Free Essays on Fall of Man Through Knowledge (comparison of Frankenstien and Genesis)

Throughout history, man has been fascinated with the origins of life. Questions like, â€Å"where did we come from?† and â€Å" how were we created?† have been asked for ages. We have even fantasized about creating life ourselves and the never-ending quest for knowledge pursues to this day. Genesis reflects how one ancient people explained not only their own beginnings, but also the creation of the world. The first few chapters also introduce the â€Å"fall† of humanity. We were created along with the rest of the world and were in paradise, until the opportunity to gain knowledge arose. â€Å"And the serpent said to the woman, ‘you shall not be doomed to die. For God knows that on the day you eat of [the fruit from the tree in the midst of the garden] your eyes will be opened and will become as gods knowing good and evil’† (ch.3, 4-5). Man chose knowledge, which led to his downfall. In my opinion this theme of man’s search for knowledge ultimately leading to â€Å"fall† of humanity is also present in Mary Shelley’s Frankenstein. Both texts are similar in that they serve as warnings for foolish quests for knowledge and power. Shelly wrote in her introduction, â€Å"Frightful must it be for supremely frightful would be the effect of any human endeavor to mock the stupendous mechanism of the creator of the world† (viii). Victor Frankenstein is obsessed with the attainment of knowledge and trying to immortalize himself through an endeavor. So much so, that his morals seem to be forgotten. Adam and Eve consumed a fruit to feed their hunger for knowledge and Frankenstein became consumed with science to fill his appetite. Victor was longing for God-like power by trying to create life. He did not consider the consequences of his actions of seeking God’s knowledge and neither did Adam and Eve. Victor said, â€Å"What had been the study and desire of the wisest men since the creation of the world was now within my grasp† (11... Free Essays on Fall of Man Through Knowledge (comparison of Frankenstien and Genesis) Free Essays on Fall of Man Through Knowledge (comparison of Frankenstien and Genesis) Throughout history, man has been fascinated with the origins of life. Questions like, â€Å"where did we come from?† and â€Å" how were we created?† have been asked for ages. We have even fantasized about creating life ourselves and the never-ending quest for knowledge pursues to this day. Genesis reflects how one ancient people explained not only their own beginnings, but also the creation of the world. The first few chapters also introduce the â€Å"fall† of humanity. We were created along with the rest of the world and were in paradise, until the opportunity to gain knowledge arose. â€Å"And the serpent said to the woman, ‘you shall not be doomed to die. For God knows that on the day you eat of [the fruit from the tree in the midst of the garden] your eyes will be opened and will become as gods knowing good and evil’† (ch.3, 4-5). Man chose knowledge, which led to his downfall. In my opinion this theme of man’s search for knowledge ultimately leading to â€Å"fall† of humanity is also present in Mary Shelley’s Frankenstein. Both texts are similar in that they serve as warnings for foolish quests for knowledge and power. Shelly wrote in her introduction, â€Å"Frightful must it be for supremely frightful would be the effect of any human endeavor to mock the stupendous mechanism of the creator of the world† (viii). Victor Frankenstein is obsessed with the attainment of knowledge and trying to immortalize himself through an endeavor. So much so, that his morals seem to be forgotten. Adam and Eve consumed a fruit to feed their hunger for knowledge and Frankenstein became consumed with science to fill his appetite. Victor was longing for God-like power by trying to create life. He did not consider the consequences of his actions of seeking God’s knowledge and neither did Adam and Eve. Victor said, â€Å"What had been the study and desire of the wisest men since the creation of the world was now within my grasp† (11...

Marcel Duchamp Prefigure Walter Benjamin's Thesis Essay

Marcel Duchamp Prefigure Walter Benjamin's Thesis - Essay Example The essay "Marcel Duchamp Prefigure Walter Benjamin's Thesis" explores Walter Benjamin's thesis and Marcel Duchamp. Art has evolved since it was first discovered and the reason behind all these forms of evolution is to ensure that the production of works of art suit the aesthetic needs of the people to whom it is presented. A key point in global art history in terms of evolutionary art is the early 20th century when Benjamin Walter hypothesized and further came out with an essay on art in the age of mechanical reproduction. In this paper, the ways in which the work of Marcel Duchamp prefigures Walter Benjamin’s thesis in his essay shall be analyzed. Marcel Duchamp has been a major contributing icon to the work of art, especially in the 20th century. The 1887 French born had the opportunity of having his first exhibition in 1908 in what was termed Salon d’Automne through the influence of his brother . But since then, Duchamp took a lot of control over what he could do as an artistic personality. It is not for nothing that Perloff notes that Duchamp’s readymades now commands sky-high prices, with people applying for permission to reproduce some of his related images in a scholarly book on modernism paying as much as $200 apiece. This means that Duchamp has continued to remain a very influential figure in art since the 1990s and continues to dominate modern artistic theories. As far as the mechanical reproduction is concerned, a number of great pieces of art works could be attributed to Duchamp., most of which shall be discussed into detail in later sections of the paper. However, it is worth mentioning that the influence of Duchamp on art through the challenging commands of conventional thoughts he had over artistic processes gave so much scheme to what was yet to be born essay of Benjamin Walter3. Though it is said that Duchamp did not succeed in producing as many works of art as some of his predecessors and those that came after him, the fe w he did and some of his subversive actions predicted that he was a revolutionist of art who wanted the old aura to be replaced with a new one, which Walter later came to champion as a thesis in his essay. Overview of Walter Benjamin’s Thesis The major thesis of Walter Benjamin’s essay touches on the conceptualization that the form of technical reproduction of works of art that takes place today are not a modern phenomenon but that modernity has played a contributing factor in ensuring and enhancing much accuracy in the course of mass production4. Throughout the essay, this thesis is elaborate to more or less praise the role of modern artistic discoveries into making what used to be even better. The essay therefore analyses various for m of the development of mechanical visual reproduction including photography, stamping and engraving5. In each of these artistic practices, which in the opinion of Walter are not new but an exhibition of mechanical reproduction that has been with us for long, a new line of

Revolutionaries are the Best Ways to Effect Positive Change in Research Paper

Revolutionaries are the Best Ways to Effect Positive Change in Opressive Regimes When Human Rights are Violated - Research Paper Example Revolutionaries are the most effective means of effecting positive change in oppressive regimes. Examples of revolutionaries that succeeded in bringing positive change and ending injustices include American Revolution, French Revolution and Recent revolutions in Arab countries. Revolutionaries are the best ways to effect positive change in oppressive regimes when human rights are violated and injustices exist Introduction Revolutionaries are the best way to effect positive change under any oppressive regime. Revolutionaries are justified when citizens experience continued injustices and violation of basic human rights by the ruling government. Revolutionary refers to drastic change that occurs when citizens break laws in order to protest against government policies. Examples of revolutionaries that were precipitated by oppressive regimes include the Civil Rights Movements in the US and recent Arab World uprisings. Citizens engage in revolutionaries by refusing to pay taxes, damaging government property and civil protests that aim at blocking traffic flow in major highways. Revolutionaries occur when the oppressive regime blocks the channels of negotiation or when the government is not willing to address the problems affecting the citizens (Spielvogel, 2011). This paper will discuss the importance of revolutionaries in bringing positive change in oppressive regimes when citizens experience injustices and violation of fundamental human rights. John Locke (1632-1704) asserts that governments derive their authority from the people thus civil liberties of the citizens should be protected by the government (Grant, 1991). Citizens should engage in revolutions if the government violates their human rights and curtails freedom of expression. According to Locke, if regimes alter the laws in order to curtail the rights of individuals, the citizens are justified to protest and overthrow the government (Grant, 1991). The ruling regime should adhere to the social contract be tween the government and citizens. John Rawls asserts that civil liberties enable citizens to live harmonious in the society thus all individuals should be accorded equality in rights and freedoms (Grant, 1991). Government economic policies should not disadvantage of the minority or create inequalities in income and wealth distribution. Most of the Arab uprisings were occasioned by high income inequalities that created high unemployment and poor living conditions to the low income earners. The ruling regime should promote civil rights and minimize social classes in the society in order to promote the welfare of the whole society (Richards, 2004). Revolutionaries are the best method of affecting positive change when several minority groups encounter discrimination and injustices from the oppressive regimes. Such regimes are characterized by dictatorship rule, disrespect for humanity and lack of freedom of expression in the society (Spielvogel, 2011). For instance, President Mubarak v iolated Egyptian constitution by hindering the freedom of media and civil liberties of individuals who criticized government policies. In oppressive regimes, citizens have no economic and political power to change the ruling government. Oppressive regimes have total control of the media thus citizens should engage in mass civil protests and boycotts to effect positive change in the political leadership. For instance, Gaddafi’s oppressive regime targeted journalists who criticized or reported of atrocities that were committed on the

Constitutional Law of the European Union Essay Example | Topics and Well Written Essays - 2500 words - 1

Constitutional Law of the European Union - Essay Example A regulation shall have general application. It shall be binding in its entirety and directly applicable in all Member States. A directive shall be binding, as to the result to be achieved, upon each Member State to which it is addressed, but shall leave to the national authorities the choice of form and methods. A decision shall be binding in its entirety upon those to whom it is addressed. Recommendations and opinions shall have no binding force.†1 The directive will only inform the end result of the directive without dictating as to how it should be implemented. Generally a time period is given to the member states to implement the directive by passing necessary legislation. The directive in question is to make it an option available to the purchaser of goods through mail order business to return the goods so purchased within fifteen days without having to assign any reason for doing so and to make it obligatory for the supplier to accept the return and refund the purchase price within 7 days after deducting reasonable expenditure incurred for the supply. The directives are applicable to which ever member state it is addressed to or to all the member states. It is binding on the member state to implement within the time frame given by the council which is called transposing into the national law of the member state failing which it is open for the European commission to initiate legal action against the defaulting member states in the European court of justice, first in the Court of First Instance Decisions, for necessary action depending upon the seriousness and also award damages for the affected individuals. Though originally the directive to be implemented by the member state as it may feel fit, lately 2the law has evolved to make the member state liable for non implementation of the directive. This is Direct Effect

Beowulf Essay Example for Free

Beowulf Essay When Beowulf dies, the Geats dwell upon his greatness. They see him as a hero, not just because of the things he accomplished, but because of the sacrifices he made for them. The character, Beowulf, is a classic example of someone who fights for pride and glory. He is a brave warrior who is trying to repay his father’s debts to the king of Denmark. Beowulf is a tragic hero because he is noble, has a tragic flaw that leads to his downfall, and sacrifices himself for the good of his people. The achievements that Beowulf accomplishes make the people believe in him as a tragic hero. To be noble, one has to possess power and authority, but still fulfill obligations to their people. Beowulf stands as a noble king. He earns his power, and leads and fights for his people. At the end of the story, Beowulf battles a dragon that has been troubling his people. This shows us the sacrifice he makes for the Geats to try to save them. After Beowulf is defeated and killed by the dragon, his loyal warrior, Wiglaf, speaks. Wiglaf, the only warrior standing by his side during the fight, tells the other warriors that they have betrayed Beowulf, the king â€Å"who showered you with gifts† (2866). In this quote, Wiglaf is saying that Beowulf has proven his loyalty to his warriors by giving them weapons, armor, and treasure, which in their society was expected of a king or ring-giver. After Beowulf’s death, the Geats realize his nobility, generosity, and bravery. Although Beowulf is a noble king, he, like every tragic hero, has a tragic flaw. In Beowulf’s case it is hubris. Hubris is a characteristic of someone who is over confident or prideful. Pride has a good and a bad consequence for Beowulf. One benefit of pride is that it promotes confidence in battles. For example, when Beowulf goes to fight Grendel, he says, â€Å"now I mean to be a match for Grendel, / settle the outcome in single combat† (425-426). In this quote, Beowulf is saying that he wants to keep the matchup fair between Grendel and himself, so to keep the playing field level he will fight him without any weapons. This is a great example of Beowulf being over confident in himself by saying he doesn’t need weapons to kill Grendel. When he is young, his pride helps him win battles, but at an old age, hubris can be a flaw. This is seen when Beowulf faces the dragon after he has been king for 50 years. At this old age, Beowulf is still so prideful that he wants to fight the dragon alone. This is an example of how his hubris is a detriment. Because of his hubris, Beowulf does not regard age and thinks he will be victorious just as in previous battles. He finds out this is not so when he is defeated. Beowulf makes many sacrifices in the course of the story to protect his people. The final sacrifice even leads to his death. Near the end of the story, Beowulf hears of a dragon that has been terrorizing his people. To destroy this figure, which the people fear, he goes to fight the dragon with his warriors. When he arrives to the area where the dragon lives, he turns around to his men and says, â€Å"this fight is not yours, / nor is it up to any man except me/ to measure his strength against the monster or to prove his worth† (2533-2535). In this quote, Beowulf tells his warriors he wants to fight the dragon alone. He commands them to stay back so that he may kill the dragon by himself. The main reason why he does this is because he feels responsible for his people and he believes he is the only one that should defend them. His men obey his words, and he goes into battle by himself. At the end of the fight, Wiglaf sees Beowulf die, and realizes the honorable king he was and the heroic sacrifice that he made for his people. Throughout the story and his many battles, Beowulf displays the characteristics of a tragic hero. He was noble, and made many great sacrifices for his people. Beowulf shows that performing his duty as king was more important to him than his own life. This ultimate sacrifice shows the Geats the true hero he was for them. Beowulf, not only in this book, but in all old English literature is one of the best examples of a tragic hero.

Essay --

The entire book is told from the view of Robert D. Hare, PhD., a psychologist and researcher of psychopathy. Hare decided to write this book to shed light on the many psychopaths that live among all of us from day to day. Hare does this by using evidence from case studies, stories told to him, and the private meetings he had with the psychopaths that he has met along the way. Hare’s account was an excellent read because he was very modest, even admitting to being fooled by some of the psychopaths he encountered, which made him seem more like a real person. The mind of a psychopath is still far from being explained, however Hare feels the best way to figure out a psychopath operates is to stop them before they are able to cause any damage. Doing so, victims would not be harmed; mentally and physically, saving tax payers money due to court costs, rehabilitation and parole programs that simply don’t work. Psychopath 1 The Mind of a Psychopath Without Conscience: The Disturbing World of the Psychopaths Among Us describes how Hare began his career in a prison and first realized he was face to face with a psychopath named Ray, who was a prisoner. At that time, Hare believed the inmates could be rehabilitated. Ray was Hare’s first patient and they worked together for several months before Hare realized Ray was manipulating him. Hare used his own practices, diagnoses, as well as interviews from serial killers to let readers know what a psychopath was really like. Hare also believed a psychopath is not crazy or insane, but the decisions made by a psychopath are conscientiously made. Hare goes onto stress that not all serial killers are psychopaths, that some are actually insane. According to Hare, â€Å"psychopathy cannot be understo... ...sychopaths should integrate their persistent self-interest, pointing out how time after time their anti-social behavior is not ultimately in their best interest. As shocking as it may sound, so many people have either come face to face, or know of someone that has met a real life psychopath. Unfortunately, most won't know it until it's too late, and even then, it could be almost impossible to understand that it has happened. These aren’t just the Manson’s or Jeffrey Dahmer’s of the world. Psychopaths are not always killers, and some are not even violent. As Dr. Hare pointed out in this book, some of the best trained and most experienced mental health professionals can and will be fooled at least once in their lifetime. This book was very easy to read and to comprehend, leaving someone prepared to handle a situation if dealt with a psychopath a little bit easier.

Pom Study Guide

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