’s poem to defy time and his love lasts forever in poetry. Sonnet 116 presents the extreme ideal of romantic love; it never changes, it never fades, it survives death and admits no flaw. Another similarity is the structure of the two sonnets. Both of them state the main idea in the couplet. From the analysis of the above four sonnets, it can be told that Shakespeare thinks that love will not fade throughout time and it can live forever in the form of poetry. In Sonnet 18 and Sonnet 19, he states that his beloved’s beauty and his love can live in eternity in his poem. In Sonnet 73, he argues that love can be stronger throughout time. In Sonnet 116, Shakespeare states that love is invincible in the face of difficulty or even death. To sum up, Shakespeare’s idea between time and love is that though time withers the body and eventually takes away the mind, however, he thinks that time cannot defeat love, especially when love is written by poems.

Schedule a layout for flexible manufacturing layout (FMS) using the arena software The WritePass Journal

Schedule a layout for flexible manufacturing layout (FMS) using the arena software Chapter Two: Schedule a layout for flexible manufacturing layout (FMS) using the arena software Chapter One: IntroductionWhat is Flexible Manufacturing System (FMS)?What is Simulation?Why use Simulation?Project ScopeProject AimLearning ARENA simulation SoftwareProject ObjectivesReport StructureChapter Two: Literature ReviewSeven types of wastei)  Ã‚  Waste from over production:ii)  Ã‚  Waste of waiting time:iii)  Ã‚  Ã‚   Transportation waste:iv)  Ã‚  Ã‚   Processing waste:v)  Ã‚  Ã‚  Ã‚  Ã‚   Waste of motion:vi)  Ã‚  Ã‚   Waste from product defects :vii)   Inventory waste:JIT, Kanban and Lean ManufacturingJust in Time (JIT)  JIT CONCEPTGOALS OF JITOBJECTIVES OF JITChapter Three:The Problem DefinedChapter Four: Simulation Model DevelopmentChapter Five: Model Validation and CritiqueChapter Six: Analysis and SynthesisChapter Seven: Conclusions and Recommendation for Further WorkReferencesRelated Chapter One: Introduction What is Flexible Manufacturing System (FMS)? Flexible Manufacturing System (FMS) is defined as the flexibility of the manufacturing line or process in order to archive the aim to shorten the lead time to produce a product so that the product can be delivered on time to the customer and also can save cost. It has to be approachable so that the results and effects can be seen and useful for manufacturing line. An  Industrial Flexible Manufacturing System  (FMS) consists of  robot, Computer-controlled Machines, Numerical controlled machines (CNC),  Instrumentation devices, computers, sensors. The use of robots in the section of manufacturing industries provides a variety of benefits ranging from high utilization to high volume of productivity. Each robotic cell will be located along a material handling system such as a conveyor or automatic guided vehicle. The production of each part or work-piece will require a different combination of manufacturing nodes. The movement of parts from one node to another is done through the material handling system. At the end of part processing, the finished parts will be routed to an automatic inspection node, and subsequently unloaded from the Flexible Manufacturing System. They provide better efficiency, flexibility and adaptability which are lacking in traditional manufacturing systems. FMS are designed to combine the advantages of mass producti on systems (efficiency) and job-shops (flexibility) in one system. (Tunali 1995) The reason why FMS is very powerful is because of its ability to produce different types of quality products in any order with small-batch sizes without the time consuming changing machine setups. The benefits and drawbacks of implementing FMS is shown in table 1. Although large investment, long planning, development time and automated controller like CNC machines are required, most manufacturers prefer attempt to implement FMS to compete with other manufacturers. Other operational objectives such as the maximization of flexibility, sustainability, reactivity (or the ability to handle contingencies), availability and productivity should also be taken into account in particular for FMS designed to do batch jobs, small and medium-sized series in addition to mass production volumes. Flexibility is a particular important design objective implying that  the same production line can be used for different products, either sequentially or simultaneously without major transformation costs. Benefits Drawbacks Reduction in labour costs Very expensive Requires less space Complicated manufacturing system Increases efficiency Pre planning activity is substantial Increases productivity Adaption of product changes is limited Improves the quality of products Manufacturing lead time is less Reduces work in progress inventory. Table 2: Benefits and drawbacks of FMS What is Simulation? Simulation represents the physical processes of systems on a virtual computer model where the behaviour of such a model resembles as much as possible for the real scenario. Simulation is a very useful tool with increasing importance in the current advanced industrial world. Simulation refers to a broad collection of methods and applications that virtually imitate real life situations, or those which are yet to be real. The more accurate and effective a simulation model is, the more realistic are the results obtained and predictions concluded from that specific simulation model. In fact, â€Å"simulation† can be an extremely general term since the idea applies across many fields, industries, and applications. These days, simulation is more popular and powerful then ever since computers and software are better than ever. Computer simulation deals with models of systems. A system is a facility or process, either actual or planned, such as: i)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A manufacturing plant with machine, people, transport devices, conveyor belts and storage space. ii)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A bank with different customers, servers, and facilities like teller windows, automated teller machine (ATM), load desks, and safety deposit boxes. iii)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An airport with departing passengers checking in, going through security, going to the departure gate, and boarding; departing flight contending for push back tugs and runway slots; arriving flights contending for runways, gates, and arrival crew; arriving passengers moving to baggage claim and waiting for their bags; and the baggage-handling system dealing with delays, security issues, and equipment failure. iv)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An emergency facility in a hospital, including personnel, rooms, equipment, supplies, and patient transport. v)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A central insurance claims office where a lot of paperwork is received, reviewed, copied, filed, and mailed by people and machines and etc. Why use Simulation? In an effort to reduce costs and time consumption, simulation is one of the most powerful analysis tools available for the design and operation of complex processes or systems. This is because a computer simulation can provide the result on how effective a machine can run without the need of high capital investment and long time consumption to build a actual model on the floor plan by just getting the same results. Weaknesses and problems that may occur in the workstation such as material handling, idle of machine, bottleneck situation can be showed by using the simulation. In addition, the improvement of the production layout can be easily done from the simulation output showed in meeting the operating target. Besides that, simulation also helps reduce costs, avoid catastrophes tragedy and improve performance of the system. Furthermore, to make changes of a manufacturing plant in real life is very expensive and performance after the particular changes is not guarantee. Hence, it is always better to simulate the changes and compare the results before implementing it. Expensive equipment and complicated designs can be modelled using computer software to detect any inconsistency or possible failure modes. This reduces the costs associated significantly as it helps avoid or reduce the expensive and potentially wasted cost of bad designs or wrong equipment. An example to illustrate this would be the complex simulation models created by aviation industries such as Airbus or Boeing. The sustainability and life time of a plane can be modelled by using simulation in order to evaluate the fuselage, performance of engine and other part with different environment or situation. In addition to this, some real time product trials might be impossible as they would consume the single possible use of such products. For example, a bomb or missile can only be used once, and as a result, it won’t be possible to test every single product of such type by trialling it. Simulation plays an important key role here in modelling and simulating the effect and influence of such products while avoiding the destructive and expensive trials. Furthermore, simulation can be used to improve the current process of a system. In other words, it might be possible to optimize and increase the efficiency of an already running system by implementing some changes suggested by engineers, managers, operators or any personnel involved. Having obtained an accurate model, those suggested changes can be initially incorporated in the model to investigate and analyze their consequences and whether they would produce the desired effect or not. Upon validation of the results, an educated decision, backed up by facts, can be taken. Therefore simulation is a tool that can be used by management to aid decision-making especially in costly and heavily investments involved. The other goals of the simulation system are to simulate different production tasks on a given FMS and finally to facilitate the evaluation and comparison of different FMS designs for the same tasks. This last target requires to build up several, new simulation models (George L. KOVACS 1997). One of the most challenging issues faced by today’s manufacturing industry is heavy global competition. In order to compete in an international market, the manufacturers have to produce varieties of products rapidly and flexibly in order to meet the ever increasing market demand Project Scope The purpose of this project is to develop and model a Flexible Manufacturing System (FMS) layout using ARENA software. The author has to develop a Flexible Manufacturing System and will be able to produce simulations for the different scheduling scenarios. To start of modelling a Flexible Manufacturing System in ARENA software, the author have to put a lot efforts in research through different kinds of mass media like internet, journals, magazines, case study to understand the fundamental concept   and technique of FMS. After researches, the author has to build and simulates the model in ARENA software. From the simulation result, the author has to analyze output and recommended it. Last but not least, the model results will be collected and presented in the project report. Project Aim The aim of this project is to adopt an existing FMS layout and identify the problem or weaknesses in it and make improvement. In order to do that, author has found a piece of journal which contains an existing FMS layout provided with the route and processing time for each parts and components respectively. These informations will be used to generate the simulation in ARENA to monitor its performance such as the total processing time or waiting time and make improvement to it. Learning ARENA simulation Software After few weeks of reading and learning for ARENA simulation software, the author had understood the concept and methodology of simulation using ARENA. In addition, the author had absorbed basic project planning and analysis ideas along with the modelling concepts, which how actual simulation projects ought to proceed. Besides that, the author had familiar with the icons and object about which to used and knew how to generate the animation according to the simulation. Furthermore, author had learnt the varieties of expression or formula such as normal distribution, exponential, triangular, discrete, Poisson distribution. Project Objectives The general objectives of this title is to schedule a layout for flexible manufacturing layout (FMS) using the arena software. The layout must be able to achieve and match the FMS requirement. The main objective can be divided into sub-objective as stated below: To prepare a literature review and understanding of the fundamental concepts and techniques used for the Flexible Manufacturing System (FMS). To learn ARENA software in order to simulate the FMS model. To select a suitable FMS layout to model. To plan and develop the simulation of the FMS model. To run the model for different data, arrangement, and also to view and improve the efficiency and effectiveness FMS model. To analyze the results obtain from the FMS model. Reproduce the FMS model for improvement. To re-analyze and finalize the findings and conclusions. Report Structure This report divided into seven chapters, reference list, and appendices. The seven chapters consist of introduction, literature review, experimental technique, results and discussion, conclusion, and recommendations for further work.    Chapter 1 Introduction, the author introduces what this project is all about, objectives of this project and also the organization of the dissertation. Chapter 2 Literature review, this chapter explains on what is FMS, the history of FMS, various types of FMS, components of FMS, the benefits and limitations of FMS. The process and examples of FMS application is also included. Chapter 3, highlights on simulation and the ARENA software. The advantages and disadvantages of simulation are discussed in this chapter. The requirement of simulation in manufacturing environment is also included. Chapter 4, this chapter focuses on how the simulation of the model is being built by using ARENA software. The input parameters for the simulation run and model’s features are included. Chapter 5, this chapter is all about the results analysis that is generated from simulation model that have been built in ARENA simulation software. The three scenarios results are then compared. Chapter 6, this is the final chapter of this project where the author will discuss about the problems that are encountered during the simulation. Other than that, the author will also give the conclusion about the whole project and give recommendations for future work. Chapter Two: Literature Review Chapter two aims to reflect on the some topics related to simulation and lean manufacturing which have been pioneered by previous academics and industrialists. It covers the, seven sources of waste, JIT (Just in Time) manufacturing, kanban, lean manufacturing, types of production lines and scheduling environments, simulation and finally some distributions functions available in the simulation model. Figure 1: Original Layout Model of FMS This study has been realized on a model of a hypothetical FMS. By referring to Figure 1, it can be observe that the FMS consists of five multi-purpose CNC machines, each with automatic tool changing capability. Each machine is provided with limited input buffer. Having assumed that each machine will have ample capacity to store the required tools, the issue of tool availability is not considered in developing the model. An important feature of the model is that the machines are not available continuously. They can be subject to unexpected breakdowns. The system is capable of processing more than one part type simultaneously find each part type is associated with a probability of arrival. Each part is processed according to a predetermined sequence of operations. However, the machines that will process these operations are not fixed in advance, rather the routing decisions are made on-line based on current shop floor status data. Job pre-emption is allowed in case of an unexpected mac hine breakdown. The parts are introduced into the system through the loading station. The unloading station is the exit point for all the parts processed in the system. The system also includes a central Work-In-Process-Area (WIPA) to temporarily store the parts when the associated machine buffers reach the full capacity. The parts are transferred within the system by three AGVs each having one unit loading capacity. The place that the idle AGVs will wait for the next request depends on the AGV control policy employed. The model is developed on a microcomputer-based environment using SIMAN.    Part type Probability of Arrival Operation Sequence Processing Time On Alternatives Machine (Minutes) M1 M2 M3 M4 M5 1 20% B 9 0 14 12 0 D 0 10 8 11 13 H 8 0 0 10 14 E 11 12 0 0 9 F 0 7 10 0 9 2 20% B 11 0 7 9 0 C 0 8 0 11 0 A 12 0 10 0 0 D 0 10 8 6 7 G 6 7 0 0 8 3 10% F 0 8 6 0 7 C 0 10 0 8 0 B 9 0 6 7 0 D 0 8 10 9 11 4 10% C 0 7 0 6 0 A 9 0 12 0 0 I 0 0 6 8 0 B 8 0 9 7 0 G 11 10 0 0 12 5 20% E 7 8 0 0 10 F 0 10 8 0 11 A 7 0 9 0 0 I 0 0 6 8 0 D 0 8 9 11 13 6 20% H 7 0 0 8 10 B 10 0 8 12 0 C 0 11 0 9 0 G 10 8 0 0 6 E 6 8 0 0 10 I 0 0 10 7 0 Total 100% 30 Operations 141 150 156 159 150 Table 1: Part process Plan As for the experimental conditions, it is assumed that the FMS studied in this paper can simultaneously process 6 types of parts. As it is seen in Table 1, the number of operations for each part ranges from 4 to 6. The three AGVs travel at a speed of 200 feet per minute, The time required for loading and unloading an AGV is one minute irrespective of part and operation type. For each experiment, the performance data on mean flow time is collected for a simulation period of 15360 minutes (16 days with 2 eight hour shifts) by generating 10 independent replications of the model. For each replication, the statistics are collected after a warm-up period of 2880 minutes (3 days with 2 eight hour shifts). Seven types of waste The word â€Å"waste† in manufacturing was defined as anything other than the MINIMUM amount of equipment, materials, parts, space and workers’ time, which are ABSOLUTELY ESSENTIAL(to ADD VALUE to the product) (M.K.Khan, 2010).It is an very unlikely event to occur because manufacturing waste does not add value to product. After years of research and improvement job has been done, Toyota identified seven source of waste in manufacturing plant, which is as follow : i)  Ã‚  Waste from over production: This is considered as the most common waste found in manufacturing line. Mistakes occurred between marketing department and production department can lead to over production for demand and supply and cause delay for other parts or products. ii)  Ã‚  Waste of waiting time: Usually it’s easy to identify. Time is wasted when operators just watching the machine to run or waiting for preceding parts to arrive. Bottleneck in production line is also considered as time wasting when all the parts are stacked while waiting to be processed. iii)  Ã‚  Ã‚   Transportation waste: Bad housekeeping can cause long distance transportation waste or even double or triple material or part handling. Example: raw material stored in warehouse before it is brought to the line. iv)  Ã‚  Ã‚   Processing waste: Additional process could lengthen a product or part processing time with unnecessary additional process. v)  Ã‚  Ã‚  Ã‚  Ã‚   Waste of motion: Waste of motion is whatever time is not spent in adding value to the product should be eliminated. Poor machine or work layout could result to serious waste of motion. vi)  Ã‚  Ã‚   Waste from product defects : When defects occurred at on station, other waste will also be raised up such as longer transportation time, waiting time, and scrapped or rework product may be produced as well. vii)   Inventory waste: Inventory is also known as the root of all waste. It hides problems such as poor quality of product, machine breakdown and so on. It also lowers the level of inventory to expose those problems. Therefore, human always try to reduce or think a better way to handle inventory as shown in table 2. Zero defects Zero setup time Zero inventories Zero part handling Zero breakdowns Zero lead time Lot size of one Match products to customer requirement. Table 2: Target for eliminating waste JIT, Kanban and Lean Manufacturing Just in Time (JIT)   The basic approach to the â€Å"Just-in-Time† (JIT) production system is to reduce product costs through the elimination of waste. In a production facility waste can be defined as defects, stockpiles, queues, idleness and delays. The manufacturing philosophy of JIT is well defined by the following analogy. Inventory is depicted by water, covering a bed of rocks in a lake. The rocks and the lakebed are representative of problems and the manufacturing floor, respectively. Lowering the water level will expose the rocks on the lakebed (Riggs, 1987). This is the basic theory behind the JIT production system. By eliminating inventory stockpiles on a plant floor, operating inefficiencies can be exposed. Therefore, producing or receiving inventory â€Å"just in time† for the next production process can eliminate stockpile inventory. This report will detail the history of the â€Å"Just-in-Time† production system. We will follow the JIT system from its conception in 1940 to its success today. The characteristics and advantages of the JIT production system will be further outlined. We will also summarize the specific requirements for implementation of this system. Throughout this document we will aim to provide internet links, which will provide more information on the topic. Just-In-Time (JIT) manufacturing is a Japanese management philosophy applied in manufacturing. Essentially it involves having the right items with the right quality and quantity in the right place at the right time. Today, more and more North American firms are considering the JIT approach in response to an ever more competitive environment. The ability to manage inventory (which often accounts for as much as 80 percent of product cost) to coincide with market demand or changing product specifications can substantially boost profits and improve a manufacturer’s competitive position by reducing inventories and waste. Just In Time (JIT) is a management philosophy, an integrated approach to optimize the use of a company’s resou rces, namely, capital, equipment, and labor. The goal of JIT is the total elimination of waste in   the manufacturing process. JIT CONCEPT JIT may be viewed as a production system, designed to improve overall productivity through the Elimination of waste and which leads to improved quality. JIT is simple, efficient and minimize waste. The concept to produce and deliver finished goods just in time to be sold, subassembles just in time to be assembled into sub assembled and purchase materials Just- in time to be transformed into fabricated parts, is the concept behind JIT. It is dependent on the balance between the stability of the user’s scheduled requirement and supplier’s manufacturing flexibility. GOALS OF JIT A system whose goal is to optimize process and procedures by continuously pursuing waste reduction. It consists of 7 W’s to pursue the waste reduction. The wastes identified for reduction through continuous improvements in production process are: OBJECTIVES OF JIT The basic objectives include: n Low manufacturing and distribution cost. n Reduced labor (both direct and indirect) n Higher degree of product quality and less defects. n Effective use of Working capital. n Decrease in production lead-time. n Reduced investments for in-process inventory. n Increased productivity. n Reduced space requirements. n Faster reaction to demand. Change i.e. more flexibility to customer demand. n Reduced overheads.    Chapter Three: The Problem Defined Chapter Four: Simulation Model Development Chapter three demonstrates the process of preparing and constructing the simulation model. It will then be run and produce the results based on the data or assumption made in the simulation. It also serves as a reference for whoever uses or modifies the model in the future. Every steps will be shown and organized step by step for the ease of reading for reader. Before starting creating the simulation model, author has spent a significant amount of time to learn how to program and create a simulation model using ARENA based on the data provided in literature review. This involved identifying which machine has the longest processing time and processes the most products. The book that author referred to was â€Å"Simulation with Arena† and listed in the reference list. After all the data had been collected and gathered, now move to the development of the simulation model using ARENA. Firstly, run the ARENA software and it will show a blank page as shown is figure 1. Figure 1: Blank page of ARENA Secondly, drag and place the necessary object into the blank page and arrange it which is shown is figure 2.    Chapter Five: Model Validation and Critique Chapter Six: Analysis and Synthesis Chapter Seven: Conclusions and Recommendation for Further Work References George L. KOVACS, S. K., Ildiko KMECS (1997). Simulation of FMS with Application of Reuse and Object-Oriented Technology. 13 -1 Tunali, S. (1995). Simulation For Evaluating Machine And AGV Scheduling Rules In An FMS Environment. 433 438. Khan.M.K (2010). Manufacturing Planning and Control. Lecture notes distributed for ENG4087M, Just-In-Time Systems(Lean Production), SOEDT, 1st Oct 2010. W. David Kelton, Randall P. Sadowski, nancy B. Swets, 2010, Simulation with Arena, 5th edition, Mcgraw-Hill International Edition, Avenue of the America, new York. seopromolinks.com/fms-advantages-disadvantages.asp

Hussain Surname Meaning and Family History

Hussain Surname Meaning and Family History The surname Hussain originated from the Arabic personal name, Husayn, derived from the Arabic hasuna, meaning to be good or to be handsome or beautiful. Hasan, for which Hussain is a derivative, was the son of Ali and the grandson of the Prophet Muhammad. Surname Origin:  Muslim Alternate Surname Spellings:  HUSAIN, HASAN, HUSAYN, HUSSEIN, HUSEIN, HUSAYIN, HUSSAYIN, HUSEYIN, HUSSEYIN, HUSEYN, HOSSAIN, HOSEIN, HOSSEIN, HUSSEYN   Famous People with the Hussain Surname Maqbool Fida (M. F.) Husain:  Indian painterRobert Hossein: French actor and directorSaddam Hussein: former dictator of IraqHussein bin Talal: King of Jordan from 1952–1999 Where Is the Surname HUSSAIN Most Common? According to surname distribution data from Forebears, Hussain is the 88th most common surname in the world, found most prevalently in Pakistan where over 3.2 million people bear the name and it ranks #2. Hussain is also the 2nd most common surname in the United Arab Emirates and Kuwait, 3rd in Saudi Arabia, 4th in Quatar and 5th in Bahrain. WorldNames PublicProfiler, which does not include data from Pakistan, indicates that Hussain is also fairly common in the United Kingdom, especially in the English region of Yorkshire and Humberside, as well as in Oslo, Norway. Genealogy Resources for the Surname HUSSAIN Contrary to what you may hear, there is no such thing as a Hussain  family crest or coat of arms for the Hussain surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. FamilySearch - HUSSAIN  Genealogy: Explore over 370,000  historical records which mention individuals with the Hussain surname, as well as online Hussain family trees on this free website hosted by the Church of Jesus Christ of Latter-day Saints.Family Tree DNA Discovers Y-DNA Signature That Might Represent the Prophet Mohammed: An article in the  TheNational  highlights DNA testing of the male descendants of Mohammeds  daughter Fatima through her two sons,  Hassan and Hussein.  GeneaNet - Hussain  Records: GeneaNet includes archival records, family trees, and other resources for individuals with the Hussain  surname, with a concentration on records and families from France and other European countries. Resources and Further Reading Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.

Reflection on Research Interview Schedule Paper Example | Topics and Well Written Essays - 750 words

Reflection on Interview Schedule - Research Paper Example In this step, one gives an opinion of what should have been done to obtain better results. Finally, an action plan is stated. Specifically, an action plan includes recommendations for changing the situation if it occurs This report is a reflective essay examining the process of developing and conducting an interview. An interview is a data collection mechanism often used in conducting qualitative research. The primary aim of conducting an interview is to comprehend an interviewees perception or experience (Gillard et al., 2012, p. 26-1137).The interview was carried out to collect data from students in the health promotion top-up degree. The three types of interviews are a structured interview, unstructured, and a semi-structured interview. The study used a semi-structured interview in conducting the research. Specifically, a semi-structured interview involves both planned and unplanned questions. For this reason, it is preferred to other methods as it is open and enables the researcher to gather maximum information possible during the interview. Furthermore, it does not limit a person to what they can say. Therefore, it promotes interaction and creates a room for clarification. The interviewee can ask questions that are not included in the manual or plan (Markel, 2013). The semi-structured interview includes different forms of questions covering the same topic. Notably, the questions can be framed in varying formats but still cover the research topic. I felt comfortable dealing with a semi-structured interview because it gives one the freedom to modify questions to suit different contexts (Galletta and Cross, 2013). The Gibbs reflection model was utilized to reflect on the interview. The following questions helped in gathering information about the progress The research topic seemed very particular. The target population was limited to students pursuing the health promotion top-up degree. Proper preparation and implementation were essential

Visual Art Essay Example | Topics and Well Written Essays - 1000 words

Visual Art - Essay Example The Egyptians were the earliest people to invent pictorial forms of expression (hieroglyphs). These hieroglyphs were helpful in translating the complex human expressions into symbols, which had a more defined meaning for each symbol. A suitable sequencing of such symbols, thus became the earliest form of communicable written language. The society progressed, and so did this language. The system of symbols gave birth to the system of letters (or alphabets), and a combination of such letters (words) gave rise to an increasing number of possibilities of expression. Later, with the integration of the societies, it became necessary to extend the reach of this written expression by making it portable. Initial forms of portable writings, such as clay or stone tablets, gave way to the easily portable papyrus texts. With the advent of inventions like the printing press, and the development of paper technology, the written word acquired a universal reach through books, newspapers and other med ia, and became a firmly established form of communication and expression. However, human perception and expression is neither bound by the written word, nor by logic. The flights of human mind continue to depend on imagery, and the interpretation of its innumerable shades. This is emphasized by the strong presence of visual depictions, such as sketches and paintings of portraits, ceremonies and other events like wars, alongside written text, since ages. As the paintings and sketches were usually commissioned works, they had an element of glorification of reality. During the later half of the nineteenth century, the essential fabric of the society was undergoing vast changes due to the innovations in the communication technology, and the resultant progress in industrial and economic activity. Therefore the invention of the photograph during the same period found an instant appeal with the masses. It could stir up emotions like never before, because of its visual projection of reality. Unlike sketches and paintings, it projected the society in all its manifestations, the good, the bad, and the ugly. It could create the same impact on the literate masses and the 'not so literate'. Since language was not a barrier, it had a universal reach. Gradually, it became possible to transmit the photographs all over the world, at comparatively lower costs, giving it a universal appeal. Through the concept of photojournalism ushered in 1856, people got a feel of the real action, when they viewed pictures of war, grand ceremonies, accidents and other importa nt events from all over the world, sitting right in their homes. No amount of written matter could have produced the same impact on their psyche, as the visual one created by the photograph. Hence it would be apt to state that "Photographs may have placed greater importance on the visual over the written. A picture, after all, is worth a thousand words". Nevertheless, just as a masterpiece of painting still needs a title in words, the visual impact of a photograph, though superior, is greatly enhanced, if it is supported by written words. The spread of the Photograph and rise of consumerism: The nineteenth century saw a tremendous change in the lifestyles of people. The industrial and technological revolution spread to distant and remote places, facilitated by railways and other transport systems, so as to tap

Comparing Economy Size Of India And China

Comparing Economy Size Of India And China Over the next twenty years, what is the likelihood that India will overtake China in terms of the size of its economy? Evaluate each economy using Khans economic rent analysis and one other analytical framework. Identity the factors driving economic growth in recent years and the social and political bases of these factors. Will they sustain themselves over the next several decades? China and India are the two largest developing countries in the world and have both been experiencing rapid economic growth since the 1980s. With similar development strategies, the two economies have both insulated themselves from the world economy before eventually making the move to reform/liberalise (Srinivasan, 2002). Although, from similar economic backgrounds, the political environments of the two economies couldnt be more different and could be argued as affecting particular drivers of economic growth. FDI levels are seen as an important determinant of both the growth and size of an economy and there are notable differences between the two and thus it is around this topic the analysis will focus (Wei, 2005). FDI has been shown to greatly contribute to Chinas economic growth, in particular through a broad range of manufacturing activities. In comparison, India has attracted very little manufacturing FDI and instead any inward FDI has largely gone to services, electronic and co mputing industries (Huang and Khanna, 2003). This essay will argue that India is likely to overtake China in terms of the size of its economy in several decades and that India does not need to try to match Chinas levels of FDI due to the structure and composition of the economy, which reflect what it is, an international market niche (Balasubramanyam, Sapsford, 2007). In particular, the essay will begin by using Khans economic rents analysis to evaluate each economy before exploring the determinants of difference between China and India in market performance, including a look at the similarities and differences of both, and the advantages and disadvantages of investing in each in relation to the firm before drawing conclusions as to the future of these two emerging economies in the world market. Rent is defined as the portion of earnings in excess of the minimum amount needed to attract a worker to accept a particular job or a firm to enter a particular industry (Milgrom and Roberts, 1992, p.269). The existence of rent in capital employed to a particular activity implies inefficiency in the processes of that activity however not in some cases where their existence is necessary. Rent may sometimes indeed be efficient and even essential in promoting economic growth and development. These complexities were not duly explored in older rents analysiss such as: the competitive market model where no distinction was made between the minimum income that would be accepted (in terms of alternative comparison) and the minimum amount that would be realistically accepted before reciprocating with the goods service (Khan, 2000). Ultimately, previous models were unable to compare and explain the large differences in performance of countries. Firstly, this essay will explore corruption as a rent and its consequential effect as a driver of economic growth. Corruption is defined as when public officials break the law in pursuit of their private interest (Khan, 2006 p.1), ultimately allowing the creation of rents. Several economists have stated a link between corruption and economic performance (Knack and Keefer, 1997) and this will be explored in the case of China and India. Often the powers given to public officials enable the ability or someone to bargain for bribes in exchange for allocating rents to those who can pay for them (Khan, 2006, p.5). The bribes in such a situation are illegal; however, the creation of such rents is seen as worth the risk, thus the incentive outweighs the risk. There are two drivers of corruption; the first is the need for a formal state so that the government can create legal rents, and secondly, is the formation of obstacles which results in people willing to pay money to access certain rent s. Evidence suggests that corruption has a negative effect on society and in particular, China has a long history of corruption. Most recently, in 2000, Margolis noted that corruption in china has rarely been worse or reached higher (Margolis, 2000 p.1). Corruption in China is in many economists minds aiding the growth of such a large economy, and, due to its sheer size is difficult to regulate, however, measures are being taken to crack down on corruption due to increased tension between the state and the public. India reflects a similar story as with most developing nations that corruption is indeed widespread. However, corruption in India is lower than China and for many offers a more attractive host environment for international firms. Indias government have active responses to corruption and the results of such have seen India go down in rankings. Thus, using the rent of corruption, Indias economy could be said as being in a more politically stable mindset. Furthermore, other rents as highlighted by Khan can be applied to provide a deeper analysis of both economies. Monopoly rents are dependent on the level of market competition and barriers to entry. Freedom of entry and exit would ensure no rents as if any player was gaining rents then other competitors would enter the fray thus driving down prices. Therefore net-social benefit would reach an optimal level, as would economic growth and efficiency. However, certain common phenomena such as economies of scale will always create the possibility for reduced cost structures and therefore a cost/price advantage for larger competitors who can resultantly monopolize markets and gain considerable rents. Although this is less prevalent in developing countries such as India and China with massive fragmentation of their markets due to disparity of consumer demographic types between geographic regions, it is more prevalent in China than in India since China have an emphasis on mass production thus supporting our conclusion. Conversely, the existence of natural resources rents signals efficiency and therefore their maximization would optimize net social benefit. This is because increased use and hence depletion of natural resources (for example: numbers of fish) would increase the difficulty and costs of tapping those resources. This would eventually reach a point where the cost is only exactly covered by the price due to the greater interest phenomena. Finally, rents based on transfers, in developed countries income from production is often lost through transfers, however, in developing countries these transfers can become the source of additional income and the basis for asset accumulation. As it is rarely the case that both parties in a transfer value the item equally the social welfare effect of this would be typically positive. Schumpteranian rents are particularly salient as they regard the level of innovation within an economy, which has been pointed out by many scholars as a source of competitive advantage (Porter). Although innovations are economically beneficial they create rents for the entrepreneur who has created a massive competitive advantage. The optimal social benefit can therefore be reached through most rapid competitor innovation imitation. This is what would put India ahead of China as India has been shown to be seven years ahead of China in its ability to imitate new technologies (Huang and Khanna, 2003), and this is resultantly the main factor in the conclusion that can be made from the consultation of Khans economic rents analysis. This essay will now move on to present the advantages of investing in both countries. The two emerging economies do share similarities which has lead to increased comparison, for example; both have large markets of one billion plus, and both have achieved high levels of growth in a short amount of time. On the basis of economic determinants China does better than India, but is this all that really matters? Chinas total and per capita GDP are higher and thus this makes it a more attractive location for market seeking FDI. Alongside this China reports higher levels of literacy compared to India, and thus is viewed as being able to provide a more skilled workforce and in turn this is attractive to efficiency seeking investors. However, there are advantages which cross between the two emerging economies. China has large natural resource endowments, in particular Chinas infrastructure makes it a more competitive place, particularly in richer parts of China on the coast. On the other hand, although China may have the advantage of natural resources and thus a greater potential for net social beneit in terms of natural resources rents (Khan, 2000), India is able to have an advantage over technical manpower in particular, in its skilled area of IT, India is able to provide the cheapest technically qualified manpower in the West however, a weakness arises in that India is yet to adopt a system of bulk production similar to China and therefore Chinas large domestic market with a system of mass production is attractive to multinationals. Compared to China, India has become known for its heterogeneity, it is diverse in culture, religions and language. Although this may pose a problem for multinational firms, we now live in a world where firms are increasingly adapting to local environments and thus in order to be successful in the Indian market it is necessary to locally adapt. However saying this despite an emphasis on local culture many Indians are fluent in English and this greatly enables Indian firms to do business in the West, unlike many Chinese firms where often language barriers arise. The Indian market does hold great benefits to a firm willing to overcome any problems associated with heterogeneity and in particular, India could provide a niche market for international investors. As well as its highly skilled technological staff, India has a democratic political system and western style financial systems. As noted in an article in economic and political weekly, Indias financial systems are more developed tha n China and this provides an advantage for firms investing in India over China. Indias ability to attract R and D centres, also provides India with the capability of absorbing industry know how quicker than China, India is likely to become more technologically superior as it continues to absorb information from firms investing. Chinas economy in its very nature requires high levels of FDI due to labour intensive technologies and therefore is attracting knowledge along the lines of management styles. In order to assess the strength of India, one particular aspect of Dunnings eclectic paradigm has been applied (Dunning, 1981). It is clear that China is the worlds global factory with high levels of FDI and an emphasis on manufacturing. However, to show that perhaps FDI figures are not the only economic factor such a theory will be applied to show other factors need to be considered and how such factors relate to India. Dunning (1988) related three factors to FDI, location, ownership and internationalisation factors. This essay will look at the first location factors to assess how they apply to India, such a theory may provide further understanding as to why, even though India has attracted considerably less FDI than China it is in good stead to compete and even overtake China in years to come. Dunning defined location-specific advantages as those advantages that a firm benefits from by choosing a particular location, as shown, India possesses communication facilities which enable i t to effectively communicate with the rest of the world. In particular, many call centres are in India and thus many time constraints are being over come through 24hour international call centres. India is pioneering new technologies and it is shown to be 6-7 years ahead of China in terms of its superiority (Srinivasan, 2004). It is Indias IT sector which has outstripped China and the widespread of the English language has allowed Indian companies to deal with Western companies. Secondly, Indian government policies are also allowing foreign firms to benefit from lower levels of corporate tax. Thirdly, infrastructure in India is good, particularly in areas which are considered technology hubs, more specifically areas such as Bangalore in India which is often referred to as the Indian Silicon Valley, offer great location specific advantages. Bangalore, is an organic phenomenon (Huang and Khanna, 2003) and is based on knowledge, education, ambition and intangible assets. The advantage gained here comes from the concentration of computer software and IT industries and arises from a network of firms which allows each firm to benefit from technological spillovers (Hill, 2009). This advantage is perhaps the most important advantage firms look to gain when investing in India. According to the BRICS study, the world economy is set to show dramatic changes over the next fifty years. If we look at the data from this study we can predict the future activities of China and India in order to further conclude the likely future of these two economies. In the study it was predicted that both India and China will overtake the likes of America, Japan and Germany in terms of GDP. Ultimately, the study shows that both India and China will be key players in the economy come 2050. More specifically, India is shown to have the most potential to show the fastest growth over the next fifty years, more specifically it is predicted that as India is less reliant on exports it is less sensitive to changes in the world economy and due to its organic progression many economists are tipping India to overtake China in the long run. What is particularly interesting to note is that India is following a strategy of that seen in developed countries by investing in IT and services unli ke most developing countries which follow Chinas strategy by offering a manufacturing base complete with cheap labour. In conclusion, the two emerging economies have very different strategies and this is reflected in the difference in their economic forecast. China has a strategy of labour intensive export led growth compared to India whom provides a more international niche, stepping away from the mass production market and moving towards providing a technologically superior nation focusing largely on IT and services. China has experienced great levels of growth and according to the predictions of the BRICS study is set to dominate the world economy by 2050. As it stands India is more technologically advanced Ultimately, however India holds great advantage over China as concluded in Khans analysis and referring to its developed private sector, stable democracy, and skilled workforce. As a final note as Huang and Khanna (2003 p.78) notes; China may have won the race to be the worlds factorywith the help of its diaspora, India could become the worlds technology lab.

Pelican Instruments Inc Essay

1. Prepare the Report that you feel Amy Shultz should present to Mr.Park. 2. Put yourself in the position of the following six managers: general manager(EM); marketing manager (EM); manufacturing manager (EM); general manager (EI); marketing manager (EI); manufacturing manager (EI). These six managers compete for a share in the company’s bonus pool. For each of the six, how would you make a case for your obtaining a share of the bonus pool? Six managers, three from the EM division and three from the EI division compete for a share in the company’s bonus pool. For the purpose of this analysis, we take into account different variances within each division, From the EM side, the General Manager could argue that his business unit must without a doubt follow the strategy of low cost, as he is dealing with a mature product. Because of this, he lowered his selling price compared to his competition by $ 10, resulting in a $ 1.4MM profit loss. However, he can strengthen his position by saying that thanks to his lower price, he was able to penetrate the market even more, achieving an additional $ 2.6MM in profit from changes in market share. Furthermore, he can argue that the lower price also got him an increase in volume, which earned him $ 679k more in profits. Clearly, the general manager’s decision to lower his selling price was more than beneficial for his business unit. The Marketing Manager would argue that thanks to his efforts, he was able to go from a 10% market share to a 16% market share, becoming partially responsible for the additional $ 2.6MM in profits. Although industry demand affected the division negatively, losing the division $ 724k, the positive effects of the increased sales were advantageous for the division. Furthermore, the Marketing Manager can say he is partially responsible for the savings in marketing fixed costs for the company, amounting to $ 416k. The Manufacturing Manager for the division must defend his increase in cost from $ 20 to $ 21. His argument can be perhaps that he was focusing more on quality of product, and that because his product was now of better quality he also is partially responsible for the increase in sales volume. He can  also say that he is partially responsible for saving the company $ 342k in fixed manufacturing costs. From the EI General Manager’s point of view, the fact was that he was able to sell his product at a much higher price, earning his division an additional $ 1.6MM in profits. Although unfortunately he lost $ 689k from a lower sales volume, he clearly made it up to his division by earning them $ 6.9MM from market share changes, and an extra $ 4.9MM from changes in industry demand. As opposed to the EM division, the EI Division strategy must be one that follows differentiation and that focuses on building and penetrating market share in a fast growing industry. EI’s Marketing Manager can argue that thanks to his efforts, he was able to end the year with a 9% market share. Despite the fact that this is a lower percentage than what was budgeted, the Marketing Manager can argue that the size of the market is growing by the minute, therefore defending his 9% and proving that he earned $ 6.9MM from being able to own a larger piece of the pie (or the market). Because industry demand for the product is also increasing, the product is hot, a factor that also allowed his division to sell above standard prices. Like the EM Marketing Manager, he can finally also argue he is partially responsible for the important savings in fixed marketing expenses. The Manufacturing Manager for the EI division can claim that like the EM manager, he was also partially responsible for the savings in fixed manufacturing costs. Because his division is focusing on a differentiation strategy, he could claim that the increase in variable cost per unit comes from value-added features that will allow the company to have a better product than its competitors. 3. As Mr. Park, how would you feel about the 1997 performance of each of the six managers who are competing for a share of the bonus pool? Taking into account the fact that the EM business is a â€Å"Harvest† business dealing with a mature product, Mr. Park should seriously consider getting rid of the division by slowly discontinuing the product, as it is performing worse than  budget and losing $ 4MM in profits for the company as a whole. If Mr. Park decides to maintain the division, the best way for it to compete will be by following a low cost strategy. Based on the characteristics of a â€Å"Harvest† business, EM managers should be strictly held to budget, and total compensation should be based more on base salary and less on performance measures. In analyzing each manager’s performance, Mr. Park should feel positively about granting the bonuses to both the Marketing Manager and the General Manager, but not the Manufacturing Manager, as his variable costs per product increased, going against the low cost strategy discussed. In terms of the EI division, this is a high potential market segment that is growing exponentially and the company is doing well in this business. This division follows a â€Å"Build† strategy and therefore he should be more flexible with his managers, acknowledging that their strategy of differentiation and growth is risky. These managers should be evaluated less according to budget and more according to long term criteria such as R&D spending, product development, and market development. Manager salaries should be more based on performance bonuses and less on base pay so they are more willing to take risks in their strategy. In analyzing each manager’s performance, Mr. Park should feel positively about granting the bonuses to the Marketing Manager, who had a positive variance for the department in terms of market share (aside from industry demand factors). Similarly, the Manufacturing Manager increased his variable costs by a large percent, but this could be defendable from the point of view of creating a better and more differentiated product. However, Mr. Park should feel negatively about the General Manager, since he could have offered the product at a slightly lower price and attained more sales volume and advantages from product mix as well.