William Shakespeare s Hamlet - 1333 Words

A Man of Action versus A Man of a Thought Honore de Balzac once said â€Å"Most people of action are inclined to fatalism and most of thought believe in providence.† Men of fatalism believe they are powerless to do anything other than what they believe they are destined to do. These men are more likely to make rash decisions and leave the rest to fate. On the other hand, men of Providence believe in the guidance of God or nature when making important decisions rather than the guidance of man. In William Shakespeare’s tragedy, Hamlet, he portrays his characters as having both types of qualities. Characters like Claudius, Laertes and Hamlet represent the action of men and how audacious they behave. On the other hand, Shakespeare also uses Hamlet†¦show more content†¦Laertes also shows that he is a man of action who believes in fatalism when he is persistent on finding his father’smurderer. â€Å"That both the worlds I give to negligence, /Let come what comes; only I ll be revenged / Most thorough ly for my father† (4.5.131-133).He shows that he is ready to avenge his father’s death no matter what it takes, even going as far as taking his anger out on the King. Finally,Claudius and Laertes, using their belief in fatalism devise a plan to kill Hamlet.The king suggests that they convince Hamlet into entering a duel with Laertes.Laertes adds to the plan by offering to use a poisoned uncapped sword so that even if he only managed to scratch Hamlet, it would still kill him. Claudius also further develops the plan when he comes up with a backup plan of offering Hamlet a cup of poisoned wine if he wins the duel against Laertes, â€Å"And that he calls for a drink, I’ll have prepared him/ A chalice for the nonce; whereon but sipping, / if he by chance escape your venom’d stuck,† (4.7.160-163). Therefore, Claudius and Laertes show that the belief in fatalism results in negative consequences. Contrastingly, Hamlet has a belief in only providence. He does not progress in any of the plans he devises. When he is a man of thought, he over analyzes situations and lets opportunities pass him by. To

Capital Punishment A Deadly Mistake - 1244 Words

CAPITAL PUNISHMENT: A DEADLY MISTAKE. Imagine being asked to state your last words. What would they be? The execution of a human being is irreversible and should not be allowed anywhere. The death penalty is a crime in itself and should not be used as a form of punishment. I believe that the death penalty should be overturned in the U.S. because it is a slow and very expensive process that has been proven to be discriminatory in a lot of cases, and simply is immoral. IMMORAL Supporters of the death penalty argue that it brings closure to the victim’(s) family and that it is a form of crime deterrent. In my opinion, the death penalty is hypocritical and inhumane, it is the equivalent of the ancient barbaric†¦show more content†¦Ã¢â‚¬Å"Statistics show [†¦] that people who kill white people are far more likely to receive a death sentence than those whose victims were not white, and that black people who kill white people have the greatest chance of receiving a death sentence.† (Ballaro Cushman pars.11) In his 2008 article titled â€Å"The death penalty is losing† Glen Stassen points that the criminal justice system as a whole is grossly biased against [minorities] and against the poor†¦ In 2002, approximately 791,600 African American men were in prison†¦ The U.S. makes up 5% of the world s population, but it has 25% of the world s prison population. 48% of those in prison are black... One-third of all African American men in Alabama have lost their right to vote. With the death penalty, once a person is executed, there is no way to correct a wrong sentence. This is a gross violation of the human rights†¦. (pars.6) How can the justice system guarantee someone a fair trial when the accused can’t afford an attorney that can properly defends them? For instance, â€Å"Of the approximately 3,350 people on death row as of 2007, nearly all are impoverished, and many belong to minority groups (more than 40 percent are African American). Defendants who have the resources to hire private investigators, psychiatrists, and expert lawyers face much lower odds of ending up in the death chamber.† (Ballaro Cushman pars.12) Matt Pearce, vehement defender of

Innovation And Entrepreneurship At Seven-Eleven Company Limited

Question: Discuss about theInnovation And Entrepreneurship At Seven-Eleven Company Ltd. Answer: Introduction The brand 7-Eleven is a global series of accessibility outlets (franchises), headquartered in Texas, USA, which runs, gives authorizations, to about 60,000 outlets in 20 nations. Its main corporation, is located Tokyo as Seven-Eleven Japan Company Limited. The developing significance of innovation to entrepreneurship is reflected by an emotional increment in writing that addresses the part and nature of innovation. Innovation is the particular instrument of entrepreneurship by which entrepreneurs abuse change as an opportunity for an alternate business or administration. There is extensive cover amongst entrepreneurship and innovation. An audit of the writing uncovers that a few reviews have managed the procedure, structure, and system of either entrepreneurship or innovation and that others have addressed the theoretical connection between the two. In any case, there have been a couple of experimental reviews that investigate the cooperative energies between the two. In the course of the most recent decades, entrepreneurship has turned out to be built up as an honest to goodness field of research and administrative practice. Notwithstanding, in spite of an undeniably copious writing, there is still no consistent meaning of entrepreneurship inside mainstream researchers, and the idea is frequently utilized freely. Consequently, there is an expansive number of points of view or meanings of entrepreneurship. Truth be told, entrepreneurship must be comprehended as a multidimensional reality, regardless of the possibility that the truth is frequently hard to distinguish. Accordingly, we may receive the meaning from Robert Robert (2010) for whom entrepreneurship analyzes exercises required in the origination (different methods of opportunity acknowledgment), dispatch, advancement, and operation of new ventures (asset development handle). In such manner, the point of view of our review is centered around the thought of creation that can be verbalized a s far as esteem creation, the making of another organization, another association, another market or another item or administration. The hypothetical association among entrepreneurship and innovation has been discussed in the written work for quite a while. As shown by Per et al, (2014), innovation incorporates "the techniques by which firms wind up noticeably fantastic and get into practice thing plans and amassing frames that are new to them." Such a wide cognizance of innovation is particularly essential inside the setting of creative entrepreneurship seeing that overhauling innovation or upgrading capacities may incite more successful businesses of benefits or higher-quality yields, however not really to new things or licenses. That is the reason Nassr et al, (2011) emphasized that it is crucial to avoid a forefront inclination while considering innovation. Exactly when innovation is joined into the examination, it is fundamental to perceive innovation and improvement. As Mingyuan Xu (2016) show, both are solidly associated, and it is uncommonly difficult to remember one from another. Regardless, all things considered, there is a broad slack between the two. Regardless, the guideline refinement among creation and innovation is that the past may be finished wherever, while innovation happens primarily in firms that need to solidify a couple of different sorts of limits, resources, and skills. Discussion As Mine Livia (2010) have watched: "Innovation requires three fundamental sections: the establishment; the capital; and as far as possible anticipated that would make the underlying to work". Also, innovation needs to address exhibit needs and requires entrepreneurship in case it is to gain business ground. Thus, it is basic to display in the examination the imagined by the entrepreneur and to choose those parts or factors that would have any effect on him. Overall, terms, when the entrepreneurship segment is seen as the budgetary administrator's direct should be considered. This is not an occupation yet rather an activity, and it must be seen as the particular conditions and parts of a man and the piece of precariousness and tangles natural in the business creation get ready. The entrepreneurship perspective also fuses individuals that request information or contemplations with respect to powerful creation shapes, and what's more new progressive structures. Considering these considerations, unmistakable sorts of entrepreneurship can be considered. To begin with is the pioneer, taking after Max et al, (2015) hypothesis. he considers that entrepreneurship development surmises innovation in the introduction of another thing, affiliation or process, making a destruction system. In this way, the entrepreneur is an on-screen character who begins and completes innovations. Second is the entrepreneur that endeavors advantage opportunities. Ingrid Jonn (2011) agree that an entrepreneur tries to adventure profit opportunities, yet Ignatius Catharina (2011) says the entrepreneur picks up from past stumbles and tries to right them, driving the market toward concordance. Third, precariousness part should be considered. Ettore Enrico (2015) perceived risk and insecurity, trusting defenselessness to be an essential variable considered by entrepreneurs. They have to consider and get decisions in a flawed world. Their advantages are a reward for bearing this helplessness. Also, fourth, advantageous and non-productive entrepreneurship must be furthermore considered. From viewpoint of Ettore Constantin (2017), entrepreneurs are imaginative and canny, chasing down the best and appropriate means to extend their wealth, impact, and magnificence. The present condition around them critically affects their decisions. Finally, it is in like manner charming to consider the Anne Juha (2011) perspective. They say that innovation is at the heart of entrepreneurship development and it is relied upon to innovation that various entrepreneurship does their development. One of the factors considered in the essential improvement of the association and the progression of entrepreneurship is innovation goes so far as to express that innovation is the most basic portion of an association's framework. Entrepreneurs search for opportunities and innovations give the instrument by which they may succeed. Corporate entrepreneurship routinely suggests the introduction of another idea, new things, another various leveled structure, another creation methodology, or the establishment of another relationship by (or inside) a present affiliation. From this perspective, we can accept that innovation would propel their development, having a feedback effect. That is, entrepreneurship and the innovations vitalize diverse en trepreneurs to finish their activity. Issues and Hindrances to Innovation in Entrepreneurship 7-Elevens setting appears to display numerous obstructions to administrators occupied with entrepreneurship and innovation. The primary issues revealed by senior chiefs in the present review can be expressed as takes after: few organizations have a formal particular structure set up for the execution of innovation and entrepreneurship, and none has set up a place of "innovation supervisor" or "entrepreneurship administrator", or an autonomous capacity committed to innovation inside their organizations. The reactions of supervisors show that, at present, the frameworks of innovation and entrepreneurship were extremely "casual" in their associations. Sometimes innovations aren't generally welcomed by customers, the clients are in some cases hesitant towards the new thought and adhered to a similar old equation. Innovation can't thrive without appropriate culture. the brakes are in the way of life. their workers have not developed in a good innovation culture, as in their instructive and preparing they were not urged to be imaginative, to take activities and propose new thoughts. An absence of Government support. For some senior supervisors, it is difficult to enhance since there is no guide from the administration side to urge organizations to "think fresh" and to make something new or something other than what's expected in the expressions of the product arrangements director. The cargo forwarder expressed that "history demonstrates that huge mechanical and administrative achievement were specifically or in a roundabout way went down by the legislature, on the off chance that we need an innovation culture, the legislature ought to will to help by appropriations or particular expenses and different offices". There is an absence of innovation culture also that keeps 7-Eleven from going further in their plans. As indicated by the promotion office proprietor, innovation and entrepreneurship require an appropriate situation and an alternate arrangement of culture and values, that accentuation more independence, desire, and straightforwardness, there will be time before these qualities end up plainly normal in civilization. There were many attempts to empower innovation in entrepreneurship. An incorporated system for innovation and entrepreneurship examines demonstrate that associations can cultivate entrepreneurship and innovation inside through their technique, structure, and procedures. On the premise of administration writings, Adi et al, (2013) have proposed an incorporated structure for innovation and entrepreneurship for organizations. The structure includes the "5Ss" of technique, framework, staff, abilities, and style. Be that as it may, because of the complex and advancing nature of entrepreneurship and innovation in Japan, it will enthusiasm for the future to contrast the proposed model and practices of 7-Eleven on a substantial scale. The model ought to in this manner be viewed as a beginning stage in creating successful hierarchical system, structure, and culture to invigorate entrepreneurship and innovation in 7-Eleven. Concluding Remarks The review demonstrates that the entrepreneurial and creative associations contemplated in this examination are confronting issues with the usage of entrepreneurship and innovation. Since entrepreneurship and innovation are deliberate practices, methodical endeavors are required to join them into the operations of associations. Entrepreneurship and innovation ought to be viewed as progressing, regular practice in associations and this paper has added to illuminating the innovation mentality of some 7-Eleven. It is likewise obvious that social issues ought to be tended to while inspecting the level of entrepreneurship and innovation in 7-Eleven. Additionally, more deliberate and far-reaching studies are required later on to study how innovation culture may impact firms' execution. References Adi Alic , Emir Agic , Almir Pestek. (2013). Effects of Risk-Related Purchasing Factors on Private Label Quality Perceptions. In i. S. Bosnia and Herzegovina (Ed.), International Business and Management (Vol. 29, pp. 137 - 154). Emerald Group Publishing Limited. Anne Laakkonen, Juha Kansikas. (2011). Evolutionary selection and variation in family businesses. Management Research Review, 34(9), 980-995. Ettore Bolisani , Constantin Bratianu. (2017). Knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics. Journal of Knowledge Management, 12(2). Ettore Bolisani , Enrico Scarso. (2015). Strategic Planning approaches to knowledge management: a taxonomy . VINE, 45(4), 495-508. Ignatius Srianta, Catharina Yayuk Trisnawati. (2011). Implementation of business planning project with experiential approach: A case study of entrepreneurship teaching to non?business students. World Journal of Entrepreneurship, Management and Sustainable Development, 6(4), 325-333. Ingrid Bonn, Jonn Fisher. (2011). Sustainability: the missing ingredient in strategy. Journal of Business Strategy, 32(1), 5-14. Max Diamond Singh, Jochen Russ, Orestis Terzidis. (2015). The Impact of the ObamaCare Excise Tax on Innovation and Entrepreneurship Early Empirical Findings. International Journal of Innovation Science, 75-90. Mine Ozer, Livia Markoczy. (2010). Complementary or alternative? The effects of corporate political strategy on innovation. Journal of strategy and Management, 3(3), 252-272. Mingyuan Guo , Xu Wang. (2016). The dependence structure in volatility between Shanghai and Shenzhen stock market in China: A copula-MEM approach. China Finance Review International, 6(3), 264-283. Nassr Saleh Mohamad Ahmad, Fathi Ramadan Mousa. (2011). Corporate environmental disclosure in Libya: A little improvement. World Journal of Entrepreneurship, Management and Sustainable Development, 6(1), 149-159. Per Blenker , Stine Trolle Elmholdt , Signe Hedeboe Frederiksen , Steffen Korsgaard , Kathleen Wagner. (2014). Methods in entrepreneurship education research: a review and integrative framework. Education + Training, 697-715. Robert Allio, Robert Randal. (2010). "Kiechel's history of corporate strategy. Strategy Leadership, 38(3), 29-34. Seonaidh McDonald , Bee Ching Gan , Simon S Fraser , Adekunle Oke , Alistair R. Anderson. (2015). A review of research methods in entrepreneurship 1985-2013. International Journal of Entrepreneurial Behavior Research, 291-315. Yury Blagov, Anastasia Petrova?Savchenko. (2012). Corporate philanthropy in Russia: evidence from a national awards competition. Corporate Governance: The international journal of business in society, 12(4), 534-547. Zhongqi Jin, Jyoti Navare. (2011). Exploring the relationship between risk management and adoptive innovation: A case study approach. World Journal of Entrepreneurship, Management and Sustainable Development, 6(2), 29-37.

Test for reducing sugars Essay Example

Test for reducing sugars Paper Below is the flowchart to show the relationship between monosaccharides (simple sugars), disaccharides (complex sugars) and polysaccharides (e. g. starch and glycogen). Important things to note: (a) Glycosidic bonds are chemical bonds that hold / join molecules of monosaccharides together. (b) Chemical formulae of monosaccharides, disaccharides and polysaccharides. (c) Polysaccharides are macromolecules, meaning they are very large molecules (made up of many many small monosaccharide molecules joined together in straight or branched chains). (d) Examples of monosaccharides, disaccharides and polysaccharides. Test for reducing sugars (Benedicts Test) Given an unknown solution, you are to find out if it contains reducing sugars so you have to carry out the reducing sugar test (Benedicts test). NOTE: What are reducing sugars A reducing sugar (all monosaccharides and some disaccharides) will produce a brick-red ppt when boiles with Benedict s solution. Non-reducing sugar: Sucrose Procedures: 1. To 2 cm 3 of the unknown solution in a test-tube, add an EQUAL VOLUME (that is the same volume as the unknown solution used: 2 cm 3 ) of Benedicts solution (blue). 2. Shake the mixture and heat it by immersing the test tube into a boiling water bath (beaker of boiling water) for 5 minutes. 3. Observe the appearance of the heated mixture after 5 minutes. Observations: During the heating process, the solution changes from clear-blue to cludy green, then yellow and finally to a brick-red / orange-red precipitate (ppt). Brick-red / Orange-red / Red ppt indicates the presence of reducing sugars. In the Control Expt. above, water is used to replace the unknown solution. Since water does not contain any reducing sugars, the mixture remains blue after boiling, indicating the absence of reducing sugars. We will write a custom essay sample on Test for reducing sugars specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Test for reducing sugars specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Test for reducing sugars specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Something extra Benedicts solution is blue due to the presence of copper (II) sulphate. A reducing sugar is a sugar with reducing properties. When a reducing sugar is heated with Benedicts oslution, the blue copper (II) sulphate (soluble)is reduced to form a brick-red ppt of copper (I) oxide (insoluble). DO NOT OVERHEAT your mixture after the appearance of the red ppt cos it will turn dark brown then black and these are incorrect color observations! Test for starch (Iodine Test) Procedures: 1. Add a few drops of iodine solution (yellow-brown) onto any substance (liquid / solid). 2. Observe any color changes. Observations: The iodine solution that stains the substance changes from yellow-brown to blue-black / black , indicating the presence of starch. In the Control Expt. , the iodine solution remains yellow-brown, indicating the absence of starch. NOTE: Based on O Level Cambridge standards, you can only use the colors blue-black or black but NOT blue to describe the color change. Saturated Fats vs Unsaturated Fats 2 types of fats . 1. Animal fats (e. g. butter) are saturated fats . 2. Vegetable oils and fish oils are unsaturated fats . Dangers of saturated fats in your diet .. Saturated fats in the blood can be readily converted into cholesterol . High level of blood cholesterol would lead to the deposition of cholesterol on the inner walls of blood vessels . This hardens the blood vessels and decreases the size of lumen (space) of blood vessels , thus decreasing the flow of blood (increasing the blood pressure) through these clogged vessels. This increases the risk of heart disease (if the blood vessels that supply blood to the heart muscles are clogged). Dietician recommends Take less animal fats. Replace butter with margarine. Test for fats (Ethanol emulsion test) Test for fats in liquid food Given an unknown solution, you are to find out if it contains fats Procedures: 1. Place 2 cm 3 of the unknown solution into a dry test tube . Add about 2-5 cm 3 of ethanol (alcohol) into the test-tube. 2. Shake vigorously for about 1 minute (allowing time for the ethanol to dissolve / extract out the fats). 3. Pour the mixture into another test-tube containing 2-5 cm 3 of water . Shake the mixture thoroughly. Observations: Upon mixing with water, a cloudy white emulsion is formed, indicating the presence of fats. In the absence of fats, the mixture should remain clear and colorless. Test for fats in solid foods Given peanut seeds, you are to find out whether they contain fats Procedures: 1. Cut the peanut seeds into small pieces and place them into a dry test-tube . Note: Cutting them into smaller pieces increases the surface area of the food for the extraction of oil by ethanol and when you transfer the food pieces into the test-tube, please use the forceps and knife (minimise the contact of the food with your fingers cos you do not want to contaminate your specimen! ) 2. Add 2-5 cm 3 of ethanol (alcohol) into the test-tube and shake vigorously for 1 minute. 3. Allow the solid food particles to settle at the bottom of the test-tube. Decant (that is pour out only the liquid portion of the mixture, leaving the solid particles behind) the ethanol into another test-tube containing 2-5 cm 3 of water . Shake the mixture thoroughly. Observations: A cloudy white emulsion is formed, indicating the presence of fats. What is decant? Allow the solid particles to settle down at the bottom of the test-tube, then pour out only the liquid portion. Know more about proteins Chemical structure of an amino acid: Formation of a peptide bond: Condensation reaction between the NH 2 group of one amino acid and the COOH group of another amino acid. Relationship between amino acid, dipeptide, polypeptide and protein: NOTE: A protein molecule is formed by one or more folded polypeptide chain/s. A short story of how proteins in your food is broken down completely into amino acids and then absorbed into your bloodstream and taken into your body cells to form new proteins .. Denaturation or killing of proteins Folding / coiling of long polypeptide chains will give the protein molecule a distinctive 3-dimemsional configuration / shape . This distinct shape is important in determining the specific function of the protein molecule. This distinct shape is maintained by weak hydrogen cross-bonds that keeps the chains folded in a specific manner. Heat, acids and alkalis break these weak cross-bonds, thus the unfolding of the polypeptide chains and the loss of the distinct shape . When this happens, the protein can no longer function due to the distortion of its shape, and this is when we say the protein is DENATURED . Test for proteins (Biuret Test) Given an unknown solution, you are to find out whether it contains proteins Procedures: 1. To 2 cm 3 of unknown solution in a test-tube, add 1 cm 3 of sodium hydroxide solution . Shake thoroughly. 2. Add 1% copper sulphate solution (light blue), drop by drop , shaking the mixture after each drop . 3. Observe color changes. Observation: A violet / lilac color is formed, indicating the presence of proteins. In the Control Expt. the mixture remains light blue, indicating the absence of proteins. Complete proteins VS Incomplete proteins The proportion of protein in plant food is much lower than that in animal food . Proteins that come from animals are complete proteins . What are complete proteins? Complete proteins are proteins that contain all essential amino acids . Then what are essential amino acids? Essential amino acids are amino acids that the body cannot synthesize/make and must be obtained from our daily diet . Proteins from plants are incomplete proteins which lack some of the essential amino acids. For vegetarians to obtain the proper amounts of all essential amino acids, they must eat a mixture of 2 or more incomplete protein foods at each meal. Sources of complete proteins Sources of incomplete proteins Main functions of the 3 major classes of food Mian function of proteins: Main function of fats: Energy values of food Table below shows the energy values of each main class of food.

Analisis of Te Flannery OConnorS Text a Good Man Is Hard to Find” free essay sample

Analisis of te Flannery O? Connor? s text: A GOOD MAN IS HARD TO FIND† As the title says: a good man is hard to find. But it? s not easy to find a good woman either, even if she is an old and cristian lady. Perhaps the author chose this protagonist on purpose to show that the lack of humanity is found anywhere or anyone. In the beggining of the text, when the grandmother hear about the scaped prisioner she says: I wouldn? t take my children in any direction with a criminal like that allose in it. I couldn? t answer to my concience if I did. (page 166, line 11) Ironicaly, that was exactly what she did. Even worse, she took whole family to die. But she had to answer to her concience what she did, not only these time, but along her whole life. That? s also ironic that she had taken the cat with her, afraid of something bad would happens to it, but it? s the only one in the family that, apparently, stay alive. We will write a custom essay sample on Analisis of Te Flannery O?Connor?S Text: a Good Man Is Hard to Find† or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Since â€Å" we cannot face a short story as if it were a mathematical problem with one single result†(Bonnici, p. 140), we? ll analise each element of narrative and try to reach some possible interpretations. Theme Behind the label of being A Good Man, the grandmother hides many of the possible themes for the text in question. Perhaps selfishness, manipulation, poor judjement and blind fate are some of them. She calls Red Sammy a good man when in fact he was naive. She also call The Misfit good man with the aim of manipulate his intelligence using the power that language can offer with it? s multiples possibilities of influence and persuading: she tried to make him to consider that as a good man he would not kill an old christian lady. But she didn? t reach the inconcient of a serial killer. What she done was find herself and her owm bad concience. Narrator In the text A Good Man is Hard to Find we have an heterodiegetic narrator, which does not participates of the story. The most part of time it? s on a objective external focus, but sometimes the narrator knows about the characters thougths, as in: In case of an accident, anyone seeing her dead on the highway would know that she was a lady (p. 168, line 4). In this case, the omniscience is parcial. Time Chronologically, all the story happens relactively fast: less than two days. The narrative starts in Bailey? house with a dialogue among the characters – perhaps by the evening. The next morning they left home on vacation and, just some ours after the protagonist, the last character to die, was already in the ground, with three bullets passed through her chest. Psicologically, from the moment The Misfit arrived at the accident scene ahead, time is differentily perceived by the victms. From Bailey? s mother perspec tive, for example, the time she passed with the man who was about to kill her seemed to be extremely extended. There was a pistol shot from the woods, followed closely by another. Then silence. The old ladys head jerked around. She could hear the wind move through the tree tops like a long satisfied insuck of breath. Bailey Boy! she called. (p. 181, line 3) Characters We have Bailey? s mother and The Misfit as main characters. The first appears as protagonist and somewhat as focalizer. She is also manipulative, preconceituous and selfish. Maybe her family would not die if she hadn? t manipuleted the children to persuade Bailey on doing her wishes. Her desire to see a house from her childhood results in family death. However, the fact of recognizing the killer had not much influence on it. That? s becouse the bad men didn? t worried to hide their guns when they exited the car. She can be described as a caricature character. The Misfit, kind of serial killer, revolted with the injust treatment he had in jail, didn? t alter his viewpoint. It? s clear in his speech the kind of man he is. In fact, the only character who has the viewpoints changed is the old lady: at the end of narration she appears like a different person she was in the beggining. She perhaps realizes that she has not led a good life. When she sees the killer wearing her son? shirt, and considering the enormous possibility of dying without repentance, she has an epiphanie and, in a last act of charity, touchs him with a smile in her face: the same smile in the description, when: Bobby Lee returned from the woods and stood over the ditch, looking down at the grandmother who half sat and half lay in a puddle of blody with her legs crossed under her like a child? s and her face smiling up at the cloudless sky (page 185, line 1. emphasis mine). Reference: Short stories: An anthology for undergraduates/edited by Thomas Bonnici. Maringa:UEM,2004

Apollo 13 essays

Apollo 13 essays Can you remember back to the year 1970? This was the year the U.S. was supposed to make history by landing the first man on the moon. Two days after launch, while Apollo 13 was approaching the moon to begin lunar operations, something exploded on the ship. The crew had to overcome many life-threatening obstacles while on the trip back to earth. NASA discovered what caused the explosion on Apollo 13 after the crew was safe back on earth. The Apollo 13 capsule was launched atop a Saturn V rocket on April 11, 1970. During all spacecraft launches, launch controllers on the ground keep a close watch on the spacecrafts systems. The Apollo 13 astronauts faced a dangerous situation when an oxygen tank in the command and service module exploded two days after launch, but they were able to use oxygen reserves in the lunar module and returned safely to the earth. On April 11, 1970 the Apollo 13(piloted by A. Lovell Jr., John L. Swigert Jr., and Fred Wallace Haise Jr.) was launched into space on a trip to the moon. Two days after launch, while Apollo 13 was approaching the moon to begin lunar operations, something exploded on the ship that caused the service module of the CSM(control systems module) to lose its oxygen, electrical power, and other systems, including its ability to achieve an abort maneuver for a direct return to earth. The crew of three had to shut down the CSM and quickly moved to the LM. When they shut down the CSM the heaters were shut off, the capsule and the LM(lunar module) would get as cold as 32Â ° or below, the crew had to endure the cold temperatures for the next few days. During the trip around the moon and back to earth the crew had to overcome many life-threatening obstacles such as: near freezing temperatures, excess carbon dioxide in the LM, storing their urine, and re-entering earths atmosphere. The crew could not do anything about the near freezing temperatures. They overcame the lo ...

Traditional Views of Nature Essay Example | Topics and Well Written Essays - 250 words

Traditional Views of Nature - Essay Example Shintoism is a religious form of nature worship that originated from Japan. The fundamental belief of Shintoism holds that the nature deities created the world and that everything, animate and inanimate objects, has a spiritual essence residing in them. The spirits within are said to be part of or created by the gods of nature. This would result in the belief that respecting the environment would mean reverence to the gods, while disrespect would mean dishonor to the deities. In philosophy, there is the idea of pantheism. Pantheism is the idea that everything is a part of the divine and that all things are extensions of the divine. This notion is shared by many ancient philosophies from Western and Eastern cultures. This relates to the fact that ancient cultures view nature as the way it is because the universe is moved by divine forces. For pantheism, everything in this world is an integral and unified extension of the divine in the

Reserach Essay Example | Topics and Well Written Essays - 750 words

Reserach - Essay Example This occurs when the given researchers become more curious in establishing or increasing one’s knowledge and understanding the given topic. Exploration also assists an academic research to unveil new or related but undisclosed facts about the given field of study. Research also helps in description of phenomenon not known or well understood by particular individuals. Descriptive research tell clarifies the orientation of facts about particular field and their significance in the given field of study additionally, research helps in explanation of concepts by answering questions such as how, when, what and where. Effectiveness of nay research relies on its validity and the underlying purpose of the given research. Effective research should answer or present viable solution to certain definitive and real problems faced in particular field of study. Researches have common characteristics underscored from the terms used during collection to presentation of data. Data in a research work refers to the investigated and unprocessed information. Data collection refers to the process of exploring, investigating and recording of information during research. Data collection may involve various activities like sampling, experimentation, questioning, interviewing and case studying. Data analysis involves synthesis of the gathered information to produce viable and reliable conclusion about the study. Sampling in research involves selection or taking part of the research sample to move and accomplish the investigation. Experimentation in a research work entails organization and carrying of experiments using the collected samples. Experimentation is a common procedure in accomplishing scientific researches and usually carried in science laboratories. Case study is a common research technique employed when investigating business organizations and processes. Case study focuses on the business’ organization, leadership, marketing

The personal growth i hope to gain from a college education at Monroe Essay

The personal growth i hope to gain from a college education at Monroe College - Essay Example Currently, I am connected with Delta Airlines as part of the Aviation Operation Department. Although my education was delayed by my job, the working experience taught me discipline and commitment; besides, the jobs were only a means to a higher end- education. These two values are important to me since I can apply them also in my studies here in Monroe College when I get accepted. I learned about Monroe College when they came to the island where my job was located. The school had some seminar and I immediately got interested. Apparently, the school is welcoming even to non U.S. citizens like me which is very comfortable to know. The field of interest that I would like to pursue is Information Technology. I chose this field since I am really interested in how computers work as evident in my first job as a computer technician. Moreover, I believe that knowledge in Information Technology can bring an impact to humanity by discovering more systems that will enhance people’s work productivity. Aside from the interest and some set of skills that would help me in pursuing this field, I believe that Monroe Colleges 75 years of teaching excellence would give me the expertise that I am seeking. The certification examinations that the college of Information Technology can give me a head start once I pass them. Good education involves three players: my parents ( w ho are very supportive), myself ( well-motivated), and the school ( Monroe College). Given these three factors that will probably work together, I am sure that when I become a student of Monroe college, I will seek academic

Web-base Quality Management Systems

Web-base Quality Management Systems Chapter 1 Introduction 1.1 Defining Quality, History and Achieving International Quality Standards Quality is a perceptual, conditional and somewhat subjective attribute and may be understood differently by different people in different spheres of life. It is a degree or grade of excellence or worth, a characteristic property that defines the apparent individual nature of something or totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. In recent years, many organisations have adopted quality management systems to improve the quality of both goods and services through the application of efficient quality management methods and principles (Feigenbaum, 2000). The reason why so many organisations have started on the journey is either because of customer pressure for ISO 9000 certification or because the firms themselves have realised the strategic advantage of having this certificate, i.e. it would give them an edge over their competitors. Most of the firms which started out on the journey to ISO 9000 still may not have completed that journey. In general, it takes 2 years, and obtaining this coveted certificate is only a first step towards the ultimate goal: total quality management (TQM). Reaching this goal may take at least 5 years. In the next sections of the dissertation we will take a closer look at the characteristics of the different quality management systems. In this section, we concentrate on the concept of quality itself. We start with the two types of quality, namely: Objective quality, which is simply the products total number of quality attributes. Subjective quality, which is a result of the consumers experience of the products objective attributes. Subjective quality is thus defined as the degree of fulfillment of consumers expectations (Feigenbaum, 2000). Beyond the customers desirable expectations, there are always the customers latent expectations. Manufacturers and the service providers must therefore find the hidden expectations in order to keep the customer satisfied. It is subjective quality which matters to the company, and it is this definition which Deming used in his renowned eight-day quality seminars for Japanese top managers in 1950. Demings message to them was simple but powerful: The consumer is the most important part of the production line. The idea that customers should be seen as a part of the production line was in itself a revolutionary one at that time. A logical conclusion is that quality production is only possible if it is systematically and continuously based on customer desires and needs. It is simple in theory but difficult in practice because there are many obstacles to overcome along the way. Demings 14 points, which we have taken the liberty of calling stations along the way, are among the most important means of overcoming these obstacles. You may ask this important question: Why have the Japanese been better at understanding Demings message than the Western world? There are many reasons for this, but one of the most intriguing reasons may be found in the Japanese language, and thus in Japanese culture. In the Japanese language, quality management can be translated as quality is equal to the attributes of the things (i.e. what peoples talk about). This interpretation results in the following definition of quality management: Control of the attributes of a product which consumers talk about. To understand why consumers talk about a products attributes, we will delve into motivation theory. Herzberg has divided motivation into two factors: Factors which create satisfaction (satisfiers). Factors which create dissatisfaction (dissatisfiers). Similarly, many objective attributes of a product or service can be categorised. We may talk about the basic attributes that the consumer expects when he/she buys the product. If these are not present in sufficient quantities, the consumer experiences dissatisfaction. If the expected attributes are present, naturally the consumer is satisfied, but the interesting and crucial thing is that the degree of satisfaction will not necessarily be particularly high. The experience will be more or less neutral. Apart from the attributes which the customer expects to find, it is always possible to build attributes into the product or service which the customer does not expect to find, i.e. attributes which will delight or satisfy him/her. The more of these attributes that are present in the product or services, the greater the satisfaction, and this satisfaction will, in many cases, increase significantly. We call these attributes value-added quality. However, in Japan they use the term charming quality, whereas in the US they interpret this as exciting quality. We believe that value-added quality covers both. One example of expected quality in air travel is safety. Korean Air lost its reputation as a quality airline in the wake of the tragic incident of a passenger airline being shot down over Soviet territory. Prior to this incident, Korean Air was rated as one of the top quality airlines in the world. Afterwards, Korean Airs quality ratings dropped significantly. In our view, the only thing which can adequately explain this is that Korean Air had failed to deliver the customers expected quality. As an example of value-added quality, let us consider the added service offered by ISS Laundry Service, a subsidiary of International Service Systems (ISS). This company which, among other activities, changes bed-linen in hotel rooms, suddenly had an idea. As they were there to change the sheets, they might as well see if anything else needed doing, e.g. small repairs, changing light-bulbs, etc., and report this to the hotel management. This unexpected service, which hardly costs ISS anything, created an enormous amount of goodwill for the company among its customers. The understanding behind Demings assertion, that the consumer is the most important aspect of the production line, lies precisely in the subjective definition of quality, which we will be discussing in this dissertation. The introduction of quality management theory towards the end of the 1980s led to the development of a new concept called total quality. This concept was defined as follows (Kanji, 2002): Qualityis to satisfy customers requirements continuously. Total qualityis to achieve quality at low cost. Total quality managementis to obtain total quality by involving everyones daily commitment. These definitions will become clearer as we proceed through the dissertation. The objective of TQM is to improve continuously each and every activity in the company focusing on the customer. Every product has some deficiency, i.e. risks for making customers dissatisfied. These deficiencies must be continually eliminated and, at the same time, the firm must ensure that its product or service always incorporate the quality attributes which satisfy its customers. 1.2 Total quality management The concept of TQM is a logical development of total quality control (TQC), a concept first introduced by A. V. Feigenbaum in 2000 in a book of the same name. Though Feigenbaum had other things in mind with TQC, it only really caught on in engineering circles, and thus never achieved the total acceptance in British companies that was intended. TQC was a hit in Japan, on the other hand, where the first quality circles were set up in 1962, which later developed into what the Japanese themselves call company-wide quality control (CWQC). this is identical to what people in the West today call TQM. One of the main reasons for the failure of TQC in British companies was a management misconception that responsibility for implementing TQC could be delegated to a central quality department. In doing so, management overlooked one of the most important points in TQC, namely managements wholehearted commitment to quality improvements. The aim of the new concept, TQM, is to ensure that history does not repeat itself. Thus, management have been directly included in the definition of the concept, making it impossible for them to avoid their responsibility. To include the word management here sends an unmistakable signal straight into executive offices that this is a job for top management, including the board of directors. TQM will be further discussed in following chapters. Chapter 2 Quality Perspectives The inadequacy of traditional management in UK Japan Traditional British forms of management are based on a philosophy which divides responsibility for decisions into strategic, tactical and operational levels, i.e. the so-called management pyramid. We now know that this management conception is totally inadequate for modern, complex companies, since it does not give the connection between top management and the main processes at the bottom responsible for customer satisfaction. As a result, the management is ignorant of the real problems on the operational level, and do not provide the support and backing that the operation level needs for the creation of customer satisfaction (Feigenbaum, 2000). The decisions which cascade down from top management are often exclusively budgetary in nature, containing instructions which are forced on lower levels without due consideration of their problems. Many local branches of a bank have similar experiences. A typical example of this was noted after some Danish bank mergers took place at the, end of the 1980s. Branch managers of these banks received orders by internal post to cut staff numbers by a certain figure with no indication of how this could be achieved without drastically reducing the quality of products and services offered to their customers. Hiromoto (2002) describes this as management by terrorism. In discussing British and Japanese management philosophy, Konosuke Matsushita, founder of one of the worlds biggest companies, Matsushita Electric (Panasonic, National, Technics, etc.), said: We are going to win and the industrial West is going to lose out: theres nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, youre convinced deep down that this is the right way to run a business. For you, the essence of management is getting the ideas out of the heads of the bosses into the hands of labour. (p). Hoinville (2002) feels that the emphasis of managements commitment has its origin in the system, the reason for quality defects. It has been estimated that 85% of all defects are caused by system errors, i.e. errors which only management has the authority to change. Management must show by its actions that it has understood the message. It must constantly strive to reduce system errors by setting up quality goals, drawing up quality policies and quality plans, and participating actively in the follow-up auditing phase. Finally, management must concede its own lack of knowledge in the quality field and take the lead in acquiring new knowledge. If management does all this, it will have created a firm foundation on which future quality can be built. Conversely, there would be little point in building quality on a shaky foundation. We have already pointed out that the customer is the most important part of the production line. Deming (2002) introduced this idea to top Japanese managers in 1950 by means of a basic outline of an arbitrary production system, or part of a production system. This outline, which must today be considered traditional, shows that both customer and supplier are part of the production system, and that information for improving this comes from two sources: consumer research and process tests. Since this outline also applies to an arbitrary sub-system, it shows that customer and supplier concepts embrace much more than just external customers and suppliers. Internal customers and suppliers, i.e. employees, are at least as important as the external ones. Any person, or process, which forms part of the production system must recognise that it serves a number of internal customers, and the quality of the output delivered to these customers is crucial to the end result, i.e. the quality of the output delivered to the external customer. Deming (2002) himself concedes that, in 1950, this was a formidable challenge for the Japanese top managers, but they accepted the challenge, and the result is there for us all to see today. In Demings words: A new economic age had begun. Today it is difficult to understand that such a simple message presented the Japanese with such a difficult challenge. Our experience of top managers is that they accept the message without question. However, this does not lessen the difficulty of the challenge, because it implies that firms traditional information systems are totally inadequate. A culture must be established to ensure that internal customer research functions just as well as external. Here, it is important to point out that internal analysis is based on entirely different principles from external analysis. Communication and team-building are the key words here. Obviously, the participation of top management is necessary in building up this culture. It can be seen that the Focus on the customer and the employee is much more comprehensive than just the focus on the customer, which is the norm in service management. The latter refers solely to external customers. The former, while including these, also stresses the internal customer/supplier relationship. This relationship is one of the most important innovations which TQM has introduced. Quality Management In Todays Era As we have discussed above that how the management of quality is vital to the output product of any organization it has made clear that without an excellent quality management system an organization can not implement total quality management. In todays era new ways of quality management have been introduced that can make quality management a much easier and effective job for the management body. Technology has been quiet advance in todays world and every organization is trying to get its hand on the most advance technology that can take it to a much higher level from its competitiors. A new emerging technology for managing quality in well established organizations is the use of Web-Based Quality Management Systems. Why this technology is vital today is beacuse of organizations expanding their businesses worldwide or operating at different geoghraphical locations. It is much easier to manage the quality in an organization that is operating at one location but if it has its operations going on at different locations it is much harder to implement and manage total quality management. But these new systems have overcome this gap by providing a centralized hub to manage the quality. No matter how scattered the operations of the organizations are and how many stake holders are involved, by implementing these systems organizations need not to worry about the distance and communication gap. Competition and cost consciousness on the one side an increasing demand for quality and reliability on the other side are contrary requirements in present production engineering. This must be considered also from the point of view of the international standards about quality management and quality assurance. The origins of quality management and quality assurance in a modern sense began in manufacturing organizations at about the beginning of the twentieth century [1], and many of the tools for quality analysis and improvement were developed for manufacturing problems. Through the 1980s, this manufacturing emphasis dominated the profession. In the late 1980s and into the 1990s, business began to recognise the importance of quality service in achieving customer satisfaction and competing in the global marketplace. In the late 1990s also the public domain and governmental departments became aware of the general importance of quality issues. In a very important sense, this recognition has expanded the definition and  concept of quality to include nearly any organisational improvement such as the reduction of manufacturing cycle time and improved worker skills. And also the public sector is now starting to take care of quality management within its structures. In addition to industrial organisations and the manufacturing industry also service organisations build up quality systems. Ancillary services in manufacturing companies as well as stand-alone service organisations such as hospitals and banks are beginning to realise the benefits of a focus on quality. A number of different industries are successively doing business around the globe and the quality systems that are availaible in the market does not mostly cater a specific industry and all of them provide different features, tools and options, so it is a complex decision to choose the best availaible solution from a wide range of variety. In this dissertation different availaible web-based quality management systems are reviewed and their shortnesses are pointed out and a model is proposed in the end that covers all gaps in the currently availaible systems. Chapter 2: Literature Review In this chapter literature review is carried out and analyzed that which tools and schemes are imperative for the management of quality and how they cooperate in the quality management. This will enable to know how different branches of an organization can be indulged with quality by using what sort of tools and how these tools can benifit any organization. â€Å"The approach to quality most extensively adopted by Western companies in recent years has been the application of national and international (ISO 9000 or equivalent) quality management standards. This approach is following firmly along the quality assurance path. It is more proactive than reliance on detection/inspection and allows for the use of quality tools primarily to stop non-conforming products being produced or non-conforming services being delivered in the first place. Hence there is a switch implied from detection to prevention via quality systems, procedures and a quality manual.† [18] 2.1 Quality Management Tools Techniques Numerous definitions and methodologies have been created to assist in managing the quality-affecting aspects of business operations. Many different techniques and concepts have evolved to improve product or service quality. Tools and techniques like charts, graphs, histograms and complex tools like Statistical Process Control, Quality Function Deployment, Failure Mode and Effect Analysis and Design of Experiments have been used for quality management for a number of years. All of these tools are very effective for quality evaluation and implementation when applied rightly and at correct situation. Juan Jose Tari and Vicente Sabater {Quality management tools} in their research on â€Å"Quality tools and Techniques† has outlined few important tools and techniques that can be luminously helping in managing and increasing organizations quality standards. The very basic tools, the management tools for quality and techniques for quality management are outlined in the table below: Basic Quality Management Tools Management Tools Techniques Cause Effect Diagram Affinity Diagram Benchmarking Check Sheet Arrow Diagram Design of Experiments Control chart Matrix Diagram FMEA Graphs Matrix Data Analysis Fault Tree Analysis Histoghram Process Decision Poka Yoke Pareto Diagram Program Chart Quality Costing Scatter Diagram Relations Diagram QFD Statistical Process Control Table 1 Quality Management Tools and Techniques Each indivisual tool has its own speciality and benifits the organization in its own manner. The implementation and benifits of few of these tools are discussed in the next section. 2.2 Quality Control, Assurance and Improvement The scholars of quality assume that the computer is only the linking force and they put less emphasis on it, and frequently do not consider at all, the modern practices linked to quality management such as employee involvement or continuous quality improvement. Indeed, they concentrate their attention on the computer integration/automation model.† But for quality control, quality assurance and quality improvement insists on involving all these aspects. {Good one} Quality control is defined as operational with activities aimed both at monitoring a process and eliminating causes of unsatisfactory performance for relevant stages of the quality loop to achieve economic effectiveness. Quality control is a technique to achieve, maintain and improve the quality standard of products and service. Defects or failures in constructed facilities or products can result in very large costs. {500} the emphasis on quality control is clear to achieve complete quality management and for this quality control tools are vital to be implemented. Quality improvement requires improvement of processes in process based quality improvement approach. To improve the quality hence several inspection tools can be applied to access the processes and find the ways to improve it to get better and better results. Also the basic goal of using quality control techniques is to streamline the manufacturing system by minimizing the occurrence of quality related problems. Most of the time, problems related to quality of products have many controllable sources, be it the vendors of raw materials, equipment used to process such materials, methods used for processing, the personnel involved or any other specific source as identified by the organization. {800} has suggested following significant tools for the quality management in respect of each quality component: Quality Control Quality Assurance Quality Improvement Statistical process control Regression Process capability analysis, Rule-based reasoning (Expert Systems) Factor analysis Pareto analysis Model-based reasoning and case-based reasoning Cause and effect diagram Process mapping, design of experiments Failure Mode and Effect Analysis Quality function deployment Design of Experiments Design of experiments Analysis of variance Table 1 Above mentioned tools when used in combinations as best suitable for the processes and enterprise could produce massive increase in overall performance of the organization. Few of these tools and their significance in quality managemet is illustrated below: 2.3 Statistical Process Control The appearance of computers on the shop floor has enhanced the increased adoption of SPC. Computers have greatly reduced the efforts required by production personnel to collect and analyze data.{very good journal} â€Å"High quality products and services, far from being random or probabilistic events, are actually anticipated and managed outcomes that can contribute to organizational survival in the marketplace. This realization has encouraged organizations to embrace and implement numerous approaches, some novel and some re-discovered, aimed at achieving the objective of continuous quality improvement. One popular and widespread implementation in the name of quality management is that of statistical process control, or SPC. [19] Statistical Process Control or SPC can be used in a organization for the quality control purpose. It when applied to a process gives the stability of that process which can eventually help in identifing the root causes and take corrective actions.â€Å"The basic goal of using quality control techniques is to streamline the manufacturing system by minimizing the occurrence of quality related problems. Most of the time, problems related to quality of products have many controllable sources, be it the vendors of raw materials, equipment used to process such materials, methods used for processing, the personnel involved or any other specific source as identified by the organization.†[20] SPC is an effective tool for controlling quality of a manufacturing process rather it can be applied to most of the processes in any organization and can aid in controlling the quality as per requirements. It identifies the sources that affects the quality of the process outputs and hence can be eradicated as identified. But there lies a problem with the use of it that is interpreting the results of SPC which can be only well understood by quality control specialists. This can create communication gaps and a lot of other misconceptions about its use. But still SPC is being used to control quality from a number of years and it has proved itself to be giving enormously positive results to the organizations. â€Å"The popularity of SPC as a quality management practice has been fostered, in part, by a wealth of publications ascribing quality and cost benefits to it. The literature is dominated by anecdotal â€Å"success† stories, attributing higher market share, lower failure costs, higher product quality, and higher productivity to the implementation and practice of SPC (Dondero, 1991). Reports of SPC failures, on the contrary, have been few and, again, case-oriented (Dale Shaw, 1991; Lightburn Dale, 1992).†[22] Evans and Lindsay (1989, pp. 313-3 14), define SPC to be a methodology using control charts for assisting operators, supervisors, and managers to monitor quality of conformance and to eliminate special causes of variability of a process a technique to control quality using probability and statistics to determine and maintain the state of statistical control.[23 Hence the advantages and effectiveness can well be understood from the above discussion and its can be c oncluded that SPC can play a major role in controling any process and eliminating any cause that disturbs the process as its main idea is to enable the quality of conformance to be monitored and special causes of process variability to be eliminated. 2.4 Failure Mode and Effect Analysis Failure Mode and Effect Analysis is tool that can be used to analyse the failures that can occur in the near future or after the implementation of the system and identify the effects that it would cause to the system. â€Å"Failure Modes and Effect Analysis (FMEA) is known to be a systematic procedure for the analysis of a system to identify the potential failure modes, their causes and effects on system performance. The analysis is successfully performed preferably early in the development cycle so that removal or mitigation of the failure mode is most cost effective. This analysis can be initiated as soon as the system is defined: FMEA timing is essential.† [24] 1 below shows some random forms as an example of FMEA version 1, 2 3 charts. For FMEA to be effective its is very important to use this tool in the early development phase as catching errors and fixing them in earlier stages is more effectual and less costly. FMEA can be implemented to the highest level of block diagram to the functions of the of the discrete components. Also FMEA can be used again and again as the design is developed. â€Å"The FMEA is an iterative process that is updated as the design develops. Design changes will require that relevant parts of the FMEA be reviewed and updated.† [24] Hence FMEA could play an imperative role in going for the process changing for improvement. The change planned for the process for improving it can be verified by the application of this technique. 2.5 Quality Function Deployment (QFD) QFD has been used along with the integration of other effective tools to achieve quality in processes and products, reducing cycle times and improving performance. {600} found out that in the span of the first seven years, between 1977 and 1984, the Toyota Auto body plant employed QFD and claimed that with its use: Manufacturing startup and pre-production costs were reduced by 60%. The product development cycle (that is, time to market) was reduced by 33% with a corresponding improvement in quality because of the reduction in the number of engineering changes. Quality function deployment QFD is based on the concept of companywide quality control. The company wide quality control philosophy is characterised by customer orientation, cross functional management and process rather than product orientation. Also the roots of Japanese companywide quality control are the same concepts of statistical quality control and total quality control as originated in the USA. 2.6 Quality Improvement A Need or A Neccessity In the technological advanced manufacturing industry today, organziations are trying their level best to imorove their quality standards yet reducing their cycle times and time to reach the market. This pushes them to adopt the latest availaible technologies to manage and inject quality into their products and processes, so that the production time is not effected by increasing concern of quality management. Nowadays there is a tough competition in every . Aberdeen Group has done an extensive research on Enterprise Manufacturing Intelligence and it says that the best in class organzaitions are â€Å"ensuring that continuois improvement programs yeild the expected results help to unlock hidden capabilities as well as allows for greater flexibility in altering schedule to meet shifting demands. It is essential that executives are provided visibility across plants, product lines and demand when making decisions on delivery, discounts and staffing. Many companies can manufacture the sam e product in mutiple facilities and are continually evaluating the most cost effective loaction to manufacture based on a mutitude of factors. Finally, establishing key performance indicators mapped to corporate goals allows shop floor process across different plants to be standardized and alligned to the goals of senior management.† [27] The focus is on ensuring continuous improvement programs and establishing key performance indicating targets that eventually supports corporate goals. Also what is part of best in class manufaturers strategic goals is to provide visibility across the plants, production lines and demands, This would help the exectives of the organzaition to understand monitor the performanc of ongoing processes. In the survey carried out by aberdeen group following percentage was calculated of the best in class organizations of the top three strategic actions taken by them: The above research indication shows the top three strategic actions of the Best-In-Class organizations and all of these actions are quality related. This very well proves that for the organizations that wants to be included in the best in class list or that wants to stay in best in class list must improve their quality standards as per the market and industries requirements. Hence quality improvement could be termed as the necessity of todays era and to survive in todays market an organization needs to update it quality management systems. All the indicators from research above points towards the advancements in quality management and that lead us to the topic of quality management systems of today that is Web-based quality management. CHAPTER 3 Quality Management Systems From time to time quality gurus and scholars have only been focusing and trying to develope appropriate control charts for processes, but now due to the advancements in technology and shifting towards real time quality management Web-base Quality Management Systems Web-base Quality Management Systems Chapter 1 Introduction 1.1 Defining Quality, History and Achieving International Quality Standards Quality is a perceptual, conditional and somewhat subjective attribute and may be understood differently by different people in different spheres of life. It is a degree or grade of excellence or worth, a characteristic property that defines the apparent individual nature of something or totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. In recent years, many organisations have adopted quality management systems to improve the quality of both goods and services through the application of efficient quality management methods and principles (Feigenbaum, 2000). The reason why so many organisations have started on the journey is either because of customer pressure for ISO 9000 certification or because the firms themselves have realised the strategic advantage of having this certificate, i.e. it would give them an edge over their competitors. Most of the firms which started out on the journey to ISO 9000 still may not have completed that journey. In general, it takes 2 years, and obtaining this coveted certificate is only a first step towards the ultimate goal: total quality management (TQM). Reaching this goal may take at least 5 years. In the next sections of the dissertation we will take a closer look at the characteristics of the different quality management systems. In this section, we concentrate on the concept of quality itself. We start with the two types of quality, namely: Objective quality, which is simply the products total number of quality attributes. Subjective quality, which is a result of the consumers experience of the products objective attributes. Subjective quality is thus defined as the degree of fulfillment of consumers expectations (Feigenbaum, 2000). Beyond the customers desirable expectations, there are always the customers latent expectations. Manufacturers and the service providers must therefore find the hidden expectations in order to keep the customer satisfied. It is subjective quality which matters to the company, and it is this definition which Deming used in his renowned eight-day quality seminars for Japanese top managers in 1950. Demings message to them was simple but powerful: The consumer is the most important part of the production line. The idea that customers should be seen as a part of the production line was in itself a revolutionary one at that time. A logical conclusion is that quality production is only possible if it is systematically and continuously based on customer desires and needs. It is simple in theory but difficult in practice because there are many obstacles to overcome along the way. Demings 14 points, which we have taken the liberty of calling stations along the way, are among the most important means of overcoming these obstacles. You may ask this important question: Why have the Japanese been better at understanding Demings message than the Western world? There are many reasons for this, but one of the most intriguing reasons may be found in the Japanese language, and thus in Japanese culture. In the Japanese language, quality management can be translated as quality is equal to the attributes of the things (i.e. what peoples talk about). This interpretation results in the following definition of quality management: Control of the attributes of a product which consumers talk about. To understand why consumers talk about a products attributes, we will delve into motivation theory. Herzberg has divided motivation into two factors: Factors which create satisfaction (satisfiers). Factors which create dissatisfaction (dissatisfiers). Similarly, many objective attributes of a product or service can be categorised. We may talk about the basic attributes that the consumer expects when he/she buys the product. If these are not present in sufficient quantities, the consumer experiences dissatisfaction. If the expected attributes are present, naturally the consumer is satisfied, but the interesting and crucial thing is that the degree of satisfaction will not necessarily be particularly high. The experience will be more or less neutral. Apart from the attributes which the customer expects to find, it is always possible to build attributes into the product or service which the customer does not expect to find, i.e. attributes which will delight or satisfy him/her. The more of these attributes that are present in the product or services, the greater the satisfaction, and this satisfaction will, in many cases, increase significantly. We call these attributes value-added quality. However, in Japan they use the term charming quality, whereas in the US they interpret this as exciting quality. We believe that value-added quality covers both. One example of expected quality in air travel is safety. Korean Air lost its reputation as a quality airline in the wake of the tragic incident of a passenger airline being shot down over Soviet territory. Prior to this incident, Korean Air was rated as one of the top quality airlines in the world. Afterwards, Korean Airs quality ratings dropped significantly. In our view, the only thing which can adequately explain this is that Korean Air had failed to deliver the customers expected quality. As an example of value-added quality, let us consider the added service offered by ISS Laundry Service, a subsidiary of International Service Systems (ISS). This company which, among other activities, changes bed-linen in hotel rooms, suddenly had an idea. As they were there to change the sheets, they might as well see if anything else needed doing, e.g. small repairs, changing light-bulbs, etc., and report this to the hotel management. This unexpected service, which hardly costs ISS anything, created an enormous amount of goodwill for the company among its customers. The understanding behind Demings assertion, that the consumer is the most important aspect of the production line, lies precisely in the subjective definition of quality, which we will be discussing in this dissertation. The introduction of quality management theory towards the end of the 1980s led to the development of a new concept called total quality. This concept was defined as follows (Kanji, 2002): Qualityis to satisfy customers requirements continuously. Total qualityis to achieve quality at low cost. Total quality managementis to obtain total quality by involving everyones daily commitment. These definitions will become clearer as we proceed through the dissertation. The objective of TQM is to improve continuously each and every activity in the company focusing on the customer. Every product has some deficiency, i.e. risks for making customers dissatisfied. These deficiencies must be continually eliminated and, at the same time, the firm must ensure that its product or service always incorporate the quality attributes which satisfy its customers. 1.2 Total quality management The concept of TQM is a logical development of total quality control (TQC), a concept first introduced by A. V. Feigenbaum in 2000 in a book of the same name. Though Feigenbaum had other things in mind with TQC, it only really caught on in engineering circles, and thus never achieved the total acceptance in British companies that was intended. TQC was a hit in Japan, on the other hand, where the first quality circles were set up in 1962, which later developed into what the Japanese themselves call company-wide quality control (CWQC). this is identical to what people in the West today call TQM. One of the main reasons for the failure of TQC in British companies was a management misconception that responsibility for implementing TQC could be delegated to a central quality department. In doing so, management overlooked one of the most important points in TQC, namely managements wholehearted commitment to quality improvements. The aim of the new concept, TQM, is to ensure that history does not repeat itself. Thus, management have been directly included in the definition of the concept, making it impossible for them to avoid their responsibility. To include the word management here sends an unmistakable signal straight into executive offices that this is a job for top management, including the board of directors. TQM will be further discussed in following chapters. Chapter 2 Quality Perspectives The inadequacy of traditional management in UK Japan Traditional British forms of management are based on a philosophy which divides responsibility for decisions into strategic, tactical and operational levels, i.e. the so-called management pyramid. We now know that this management conception is totally inadequate for modern, complex companies, since it does not give the connection between top management and the main processes at the bottom responsible for customer satisfaction. As a result, the management is ignorant of the real problems on the operational level, and do not provide the support and backing that the operation level needs for the creation of customer satisfaction (Feigenbaum, 2000). The decisions which cascade down from top management are often exclusively budgetary in nature, containing instructions which are forced on lower levels without due consideration of their problems. Many local branches of a bank have similar experiences. A typical example of this was noted after some Danish bank mergers took place at the, end of the 1980s. Branch managers of these banks received orders by internal post to cut staff numbers by a certain figure with no indication of how this could be achieved without drastically reducing the quality of products and services offered to their customers. Hiromoto (2002) describes this as management by terrorism. In discussing British and Japanese management philosophy, Konosuke Matsushita, founder of one of the worlds biggest companies, Matsushita Electric (Panasonic, National, Technics, etc.), said: We are going to win and the industrial West is going to lose out: theres nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, youre convinced deep down that this is the right way to run a business. For you, the essence of management is getting the ideas out of the heads of the bosses into the hands of labour. (p). Hoinville (2002) feels that the emphasis of managements commitment has its origin in the system, the reason for quality defects. It has been estimated that 85% of all defects are caused by system errors, i.e. errors which only management has the authority to change. Management must show by its actions that it has understood the message. It must constantly strive to reduce system errors by setting up quality goals, drawing up quality policies and quality plans, and participating actively in the follow-up auditing phase. Finally, management must concede its own lack of knowledge in the quality field and take the lead in acquiring new knowledge. If management does all this, it will have created a firm foundation on which future quality can be built. Conversely, there would be little point in building quality on a shaky foundation. We have already pointed out that the customer is the most important part of the production line. Deming (2002) introduced this idea to top Japanese managers in 1950 by means of a basic outline of an arbitrary production system, or part of a production system. This outline, which must today be considered traditional, shows that both customer and supplier are part of the production system, and that information for improving this comes from two sources: consumer research and process tests. Since this outline also applies to an arbitrary sub-system, it shows that customer and supplier concepts embrace much more than just external customers and suppliers. Internal customers and suppliers, i.e. employees, are at least as important as the external ones. Any person, or process, which forms part of the production system must recognise that it serves a number of internal customers, and the quality of the output delivered to these customers is crucial to the end result, i.e. the quality of the output delivered to the external customer. Deming (2002) himself concedes that, in 1950, this was a formidable challenge for the Japanese top managers, but they accepted the challenge, and the result is there for us all to see today. In Demings words: A new economic age had begun. Today it is difficult to understand that such a simple message presented the Japanese with such a difficult challenge. Our experience of top managers is that they accept the message without question. However, this does not lessen the difficulty of the challenge, because it implies that firms traditional information systems are totally inadequate. A culture must be established to ensure that internal customer research functions just as well as external. Here, it is important to point out that internal analysis is based on entirely different principles from external analysis. Communication and team-building are the key words here. Obviously, the participation of top management is necessary in building up this culture. It can be seen that the Focus on the customer and the employee is much more comprehensive than just the focus on the customer, which is the norm in service management. The latter refers solely to external customers. The former, while including these, also stresses the internal customer/supplier relationship. This relationship is one of the most important innovations which TQM has introduced. Quality Management In Todays Era As we have discussed above that how the management of quality is vital to the output product of any organization it has made clear that without an excellent quality management system an organization can not implement total quality management. In todays era new ways of quality management have been introduced that can make quality management a much easier and effective job for the management body. Technology has been quiet advance in todays world and every organization is trying to get its hand on the most advance technology that can take it to a much higher level from its competitiors. A new emerging technology for managing quality in well established organizations is the use of Web-Based Quality Management Systems. Why this technology is vital today is beacuse of organizations expanding their businesses worldwide or operating at different geoghraphical locations. It is much easier to manage the quality in an organization that is operating at one location but if it has its operations going on at different locations it is much harder to implement and manage total quality management. But these new systems have overcome this gap by providing a centralized hub to manage the quality. No matter how scattered the operations of the organizations are and how many stake holders are involved, by implementing these systems organizations need not to worry about the distance and communication gap. Competition and cost consciousness on the one side an increasing demand for quality and reliability on the other side are contrary requirements in present production engineering. This must be considered also from the point of view of the international standards about quality management and quality assurance. The origins of quality management and quality assurance in a modern sense began in manufacturing organizations at about the beginning of the twentieth century [1], and many of the tools for quality analysis and improvement were developed for manufacturing problems. Through the 1980s, this manufacturing emphasis dominated the profession. In the late 1980s and into the 1990s, business began to recognise the importance of quality service in achieving customer satisfaction and competing in the global marketplace. In the late 1990s also the public domain and governmental departments became aware of the general importance of quality issues. In a very important sense, this recognition has expanded the definition and  concept of quality to include nearly any organisational improvement such as the reduction of manufacturing cycle time and improved worker skills. And also the public sector is now starting to take care of quality management within its structures. In addition to industrial organisations and the manufacturing industry also service organisations build up quality systems. Ancillary services in manufacturing companies as well as stand-alone service organisations such as hospitals and banks are beginning to realise the benefits of a focus on quality. A number of different industries are successively doing business around the globe and the quality systems that are availaible in the market does not mostly cater a specific industry and all of them provide different features, tools and options, so it is a complex decision to choose the best availaible solution from a wide range of variety. In this dissertation different availaible web-based quality management systems are reviewed and their shortnesses are pointed out and a model is proposed in the end that covers all gaps in the currently availaible systems. Chapter 2: Literature Review In this chapter literature review is carried out and analyzed that which tools and schemes are imperative for the management of quality and how they cooperate in the quality management. This will enable to know how different branches of an organization can be indulged with quality by using what sort of tools and how these tools can benifit any organization. â€Å"The approach to quality most extensively adopted by Western companies in recent years has been the application of national and international (ISO 9000 or equivalent) quality management standards. This approach is following firmly along the quality assurance path. It is more proactive than reliance on detection/inspection and allows for the use of quality tools primarily to stop non-conforming products being produced or non-conforming services being delivered in the first place. Hence there is a switch implied from detection to prevention via quality systems, procedures and a quality manual.† [18] 2.1 Quality Management Tools Techniques Numerous definitions and methodologies have been created to assist in managing the quality-affecting aspects of business operations. Many different techniques and concepts have evolved to improve product or service quality. Tools and techniques like charts, graphs, histograms and complex tools like Statistical Process Control, Quality Function Deployment, Failure Mode and Effect Analysis and Design of Experiments have been used for quality management for a number of years. All of these tools are very effective for quality evaluation and implementation when applied rightly and at correct situation. Juan Jose Tari and Vicente Sabater {Quality management tools} in their research on â€Å"Quality tools and Techniques† has outlined few important tools and techniques that can be luminously helping in managing and increasing organizations quality standards. The very basic tools, the management tools for quality and techniques for quality management are outlined in the table below: Basic Quality Management Tools Management Tools Techniques Cause Effect Diagram Affinity Diagram Benchmarking Check Sheet Arrow Diagram Design of Experiments Control chart Matrix Diagram FMEA Graphs Matrix Data Analysis Fault Tree Analysis Histoghram Process Decision Poka Yoke Pareto Diagram Program Chart Quality Costing Scatter Diagram Relations Diagram QFD Statistical Process Control Table 1 Quality Management Tools and Techniques Each indivisual tool has its own speciality and benifits the organization in its own manner. The implementation and benifits of few of these tools are discussed in the next section. 2.2 Quality Control, Assurance and Improvement The scholars of quality assume that the computer is only the linking force and they put less emphasis on it, and frequently do not consider at all, the modern practices linked to quality management such as employee involvement or continuous quality improvement. Indeed, they concentrate their attention on the computer integration/automation model.† But for quality control, quality assurance and quality improvement insists on involving all these aspects. {Good one} Quality control is defined as operational with activities aimed both at monitoring a process and eliminating causes of unsatisfactory performance for relevant stages of the quality loop to achieve economic effectiveness. Quality control is a technique to achieve, maintain and improve the quality standard of products and service. Defects or failures in constructed facilities or products can result in very large costs. {500} the emphasis on quality control is clear to achieve complete quality management and for this quality control tools are vital to be implemented. Quality improvement requires improvement of processes in process based quality improvement approach. To improve the quality hence several inspection tools can be applied to access the processes and find the ways to improve it to get better and better results. Also the basic goal of using quality control techniques is to streamline the manufacturing system by minimizing the occurrence of quality related problems. Most of the time, problems related to quality of products have many controllable sources, be it the vendors of raw materials, equipment used to process such materials, methods used for processing, the personnel involved or any other specific source as identified by the organization. {800} has suggested following significant tools for the quality management in respect of each quality component: Quality Control Quality Assurance Quality Improvement Statistical process control Regression Process capability analysis, Rule-based reasoning (Expert Systems) Factor analysis Pareto analysis Model-based reasoning and case-based reasoning Cause and effect diagram Process mapping, design of experiments Failure Mode and Effect Analysis Quality function deployment Design of Experiments Design of experiments Analysis of variance Table 1 Above mentioned tools when used in combinations as best suitable for the processes and enterprise could produce massive increase in overall performance of the organization. Few of these tools and their significance in quality managemet is illustrated below: 2.3 Statistical Process Control The appearance of computers on the shop floor has enhanced the increased adoption of SPC. Computers have greatly reduced the efforts required by production personnel to collect and analyze data.{very good journal} â€Å"High quality products and services, far from being random or probabilistic events, are actually anticipated and managed outcomes that can contribute to organizational survival in the marketplace. This realization has encouraged organizations to embrace and implement numerous approaches, some novel and some re-discovered, aimed at achieving the objective of continuous quality improvement. One popular and widespread implementation in the name of quality management is that of statistical process control, or SPC. [19] Statistical Process Control or SPC can be used in a organization for the quality control purpose. It when applied to a process gives the stability of that process which can eventually help in identifing the root causes and take corrective actions.â€Å"The basic goal of using quality control techniques is to streamline the manufacturing system by minimizing the occurrence of quality related problems. Most of the time, problems related to quality of products have many controllable sources, be it the vendors of raw materials, equipment used to process such materials, methods used for processing, the personnel involved or any other specific source as identified by the organization.†[20] SPC is an effective tool for controlling quality of a manufacturing process rather it can be applied to most of the processes in any organization and can aid in controlling the quality as per requirements. It identifies the sources that affects the quality of the process outputs and hence can be eradicated as identified. But there lies a problem with the use of it that is interpreting the results of SPC which can be only well understood by quality control specialists. This can create communication gaps and a lot of other misconceptions about its use. But still SPC is being used to control quality from a number of years and it has proved itself to be giving enormously positive results to the organizations. â€Å"The popularity of SPC as a quality management practice has been fostered, in part, by a wealth of publications ascribing quality and cost benefits to it. The literature is dominated by anecdotal â€Å"success† stories, attributing higher market share, lower failure costs, higher product quality, and higher productivity to the implementation and practice of SPC (Dondero, 1991). Reports of SPC failures, on the contrary, have been few and, again, case-oriented (Dale Shaw, 1991; Lightburn Dale, 1992).†[22] Evans and Lindsay (1989, pp. 313-3 14), define SPC to be a methodology using control charts for assisting operators, supervisors, and managers to monitor quality of conformance and to eliminate special causes of variability of a process a technique to control quality using probability and statistics to determine and maintain the state of statistical control.[23 Hence the advantages and effectiveness can well be understood from the above discussion and its can be c oncluded that SPC can play a major role in controling any process and eliminating any cause that disturbs the process as its main idea is to enable the quality of conformance to be monitored and special causes of process variability to be eliminated. 2.4 Failure Mode and Effect Analysis Failure Mode and Effect Analysis is tool that can be used to analyse the failures that can occur in the near future or after the implementation of the system and identify the effects that it would cause to the system. â€Å"Failure Modes and Effect Analysis (FMEA) is known to be a systematic procedure for the analysis of a system to identify the potential failure modes, their causes and effects on system performance. The analysis is successfully performed preferably early in the development cycle so that removal or mitigation of the failure mode is most cost effective. This analysis can be initiated as soon as the system is defined: FMEA timing is essential.† [24] 1 below shows some random forms as an example of FMEA version 1, 2 3 charts. For FMEA to be effective its is very important to use this tool in the early development phase as catching errors and fixing them in earlier stages is more effectual and less costly. FMEA can be implemented to the highest level of block diagram to the functions of the of the discrete components. Also FMEA can be used again and again as the design is developed. â€Å"The FMEA is an iterative process that is updated as the design develops. Design changes will require that relevant parts of the FMEA be reviewed and updated.† [24] Hence FMEA could play an imperative role in going for the process changing for improvement. The change planned for the process for improving it can be verified by the application of this technique. 2.5 Quality Function Deployment (QFD) QFD has been used along with the integration of other effective tools to achieve quality in processes and products, reducing cycle times and improving performance. {600} found out that in the span of the first seven years, between 1977 and 1984, the Toyota Auto body plant employed QFD and claimed that with its use: Manufacturing startup and pre-production costs were reduced by 60%. The product development cycle (that is, time to market) was reduced by 33% with a corresponding improvement in quality because of the reduction in the number of engineering changes. Quality function deployment QFD is based on the concept of companywide quality control. The company wide quality control philosophy is characterised by customer orientation, cross functional management and process rather than product orientation. Also the roots of Japanese companywide quality control are the same concepts of statistical quality control and total quality control as originated in the USA. 2.6 Quality Improvement A Need or A Neccessity In the technological advanced manufacturing industry today, organziations are trying their level best to imorove their quality standards yet reducing their cycle times and time to reach the market. This pushes them to adopt the latest availaible technologies to manage and inject quality into their products and processes, so that the production time is not effected by increasing concern of quality management. Nowadays there is a tough competition in every . Aberdeen Group has done an extensive research on Enterprise Manufacturing Intelligence and it says that the best in class organzaitions are â€Å"ensuring that continuois improvement programs yeild the expected results help to unlock hidden capabilities as well as allows for greater flexibility in altering schedule to meet shifting demands. It is essential that executives are provided visibility across plants, product lines and demand when making decisions on delivery, discounts and staffing. Many companies can manufacture the sam e product in mutiple facilities and are continually evaluating the most cost effective loaction to manufacture based on a mutitude of factors. Finally, establishing key performance indicators mapped to corporate goals allows shop floor process across different plants to be standardized and alligned to the goals of senior management.† [27] The focus is on ensuring continuous improvement programs and establishing key performance indicating targets that eventually supports corporate goals. Also what is part of best in class manufaturers strategic goals is to provide visibility across the plants, production lines and demands, This would help the exectives of the organzaition to understand monitor the performanc of ongoing processes. In the survey carried out by aberdeen group following percentage was calculated of the best in class organizations of the top three strategic actions taken by them: The above research indication shows the top three strategic actions of the Best-In-Class organizations and all of these actions are quality related. This very well proves that for the organizations that wants to be included in the best in class list or that wants to stay in best in class list must improve their quality standards as per the market and industries requirements. Hence quality improvement could be termed as the necessity of todays era and to survive in todays market an organization needs to update it quality management systems. All the indicators from research above points towards the advancements in quality management and that lead us to the topic of quality management systems of today that is Web-based quality management. CHAPTER 3 Quality Management Systems From time to time quality gurus and scholars have only been focusing and trying to develope appropriate control charts for processes, but now due to the advancements in technology and shifting towards real time quality management