Duramold - Fairchild - Howard Hughes and the Spruce Goose

In the late 1930s, aircraft of composite materials began to appear made of plastic-impregnated wood materials called duramold. The most famous and largest aircraft of duramold construction was the eight-engine Howard Hughes flying boat dubbed the Spruce Goose. Sherman Mills Fairchild According to the Fairchild Corporation, In the mid-1930s, Fairchild pioneered the application of composite structures to airframe design and production - duramold. The adhesive bonding processes and techniques are still followed in the manufacture of composite structures today. Fairchild also developed the first nine-lens mapping camera for the U. S. Coast and Geodetic Survey in 1936. Duramold Aircraft Spruce Goose The Spruce Goose was not the first airplane to use duramold material. Many small planes had been built using duramold during the early thirties by the Fairchild Aviation. The Spruce Goose was originally conceived by Henry J. Kaiser, a steel maker and builder of Liberty ships. The aircraft was designed, constructed, and engineered by Howard Hughes and his staff. The Spruce Gooses exterior was created with material using the duramold process of laminating plywood and it was the largest plane ever to fly. In 1947, Millionaire Howard Hughes became the first person to pilot the Spruce Goose. Spruce Goose Howard Hughes Becomes The First Person To Fly The Spruce Goose In 1905, Howard Hughes was born in Houston, Texas. Hughes inherited the patent rights to an oil tool drill made by the Hughes Tool Company. A millionaire, Howard Hughes both inherited and made his own money. An adventurous soul, he formed the Hughes Aircraft Corporation and loved to pilot planes and break aviation records. After flying across America, Howard Hughes turned to movie making and formed his own motion picture studio.

compare and contrast parliamentary and presidential system...

Compare and contrast the Parliamentary and Presidential model of democracy. Which model do you believe is most suitable for Caribbean democracies? Parliamentary and Presidential democracies are forms of government that similar in some respects and differ in others. The Parliamentary system like the Presidential is divided into three separate arms of Government, the Legislature, Executive and the Judiciary. Both democracies have a bicameral legislature, often referred to as the House of Representative and the Senate. The House of Representative is elected and the Senate is appointed by the Head of State on the advice of the Prime Minister in a Parliamentary type while both houses are elected by the people in the Presidential system.†¦show more content†¦The President also had the right to veto laws. Overall, the Caribbean should adapt to the Presidential Democratic System. Although it may seem very expensive to fund such type of government, it may cost less in the long term. The check and balance that a presidential system offers allows for less corruption and Executives to be held accountable of their actions. Policies and laws would be more accurate and better evaluated having two separate Agencies in review of such nature. The Presidential system allows for more transparency which is one of the ultimate objectives of a democracy. References Parliamentary democracy is the type of government where the public vote government into power and parliamentarians are representative of the people. While a Presidential Democracy is when there is a system of government that has a president acting as the nation’s head of state and active chief executive authority. The similarities between the Presidential and Parliamentary model are: both are representative democracies, both have a head of state, both have a bicameral form of government and both are rule by constitution. There are also differences between the Presidential and Parliamentary model. In the Presidential Model, the president is the Executive body and is separated from the Legislature. President is voted by the people and also the Legislative Branch that is composed byShow MoreRelatedInternational Business Expansion: Two Markets, One Product1881 Words   |  8 PagesTable of Contents 1. Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 2. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 3. Overview of the company and product†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 4. Compare Contrast†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 4.1 Political economy issues†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.8 4.2 Cultural Issues†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 4.3 Entry Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 4.4 Strategic Alliance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 PagesMcKeown 9 †¢ 2 Twentieth-Century Urbanization: In Search of an Urban Paradigm for an Urban World †¢ Howard Spodek 53 3 Women in the Twentieth-Century World Bonnie G. Smith 83 4 The Gendering of Human Rights in the International Systems of Law in the Twentieth Century †¢ Jean H. Quataert 116 5 The Impact of the Two World Wars in a Century of Violence †¢ John H. Morrow Jr. 161 6 Locating the United States in Twentieth-Century World History †¢ Carl J. Guarneri 213

People of low intelligence/class i. e. teenagers use junk music to try and drown out their supposedly harsh reality Essay Example For Students

People of low intelligence/class i. e. teenagers use junk music to try and drown out their supposedly harsh reality Essay The essay I read suggested that people of low intelligence/class i. e. teenagers use junk music to try and drown out their supposedly harsh reality. The author also suggests that the more intelligent people in the world do not listen to loud music because the decibel level at which you listen to music somehow indicates your intelligence. I cannot agree with that statement because I have talked to my friends and aquaintences and they told me that music helps to lift their spirits and some even said that music helps them to cope with their reality. In addition, studies have shown that some people who listen to music while they study actually do better on the test the next day, because the music relaxes them. In the aforementioned essay, the author also mentions the two slack-jawed young assistants. This was quite obviously stating that the repairmen were of lower social standing, and that the junk music they were blasting was emphasizing their low class. The author continues on to mention elevator music and how it is alright to play it in factories and restaurants so that the personnell do not fall asleep or brood on the essential monotony of their jobs. I thought that the whole point of the essay was to complain about low class people trying to escape reality through music, and then he contradicts himself. He also said essentially that the young workers had no interest in the serene setting in which they were working, and the same goes for all low-class people. I find that laughable, as some of the greatest painters and artists, poets and writers were lower class citizens in their time. He states his opinion that people play such junk music not to bring something in, but to shut things out. Supposedly, people do not want to hear the music for sheer enjoyment, but rather we use it as a narcotic of sorts, blocking out reality and dispelling the thought-provoking silence that accosts us when we are alone. The author continues to get off topic by mentioning societys so-called televsion addiction, the sports mania, and the intense prioccupation with trivia, which according to the author, which are all supposed factors in creating the vacuum that makes up peoples mostly teenagers heads. Mr. Harris concludes with the statement, à ¢Ã¢â€š ¬Ã‚ ¦this great gift has been turned against itself, creating a cacophony to dull and deaden and dehumanize the soul. This author comes off as being very snobby and very much an elitist. He says that the only good music is classical, which is what the higher class listen to. I cannot agree with his concluding statement, because as I said earlier, the people I spoke with play music to brighten their day, lift their spirits, and make them happy. I enjoy music, and I do not need Mr. Harris destroying the one thing that everybody in the world can relate to. Everyone has heard music, everyone enjoys some sort of music, and isnt it worth it to endure the hardship of listening to rock music, if only to bring everyone a little happiness?

Sunwind Ab Case Essay Example

Sunwind Ab Case Paper 2) Draw the schematic flow diagram for Sunwind and all Volvo plants. (Draw at abstract level not detailed level). Provides detail of distances and demand (quantity based on 1987 forecast) flow. Ans) Demand of Sunwind is 1250/week = 1250*45 = 56250 units The following table gives us the demand of each plant yearly for the year 1985 Plant|   | Torslando | Kalmar| Ghent| Total| Year| 1985| 17050| 4525| 12090| 33665| | %| 50. 65%| 13. 44%| 35. 1%| 100%| Year| 1987| 32919. 947| 8736. 819| 23343. 23| 65000| Depending on the percentage of share of each plant of the total in 1985, the same percentage is used to calculate the demand of each plant in 1987, as we know the total production of Volvo from all the plants put together in 1987. 3) What are the challenges facing Sunwind? Do they need a change in strategy by Sunwind? Why? Ans The challenges faced by SUNWIND are as follows : The main problem is to meet the increase in the demand from Volvo which is around 650 per week in 1985 to 1200 per week in 1986 * There is also a problem of meeting the quality of the finished products supplied by them, some of the machines like gluing machine had proved particularly troublesome and has increased rejects. * Some other bothering issues would be the off-spec plywood blanks received from Finnish supplier. * The rejection of the batches by Volvo as they haven’t met the quality constraints imposed by them. The demand for the finished goods is around 1400 units/week while the ideal capacity of plant excluding wastages is only 1250 units/week; this mismatch is of a greatest concern for the Sunwind in the present scenario. * The trend of the major manufacturers like Toyota who are working on â€Å"Less† suppliers’ model to increase the efficiency is of a big threat as Volvo might even persuade it. * The system of JIT which is being implemented recently by the Volvo group, the Belgian manufacturer is turning out to be major competitor to Sunwood on this perspecti ve. The batch size if we see for different operations varies from 2500 to 500, such a huge amount of batch size might lead to having no control over the quality issues i. e. in case of any damage done its hard to find out and the who batch has to be set off which is of a huge loss for the plant. * This large batch size might also increases the MLT hence leads to a lot of inventory which has a lot of adverse effects. For the other part of the question whether they need to change the strategy of the Sunwind or not, yes they have to change indeed to so as to protect themselves from Volvo by meeting their demand needs. At the same time the technological aspects of Sunwind are at a ground level, they need to compete with the competitors and have to go for new machinery. Right now they are not following the JIT method while Volvo has gone for it, In that case to meet the Volvo demands it might have to put a huge pile of raw materials instead if it makes itself a JIT system it could save itself from one of the competitors. Their batch size as mentioned before is also very large, hence they need to change this strategy too. There is a quality issue also being faced hence they a need a new strategy which can address all these issues in a very efficient way. ) What are the benefits to implement JIT for Sunwind? How Volvo will get benefited if Sunwind goes for JIT production and delivery? Ans) The benefits to implement JIT for Sunwind are 1. The main advantage would be saving on inventory i. e. there is no need to spend a lot of money in storing the inventory for huge number of days until it is used inste ad JIT takes care of inventory only when needed hence there is no idle inventory. 2. The JIT system will take care of the batch size this will help increasing the frequency and also easy transportation and on time as the batch size is small 3. We will write a custom essay sample on Sunwind Ab Case specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Sunwind Ab Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Sunwind Ab Case specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In case of any defects the wastage would be in a small scale 4. The quality issue can be addressed, if we have the batch size to be small there is an every chance to make strict quality checks and reject the rest. 5. This helps in cutting the waste by cutting the excess capacity or inventory and removing the non value-added activities. 6. This will develop a close relationship with their suppliers, in a way they will get suppliers as a partner in the venture. 7. This will also encourage the suppliers to get themselves placed in and around the Sunwood plant so as to deliver the raw materials on time. 8. This system gets an in-plant representative who will be onsite in Sunwind on behalf of the suppliers whose main purpose is to plan and schedule the replenishment of the materials from the supplier hence even the forecasting is also taken care by him. 9. He also helps in designing ideas to help reducing cost and improve manufacturing processes and managing production schedules for suppliers, materials contractors and other subcontractors. 10. It also provides the best organizational structure needed to improve the supplier coordination by integrating the logistics, production and purchasing processes together. The advantages of the Volvo if Sunwind go for JIT is same as the ones enjoyed by Sunwind on behalf of their supplies * This will develop a close relationship with Sunwind. * This system gets an in-plant representative who will be onsite in Volvo on behalf of the Sunwind whose main purpose is to plan and schedule the replenishment of the materials from the supplier hence even the forecasting is also taken care by him. * He also helps in designing ideas to help reducing cost and improve manufacturing processes and managing production schedules for suppliers, materials contractors and other subcontractors. It also provides the best organizational structure needed to improve the supplier coordination by integrating the logistics, production and purchasing processes together. 6) How many varieties of products does the Sunwind manufacture for Volvo? How does this information help to design production and delivery? Ans) Sunwind was the only supplier for the floorlid for the 5-door 700 serie s station wagon. These were offered in several carpet/ colour combinations. The lid comprised of 4 separate items front panel, rear panel, left panel and the right panel. The carpeting could be any of four different colour choices – beige, blue, black and burgundy. The carpeting could be either needle felt or tufted. Thus 32 part numbers were needed to specify a particular part/ colour/ carpet combination 4 parts x 4 colours x 2 carpets = 32 This data of the variety of products being manufacture will give us an advantage of designing the production through JIT. One of the process considerations in lean systems â€Å"Uniform workstation loads â€Å" comes into the picture. This in turn would decrease the big lots there by decreasing the average inventory level. We can follow the production model of â€Å"heijunka† which is the levelling of production load by both volume and product mix. Using this what we can do is to form batches in a way so that each batch gives us 32 varieties of different materials instead of having the same variety in a batch. This would help workers to get acquaintance of all the products and also though there is any wastage in a batch the other batch can cover up for it, if a batch has all the products of same kind it would be a problem if there is any defect or quality issues. Thus this data of the variety of products gives us the division of batches in an efficient way which reduces the extra non value added costs. 8) Provides details of some critical characteristics of one of the Volvo operations (Customer interface point) between Volvo and Sunwind. How does may this information be helpful to get advance intimation to prepare the next JIT delivery? Ans) Sunwind’s interface with Volvo parts at the order placement. Every 4 weeks Volvo send an order form indication the requirement over a 60 week planning horizon. This was broken into seven 4 week periods and one 32 week period. The next interface was at the loading stage of the shipping process. Volvo mandated that it suppliers use Volvo’s wholly owned transport company, use standard containers and ship one part per container. Sunwind ordered transportation and empty containers as required. Post shipping, the next interface would be at the inspection upon receipt of parts by Volvo. If the randomly chosen container did not pass the stringent quality control criteria, the entire shipment would be rejected and the supplier would be called. Sunwind could then either replace the entire shipment ot come to Torslanda to check the rejected shipments and replace the defective parts. Rejected parts were either scrapped or sent back to the supplier at the supplier’s expense. The fault would be officially notified and the next shipment would be subjected to 100% inspection. The interface points are at various stages in the part procurement process. Continuous communication between supplier and vendor enables updation of records on both ends and real time flow of information. The 4 week periodical order placement can help Sunwind plan its production such that they complete production just in time for shipment and the shipment occurs just in time for assembly at Volvo. Shipping is done through Volvo’s own transport system. Knowledge of the production schedules of Volvo in advance will enable Sunwind to request transport and containers in advance so that they arrive just in time for loading. This makes for efficient operations as the production can then be planned to meet the shipment schedule. Inspection procedure is well defined and knowledge of this can help Sunwind optimize its production to avoidrejection upon shipment. Rejection of shipments can be costly and they run the risk of not being able to meet the just in time production schedule. 9) How KANBAN, facilitator of JIT inventory Design be used for Sunwind operations? Show few sample calculations. Ans) In order to avoid the stock outs or overproduction Kanban can be used as a facilitator of JIT system. According to Kanban system, there is a card which contains the requirement or the supply of units written on it. Once if the card reaches the supplier depending on the requirements the desired date the supplier manufactures or prepare the goods and then they will be put in the same box with the card in place. The same process is done when the units reach the ordered company it will crosscheck the number of units in the box with the required in the card, once it matches it will then proceed to the operations. The best use of this comes when the manufacturing process has lots of operations involved in it with different batch sizes and cycle time and lead time. For example if we take Sunwind it has 8 operations with different batch sizes hence by using this it can send the Kanban cards at will according to the lead time to the respective suppliers and they can receive the desired goods right on time and can verify it also accordingly. The basic formulae to calculate the number of Kanban cards is Kanban quantity = Daily Demand x Lead time (in days) x Safety factor Container quantity Here the daily demand can be calculated as we know that the demand per week is 1250 and there are 5 working days per week thus the daily demand is 250 units The lead time here as it is not mentioned clearly anywhere in the case we have taken the sentence† the production is planned two weeks before†. Using that we can get the lead time as 2 weeks i. e. 14 days (including working and non-working days) Safety factor: we are taking a standard 10%(assumption) hence the whole quantity is multiplied by 1. 1 Container quantity is given in the case as 20 units Hence Kanban quantity = 250*14*1. 1 = 192. 5 20 Thus using this estimate this will give us a forecast of how many Kanban cards are in place for the JIT beforehand and would make the process efficient enough. 1) Repeat Q10 for Volvo’s Kalmar and Ghent plants. Write only short discussion and detailed calculation and diagram is not expected as in Q10. Ans) The distance plays a major role when it comes to Kalmar and Ghent plants as for us to make a JIT delivery of 4 times a day, the transportation including all logistics plays the deciding factor. Similarly if we look into th is case the distances are shown below Save to Kalmar 179. 82 Miles or 289. 39 KM (Source : http://www. mapcrow. info) Save to Ghent 1284 KM (source : Google Maps) For both the plants if we see there is no feasibility to do the JIT supply 4 times a day as the distance is so large that the transportation becomes a problem and even though if pains are taken and the things are meeting the deadline, the efficiency decreases as this will in no way an add on for the current existing process in terms of the ROI ( Return on Investment ). Q 5 ) Draw the process flow diagram of Sunwind operations. Perform capacity analysis Sunwind’s operations. Is the capacity at plant sufficient to meet the requirement (Demand and any other) of all VOLVO plants? How would you interpret the capacity calculations? (Consider a batch size and process time information in Exhibit 8). What is the Manufacturing Lead time? Do you think it is right or a long MLT in line with JIT requirement? If it is short or long, what is cause of such short/Long MLT? Ans. Operation 2- Painting Cycle time: 1. 15 min Operation 34-batterns, riveting inserting studs Cycle time: 6. 85 min mins Operation 1-Shaping plywood panel Cycle time-2. 8 min Raw material (plywood) Operation 7- Attaching metal and carpet fixtures Cycle Time: 2. 2 min Operation 6-Gluing Carpet Cycle Time: 4. 25 min Operation 5-Mounting hinges Cycle Time: 0. 95 min Operation 8-Assembly of left and right units Operation 3 is the bottleneck with maximum cycle time of 6. 85 mins. So it becomes the cycle time for the entire process. The working time for a personnel/week = 40. 7 hours. So, effective working hours/day= 8. 14 hours. Therefore, total no. of units produced/ day=8. 14*60/6. 85= 71 units. ( considering 100 % capacity utilisation) So at 100 % utilization,output/week= 71*5= 355 units/ week Monthly production= 1420 units. Starting from January 1985 Volvo’s maximum demand per month till July was 1115 units. So Sunwind was able to meet the demand . In August 1985 when demand of Volvo’s three plants surmounted to 4000 units / month Sunwind was unable to supply the required quantity. In 1986 when the forecasted demand of Volve stands 1387 units/ week present capacity of Sunwind ( 355 units/ week) is not sufficient to meet the demand . Direct labor content ( parts fabrication + operations 1-9 ) =18. 8+25. 2+5. 15= 49. 15 mins/ shirt (excluding set up time) If we consider batch sizes of 500 (operation 6 has the minimum batch size of 500) the changed cycle time for each operation are as follows: Operation 4 with zero set up time still remains the bottle neck time and hence the cycle time. So the batch size does not influence the process cycle time. To meet the average forecasted demand of 1400 units/week in 1986 the cycle time of the entire process should be 1. 4 min assuming the plant operates at 80 % efficiency level. Since different operations have different WIPs( according to batches as shown below): Manufacturing lead time is given by MLT= WIP * Cycle time At current plant capacity, considering lids are produced in batches of 500 MLT= (2500+1500+1000+1500+500+500)* 6. 85 = 51375 mins =856. 25 hrs= 21 weeks (considering working hours of 40. 7 /week as bottleneck operation is run in 1 shift only) The lead time is very high and the primary cause for this is large lot size used for production. A high MLT cannot go hand in hand with JIT production. The JIT philosophy is timely delivery of customer order . To meet the delivery deadline for a JIT e need to start the production as soon as the order is booked. For this we need to maintain a minimum Manufacturing Lead Time as products are produced in batches. Q 7) Should Lars Olav were to design a JIT programme at Sunwind, what should be its elements? Give details about the current status and future requirement of few essential ingredients of JIT/Lean elements requiring improvement/change in Sunwind. Please suggest/show your improved/chan ged version of the Sunwind operations process to meet the requirement (Demand and any other) to all Volvo plants. Hint: You may like to meet the new demand (1987 forecast) by balancing the capacity of Sunwind operations. Ans. The elements of a JIT programme would be as follows: 1) Make to order strategy and not make to stock. This will reduce over production which not only creates excessive lead times and inventory but also makes it difficult to detect defects. 2) Reduction of inventory level so as to identify quality issues more promptly and effectively thereby correcting at source instead of creating rejections at end. ) Setting a plant layout such that the distance between adjacent workstation is minimum. This will reduce material handling cost and time. Excessive movement of products can at times cause damage and deterioration of product quality. 4) Manufacturing lead time to be minimum so as to reduce waiting time for starting production when an order is booked. 5) Close ties with supplier making sure they are located in close geographic proximity in order to promote strong partnerships and better synchronise product flows. Current status and requirements for adopting JIT in Sunwind: 1) High raw material and WIP inventory level. High batch sizes don’t allow problems to surface immediately. This hinders quality check at source. Few of the quality control procedures were followed in practice. Processes were not monitored formally. Defects were inspected by customers after delivery instead of identification in-house. Defective materials were rejected by eliminating the problem but no summary statements were available in Sunwind concerning the rejects. Sun Wind needs to reduce its inventory level and present MLT so as to identify defects at source thereby reducing cost as rejection rate comes down. 2) Presently in Sun wind due to extended delivery lead time of some items (eg. Carpeting) the purchasing department uses a 3-6 months planning horizon. On the contrary the production planning department focuses on first four weeks of delivery schedule which unnecessarily increases the inventory level. As a result raw material inventory unnecessarily goes up. Sun Wind should ask it supplier to reduce this lead time as it is planning to go for JIT. The benefits of a successful JIT can only be realized if your inventory levels are low. Considering suppliers as partners in venture can build long term profitable relationship wherein there is a win-win situation for everyone. 3) Sun Wind is presently operating in moderate batches which is giving a very high Manufacturing lead time which is not acceptable for a JIT . To meet the increased demand for Volvo Sunwind needs to improve its cycle time as well as reduce its MLT by reducing batch size. Only operation 6 has a significant set up time which has to be reduced for going to JIT by enacting machine controls or preparing for changeovers while a job currently in production is still being processed. 4) In Sunwind the workstation load at different operations is not uniform. The cycle time at different processes vary considerably. As a result there is inventory pile up at workstations with high cycle time. Capacity planning and line balancing are to be used to meet the changed requirement of Volvo plant in 1987. In 1987, Volvo needs 65000 units of 700 series 5-door station wagons. To meet this demand Sunwind needs to produce =65000/52= 1250 units/week. At current capacity Sunwind can only produce 350 units/week. To meet the demand Sunwind needs to produce=1250/5=250 units/day. We propose change in number of workers and number of shifts to meet the required demand(considering Save plant of Sunwind alone will be producing for all Volvo plants) as shown below. Present Situation Proposed Capacity Planning and line balancing to meet new requirement In this changed line balancing the bottleneck operation is Operation 6 with a cycle time of 2. 83 mins. Since operation 6 has got maximum set up time and Sunwind is producing 32 combinations of part/color/carpet, we assume Japanese concept of heijunka for a JIT, a batch of 32 each wherein all the varieties will be there per batch. Assuming a reduced set up time of 15 mins /batch for JIT achieved by machine control , we get a cycle time of 2. 83+0. 47= 3. 3 mins. Since this operation is run for two shifts the daily production will be = 2*8*60/3. 3= 290 units/day. Operation 7 which has a lower cycle time becomes the bottle neck as the process is run for 1 shift only. No of units produced /day = 8*60/1. 3=262 units. Hence we can say the actual bottleneck is operation 7 with a cycle time of 1. 83 mins which run for single shift. Hence this becomes the cycle time for the entire batch process. To meet this requirement 3 additional workers at Sun wind’s Save factory are needed as per changed capacity planning. In this scenario of JIT an operational efficiency of above 95 % will be need ed to meet the demand requirement of 250 units/day or 1250 units/week (assuming 5 days week) If each batch of JIT is 32 units, in that case per day no of batches produced will be =250/32=7. Hence a JIT will shorten the Manufacturing lead time thereby reducing the inventory level and lumpy requirements on different workstations. This will help identify defects immediately and strengthen quality control measures and help achieve higher efficiency. MLT for JIT= WIP* Cycle time = 32*6*1. 83=351. 4 mins=5. 86 hours. Q 10 Assuming that Sunwind is now ready for JIT delivery (hope so, based on your Q1 to 9 analysis and suggested improvement), how to synchronize the delivery of product 4 times a day to Volvo’s Torslanda Plant? For this you may require the one day demand of Torsdland plant) Ans. The actual demand of 5 door model 700 for Volvo’s Torslanda Plant is 1985 is 17050. The total demand for Volvo isn 1985 is 33665. So Torslanda plant produced around 51 % of total Volvoâ €™s production. Considering the same percentage production of total Volvo’s requirement, by using the overall forecasted demand of Volvo plant in 1986, Torslanda plant will require to produce =51% of 62400= 31824 units annually. Hence per week demand is calculated to be=31824/52= 612 units. Since Sunwind runs 5 days a week, daily production requirement will be=612/5= 122 units. Considering new Capacity planning and line balancing for Sunwind as in Q7, our cycle time is 1. 83 mins ( bottleneck process 7 running for single shift). As the bottleneck operation is for single shift, in order to synchronise the delivery of products 4 times a day to Volvo’s Torslanda plant we need to have an MLT which will be atleast= 8*60/4= 120 mins. Considering the previously arrived cycle time of 1. 83 mins in Q7 There will be WIP of equal size at 6 different work stations (Operation 1 to 7) where processing will be done in batches. Hence maximum batch size that can be allowed so as to make a just in time delivery of new order booked 4 times a day =120/(6*1. 83)=11 Lot sizes of 11 units if produced in JIT system can enable us to deliver products 4 times a day, if the product criteria and combination is known beforehand.

The Female Pharaoh Cleopatra †History Essay

The Female Pharaoh Cleopatra – History Essay Free Online Research Papers The Female Pharaoh Cleopatra History Essay Cleopatra became pharaoh in the springtime of 51 B.C. when her father, Ptolemy Auletes, died. He left the throne to his eighteen-year-old daughter, Cleopatra, and to her younger brother, Ptolemy XIII, who was only twelve at the time. Cleopatra took greater power over her brother. She was forced to have a consort throughout her reign. Her consort could either be a brother or a son, no matter what their ages were. Cleopatra married her brother, Ptolemy XIII. She dropped his name from all official documents despite the insistence the Ptolemaic had that the male presence be first among co-rulers. Cleopatra put her name and face on the coins of that time period, ignoring her brother. A group of men led by Theodotus, the eunuch Pothinus, and a half-Greek general, named Achillas, overthrew Cleopatra in favor of her brother. They believed he could be influenced easier, so they became his council of regency. In the early days of the Ptolemy the control region of the Egyptians expanded greatly. This included the island of Cyprus, Cyrenioca, which had already controlled modern day Libya, Syria, and Phoenicia. They also controlled some major cities in Asia Minor and Greece. After Ptolemy XIII, her brother and husband, died by drowning in the Nile, Caesar restored her power so Cleopatra became the sole ruler of Egypt. Caesar must have been driven by more than simple infatuation for Cleopatra, to have gone through the troubles of restoring her power. To please Alexandrians and she had to marry her younger brother Ptolemy XIV, who was only eleven years old at this time. She became pregnant quickly after the marriage. This was very appealing to Ptolemy XIV to have a son to carry on his rule after his death. After this Caesar and Cleopatra took a two-month trip up the Nile. In July 46 B.C., Caesar returned to Rome. Upon returning he was given many awards for his ten-year ruling, and then he brought over Cleopatra. Cleopatra coming to Rome, especially the conservative republican when Cleopatra was established in Caesars home offended many. Cleopatra considered herself to be the new Isis, the goddess of motherhood and fertility. The life she lived was very luxurious and she had a golden statue of herself put by Caesar in the temple of Venus Genetrix. Openly, Caesar recognized Caesarion, Cleopatra’s son, as his own. Besides the laws against marrying foreigners and laws of bigamy Cleopatra and Caesar planned to get married. Then in March of 44 B.C., his senators assassinated Caesar outside the Roman Senate Building. Cleopatra fled Rome with her child and returned to home in Alexandria, because she feared for the life of her child and herself. When she returned to Alexandria she had husband and consort, Ptolemy XIV, assassinated so that Caesarion could become her co-regent at the age o four. During her absence she found that the Nile Canals had been neglected and that caused harvests to be low, plagues, and famine to occur. This continued for about two years. Research Papers on The Female Pharaoh Cleopatra - History EssayAssess the importance of Nationalism 1815-1850 EuropeInfluences of Socio-Economic Status of Married MalesQuebec and Canada19 Century Society: A Deeply Divided EraThe Relationship Between Delinquency and Drug UseNever Been Kicked Out of a Place This NiceAppeasement Policy Towards the Outbreak of World War 2Honest Iagos Truth through DeceptionBringing Democracy to AfricaComparison: Letter from Birmingham and Crito

Johns Keys to Success Idiomatic Story

John's Keys to Success Idiomatic Story Here is a story about an accomplished businessman and happily gave advice to young people whom he mentored. Youll find idiom definitions and a short quiz on some of the expressions at the end of the story.  Try reading the story one time to understand the gist without using the idiom definitions. On your second reading, use the definitions to help you understand the text while learning new idioms. Johns Keys to Success John is an incredibly accomplished and successful businessman. As such, he is quite popular as a mentor. He enjoys showing young professionals the ropes. The first thing he says is that his career has certainly not always been smooth sailing. In fact, he learned a number of lessons along the way. First and foremost, John said, dont believe that success is ever mana from heaven. He said that everyone he had met had a similar rags to riches story, and that a lot of hard work had gone into the success. John believes in hard work, but also in recognizing the right opportunities. Its absolutely essential to never spread yourself too thin John advised. If you have too many irons in the fire, youll certainly miss out on real opportunity he continued. Ive seen people as busy as a bee who never really seem to do anything he pointed out. The more I thought about this advice, the more I understood what he was saying. If you put on your thinking cap, youll realize that its impossible to really concentrate if you have to worry about fifty different things. Another important lesson was that its important to know which side your bread is buttered on and make sure to give that activity your full attention. In other words, you need to ride the gravy train. Dont start looking for new challenges if everything is working out for the best! John stressed that the most important ability of any successful entrepreneur was to have the presence of mind to not only take advantage of an opportunity but also to keep your eye on the ball. Some people are quick on the uptake, but then they get bored. Its important to be consistent, but not spread yourself too thin. Finally, make sure to never show your hand to your opponents. In any case, thats how to be successful according to John. Idioms Used in the Story smooth sailing an easy life with no problemsknow which side ones bread is buttered on to understand what is most important for oneselfride the gravy train to make money by doing something that is already proven to be successfulkeep ones eye on the ball to concentrate and continue doing wellmana from heaven surprise richesfrom rags to riches from poor to richshow someone the ropes to explain and show by example how something is done properlyas busy as a bee very busy (also busy as a beaver)work out for the best to end with the best possible resultquick on the uptake to understand very quicklyhave the presence of mind to do something to be aware and able to grasp an opportunityshow ones hand to show others what advantages you have in a situationput on ones thinking cap to concentratespread oneself too thin to do too many thingshave too many irons in the fire to do too many things Idioms Quiz My friend is as ________________ these days. He never gets time to relax.Weve been lucky in life. Its been _____________ since the very beginning.  Im sure the situation will improve. It will _________________.You need to ____________________ for this problem. It requires a lot of concentration.Alan ___________________ during the negotiations for the business deal.Franklin went from ________________ in his life. He started with nothing and ended up a very rich person.Some artists are lucky and have a huge hit early in life. Then they ______________________ for many years afterwards.My boss _________ me ______________ at work because it was my first week. Quiz Answers busy as a beesmooth sailingwork out for the bestput on your thinking capshowed his handrags to richesride the gravy trainshowed me the ropes More Idioms and Expressions in Context Stories Learn more expressions using stories with one or more of these further  idioms in context stories with quizzes. Its important to learn and use idioms in context. Of course, idioms are not always easy to understand. There are  idiom and expression resources  that can help with definitions, but reading them in short stories can also provide context that make them come more alive.

Marketing Essay Example | Topics and Well Written Essays - 750 words - 7

Marketing - Essay Example For this reason, brands must select celebrity endorsements very carefully because the expense needed for celebrity endorsement is large yet there are many risks involved simply due to the fact that a brand cannot control a celebrity's actions in either their professional or personal lives. For brands that are looking to be successful, the easiest way to do this is by associating the brand with a celebrity that already has success. The hope is that consumers will associate the success of the celebrity with the brand they are supporting. The reality is that this is very often not the case, yet it is human nature to link one success with another. The trick that marketers have is trying to convince the target market that the celebrity really does support the brand and stands for the values of the brand. Celebrity often have their own fan bases, usually in the entertainment and sporting industries, so a key reason why marketers want to use celebrities to endorse a product is to have acces s to these loyal groups of fans. Some high-profile companies are willing to spend millions of dollars in order to attract celebrities that are well-known. One such example occurred in January of 2013 when Nike signed world number one golfer Rory McIlroy to be its major celebrity icon. Although the terms of the deal were never released, many insiders to the deal estimate that McIlroy will make $100 million over the next five years or up to $250 million over 10 years (Crouse 2013). While this may seem like crazy money, Nike is betting on the fact that McIlroy will remain a force in the golfing world for some time yet. Because of his relatively young age, 23, he has the potential to dominate the golfing world over the next decade. When McIlroy steps up for the winning putt at some of golf's major events, Nike wants the world to see McIlroy with his Nike cap on, the Nike swoosh on his shirt, and the Nike golf club that he is using. However, if a celebrity does something that brings sham e to a brand, then it may have a long-term effect on the brand. Just recently, the well-known Paralympian Oscar Pistorius shot dead his girlfriend in his South African home. Although the details of his actions are still to be determined in a court of law, some of Pistorius' main sponsors were quick to distance themselves from the controversy (Davis 2013). One popular new ad was a Nike ad in which Pistorius starred in. The tagline of the ad was that Pistorius was "the bullet in the chamber" (Davis 2013). The ad was quickly pulled by Nike when it realized how ironic this advertisement was considering the circumstances. Celebrity endorsements will continue to be lucrative for brands that are looking to increase their reach to consumers, but there are also some downsides involved if that celebrity falls from the public eye. If celebrities are used to help market products and services, then a brand needs to be very selective and only select celebrities that stand for the values of the br and. Bibliography Crouse, Karen. "McIlroy's Well-Remunerated Risk." NYTimes.com. Jan. 14, 2013. http://www.nytimes.com/2013/01/15/sports/golf/rory-mcilroy-announces-deal- with-nike-golf.html?_r=0 (accessed Feb. 20, 2013). Davis, Rebecca. "Oscar Pistorius dropped by sponsors." The Guardian. Feb. 20, 2013.