Breast Feeding and Childhood Obesity Essay Example | Topics and Well Written Essays - 2000 words

Bosom Feeding and Childhood Obesity - Essay Example It has been evaluated that 80% overweight teenagers keep on being hefty in adulthood (Noller and Paulk, 2005). Added to these issues, youth heftiness forces colossal human services costs on the country (The Role of Media in Childhood Obesity, 2004). Youth weight and overweight likewise increment the danger of cardiovascular ailment in adulthood (Eisenmann, Bartee and Wang2002). Stoutness normally starts at 5-6 years old and afterward during puberty. There are reports that heftiness between 10-13 years old is probably going to progress to grown-up weight (AACAP, 2008). In this way, measures to forestall youth corpulence become exceptionally basic to diminish mortality and bleakness in adulthood. One such measure is bosom taking care of. Exploration has indicated that bosom taking care of has a few advantages both to the mother and infant. One such advantage is defensive impact of youth weight. In this examination, the defensive impact of bosom taking care of during outset on the impro vement of heftiness in youth will be assessed and found out. The perceptions made by the scientist during clinical practice and field visit positions have enlivened him to lead this examination. Youth stoutness is a test to the general public and the doctors. It prompts grown-up weight and is related with mortality and bleakness. This angle motivated the creator to lead research. As Burns and Grove (1997) expressed, clinical experience much of the time offers ascend to the recognizable proof of an examination subject and grows scope for reflection. Intelligent practice is fundamental to clinical practice and gives a review see current practice and questions the purpose behind doing as such. In this way, it is a result of reflection that the creator had the option to bring up issues which provoked to this exploration study. Writing audit A few examinations have been directed in the past to discover the effect of bosom taking care of in early long periods of life on the advancement of corpulence further down the road. As per an examination directed by von Kries, Koletzo, Sauerwald et al (1999), there exists a reasonable portion reaction connection between the term of bosom benefiting from the pervasiveness of youth corpulence and overweight. As indicated by the investigation, bosom taking care of protectively affects the improvement of corpulence and overweight. In their examination, the predominance was 3.8% for 2 months of selective bosom taking care of, 2.3% for 3-5 months, 1.7% for 6 a year, and 0.8% for over a year for heftiness and overweight. The creators inferred that drawn out bosom taking care of is a valuable preventive measure for the improvement of youth heftiness and overweight and that such a measure will diminish the predominance of cardiovascular sicknesses and other dismalness and mortality related w ith corpulence. As per an efficient survey led by Arenz, Ruckerl, Koletzko et al (2004), bosom taking care of h

Change and Continuity in Constantinople

Constantinople was a city with a long a various history particularly during that time of 1450 to 1750. Between these to dates Constantinople changed definitely in its political structure. Constantinople additionally had a gigantic possibility in its exchange action. Advancement both militarily and nonmilitary inside this city anyway remained for all intents and purposes unaltered between 1450 to 1750. In short Constantinople changed itself between 1450 to 1750 in the fields of government and business, yet stayed consistent in its innovative progressions. In the zone of legislative issues the opportunity of Constantinople couldn’t have been progressively uncommon in the years somewhere in the range of 1450 and 1750. In1453 the Byzantine Empire tumbled to the Ottoman Empire in the attack of Constantinople. This thusly permitted the Ottoman Turks to take Constantinople and totally rout the remainder of the staying Byzantine Empire. The Ottoman Empire renamed the city to Istanbul and made it one of there capitals of there domain that governed generally the entirety of the Middle East. The city was amazingly defenseless against assault in light of the forward campaigns that sacked the city and intensely exhausted its populace and permitted footstools to take it. This new government took into account the development of religions, even make Constantinople a once Christian fortress to an overwhelmingly Muslim city. This new government likewise took into consideration a huge ascent in populace going from two or three thousand in the fifteenth century to the over a large portion of a million in the eighteenth century. This was brought about by an expansion of culture and fine art because of the administration of Suleiman the Magnificent. The other huge change in Constantinople between 1450 to 1750 was the measure of exchange that was preformed. The absence of exchange was a direct result of Ottoman vanquishing of the city in 1453. This catch of the city made all out predominance of the Middle East made a local square of all exchange courses viably making an Ottoman exchange restraining infrastructure which permitted the Ottomans to charge anything they desired, this made it unfruitful to exchange for the Asian merchandise that Europeans needed so awful. This was the biggest explanation behind the Europe’s time of investigation. The straightforward truth that the costs were too high making exchange unfeasible causing an absence of exchange and Europeans seeking the ocean for exchange with Asia. This conversely with the past a lot of exchange that utilization to experience Constantinople in light of its extraordinary area between the Black Sea and the Mediterranean. Those most components of the city of Constantinople were changed by the new realm that managed it the one thing that remained the equivalent was the innovation that was utilized in Constantinople. The Ottoman Turks were backward and didn’t grasp new advancements. This absence of movement brought about by the Ottoman moderate church in addition to the absence of exchange cause an absence of dissemination and an absence of progressions in there society. This at the same time the remainder of the world was making a long ways forward. This was what caused the drawn out death of the Ottoman.

Dental Cavities And Water Fluoridation Health And Social Care Essay Free Essays

Fluoridation of H2O is the controlled extra of fluoride to an open H2O gracefully to chop down tooth rot. Fluoridated H2O has fluoride at a degree that is viable for thwarting pits, this can occur obviously or by including fluoride. This example happens essentially in English-talking states, as Continental Europe does non fluoridize open H2O supplies. We will compose a custom paper test on Dental Cavities And Water Fluoridation Health And Social Care Essay or on the other hand any comparable subject just for you Request Now Fluoridated H2O works on tooth surfaces: in the oral depression it makes low degrees of fluoride in spit, which lessens the rate at which tooth finish demineralises and expands the rate at which it demineralises in the early periods of pits. A fluoridated compound is added to guzzling H2O, a technique that in the United States costs a standard of about $ 0.94 per individual year. Packaged H2O ordinarily has obscure fluoride degrees, and some local H2O channels take a few or all fluoride. Dental pits stay a significant open health worry in most industrialized states, affecting a greater per centum of schoolchildren and the colossal heft of adults. Water fluoridization forestalls pits in the two children and adults, with surveies checking around 30 for each centum decline in pits when H2O fluoridization is utilized by kids who as of now have course to toothpaste and different beginnings of fluoride. Water fluoridization can do dental fluorosis, which can change the visual part of creating dentitions. These are typically non viewed as of stylish or general wellbeing concern. Fluoride ‘s impacts rely upon the whole everyday utilization of fluoride from all beginnings. Drinking H2O is normally the biggest start ; different techniques for fluoride treatment incorporate fluoridization of toothpaste, salt, and milk. Water fluoridization, when executable and socially worthy, has huge points of interest for subgroups at high peril. The U.S. Communities for Disease Control recorded H2O fluoridization as one of the 10 incredible open wellbeing achievements of the twentieth century. As opposed to most European states, who experienced noteworthy reductions in tooth rot without its utilization because of the presentation of fluoride toothpaste in the seventiess. Fluoridation might be increasingly advocated in the U.S. due to financial disparities in dental wellbeing and dental consideration. The finish of H2O fluoridization is to hinder a ceaseless sickness whose occupations exceptionally fall on kids and on the hapless. The utilization of H2O fluoridization makes a battle between the benefit of all and single rights. Wellbeing and dental associations worldwide have embraced its security and effectivity. Its use started in 1945, after surveies of children in a section where higher degrees of fluoride take topographic purpose obviously in the H2O. Research laborers found that moderate fluoridization forestalls tooth rot and starting at 2004 around 400 million individuals overall got fluoridated H2O. Fluoridation other than forestalls tooth rot by seting the centralization of fluoride in open H2O supplies. Tooth rot is one of the most common ceaseless infections around the world. Despite the fact that it is seldomly hazardous, tooth rot can do ; harming and debilitate taking care of, discourse creation, facial visual perspective, and assurance into society, it incredibly influences the personal satisfaction of children, unconventionally those of low financial position. Fluoridation does non sway the visual angle, gustatory sensation, or scent of guzzling H2O. Typically it is made by adding one of three mixes to the H2O: Na fluoride, fluorosilicic corrosive, or Na fluorosilicate. Sodium fluoride ( NaF ) was the principal compound utilized and is the notice model. It is a white, unscented pounding ; the crystalline signifier is liked if physical taking care of is utilized, as it limits dust. Fluorosilicic corrosive ( H2SiF6 ) is a modest fluid result of phosphate manure industry. It contains so much H2O, transportation can be costly Sodium fluorosilicate ( Na2SiF6 ) is an actually good precious stone that is simpler to move than fluorosilicic corrosive. Among the main advantages of fluoridization are: Network H2O fluoridization is a useful, safe, and modest way to thwart tooth rot. This technique for fluoride bringing advantages all things considered and in spite of financial position. Brushing twice a twenty-four hours with a fluoride toothpaste is a simple way to prevent tooth rot. Fluoridation, which was begun in Grand Rapids, Michigan in 1945, has been utilized effectively in the United States for in excess of 50 mature ages. Fluoride plants by change by reversaling the rot technique. It keeps tooth veneer solid and solid.A Network H2O fluoridization is viewed as one of 10 extraordinary open health achievements of the twentieth century. Of the 50 biggest metropoliss in the United States, 42 have a network H2O fluoridization. Fluoridation arrives at 69 for each centum of the populace on open H2O supplies this is in excess of 184 million people.A Networks with fluoridated soaking up H2O in the United States, Australia, Britain, Canada, Ireland, and New Zealand show sensational declines in tooth rot those with fluoridated guzzling frameworks have less percent tooth rot. Pretty much all tooth rot can be forestalled when fluoridization is joined with dental sealers and other fluoride stocks, for example, toothpaste.A Fluoride dietetic addendums can gracefully fluoride to the individuals who do non hold equivalent degrees in their assimilating H2O. They are accessible as tablets, dabs, or capsules. Over-the-counter fluoride dental stocks, for example, toothpastes and oral cavity washes are efficacious in thwarting rot. Stocks with high convergences of fluoride that are applied in the dental office or endorsed for place use offer additional assurance for those at expanded peril of tooth decay.A Fluoride will proceed to be of import for preventing tooth rot in this age gathering. More seasoned Americans are especially helpless to tooth rot due to open root surfaces and oral hole waterlessness that may follow from numerous drugs. The dangers of fluoridization Fluoride was first added to H2O supplies in Grand Rapids, in 1945 to prevent tooth rot. The example has had some questionable with some asserting it does little to hinder tooth rot and is hazardous for wellbeing. Most tooth specialists and open health functionaries territory that it altogether brings down the paces of tooth rot and presents no of import wellbeing dangers. A greater per centum of United States populace drinks fluoridated H2O. Be that as it may, on opposite when towns and metropoliss over the state hold balloter referenda on fluoridization, its use has been dismissed about a large portion of the clasp. The long-running contention over fluoride utilization and presentation was the subject of a residents ‘ meeting held at St. Lawrence University, on July 28-30. Most research laborers report on fluoride did non measure the security or advantages of H2O fluoridization. Be that as it may, addressed explicitly the current maximal level of normal fluoride EPA permits in soaking up H2O and closed nem con that fluoride at that fixation hurts dentitions and castanetss. An actual existence time of fluoride utilization in nations where the H2O is fluoridated at around 1 ppm can change the nature of dentin and bone and may build break rates for both. Kidney patients and diabetics are at specific hazard from fluoridated H2O since they will in general soak up more fluid than solid people. Container took care of infants are other than at specific peril if articulation is varying with fluoridated H2O. People groups drink generally various aggregates of fluoridated H2O and different beginnings of presentation change as in U.S people are having enormously various dosages of fluoride. Fluoride at degrees found in guzzling H2O influences encephalon map in adults the exploration laborers report shows that the receptor cells in the encephalon can change because of poisons and fluoride. Fluoride disables the encephalon ‘s capacity to move out flagging maps, with the impact that messages that are passed along the numerous tracts that are probably going to be uncomplete. It does this by interfering with the inventive movement and separation of neurofilaments in the axons of nerve cells. It other than meddles with both essential and auxi liary motioning in the sensory system. Fluoride may other than increment the figure of plaques and tangles in the encephalons of adults, which could loan to dementia. These surveies were finished by Isaacson using rodents, constant presentation to sodium fluoride or aluminum fluoride in guzzling H2O, where by it prompted plaques and tangles in the rodents ‘ encephalons that are like the abnormalcies found in Alzheimer ‘s patients. It shows up moreover that introduction to fluoride in the uterus and for the duration of early life brings down knowledge. The Epidemiologic surveies propose that fluoridization of soaking up H2O diminishes the figure of children at the extremely brilliant terminal of the IQ range and expands the figure in the low IQ part the examination says. Moderate fluorosis includes xanthous or earthy colored mottling of dentition from excessive fluoride introduction, happens at rates fairly high per centum in some fluoridated networks. Teeth with moderate fluorosis other than have more fragile dentin with expanded tubule size, he said. â€Å" This may do adult teeth break all the more simple. In choice the advantage of H2O fluoridization as reference incorporate ; diminished tooth rot, may only be a guide of deferred tooth emission. It is realized that enduring dentitions take more time to break out in kids who drink fluoridated H2O. Studies contrasting rot rates in fluoridated and non-fluoridated networks ordinarily evaluate the normal figure of spoiled, losing, and filled surfaces in enduring dentitions of 12-year-old children. In this way its prudent to remove fluoride from the H2O flexibly, and use the cash spent for fluoridization to propel better open health. . How

Producer Responsibility Scheme To Regulate Electronic Waste Environmental Sciences Essay

To rethink and investigation the execution of the maker obligation system in South Korea, Sweden and United States ( Maine ) , for doing proposals for the future acknowledgment of producer obligation procedure in Hong Kong on e-squander heading. Deliberation Hong Kong is acceptable known as the center point of the most up to date building and electronic stocks. While numerous Hong Kong individuals are intrigued by the most recent hypothetical records of roaming telephones, processing machines and propelled engineerings, the course of electrical and electronic waste ( e-squander ) in Hong Kong is immature and this may take to unsafe effects on the earth. Maker obligation system ( PRS ) , other than known as drawn-out producer obligation ( EPR ) has been built up for the course of e-squander in arranged states for mature ages. At the terminal of April, 2010, the Hong Kong specialists completed the crowd on PRS for e-squander course. Another lawful model will be acquainted with go to the activity of e-squander removal in 2011. In this proposition, the present situation of e-squander bearing in Hong Kong will be assessed. it is so trailed by an investigation on the possibility of the 2010 PRS crowd papers. To ingrain treatment, I will other than thoroughly analyze the e-squander PRS in Sweden, South Korea and United States ( Maine ) . In view of the universal reappraisal, Hong Kong can larn from the qualities and failings of various methodologies and do makes reference to for the great beyond designs on e-squander course. Presentation What is e-squander? Universally, there is no standard meaning of WEEE/E-squander. Various states utilize their ain definitions and readings of the term â€Å" E-squander/WEEE † . ( UNEP, 2007 ) . In this postulation, e-squander implies electronic and electrical waste. E-squander is all things considered characterized as any push off, overabundance or broken electrical or electronic gadget which is subject to electrical flows or electromagnetic Fieldss so as to work conventionally and hardware for the coevals, transportation and estimating of such flow. ( Environment Bureau, 2010 ) . It incorporates various kinds of types of gear, for example, family contraptions, IT and media communications hardware. E-squander contains a bunch of pollutions, for example, overwhelming metals e.g lead ( Pb ) , mercury ( Hg ) and so forth and brominated fire retardents. Cathode Ray Tubes ( CRTs ) in delegate contain Pb may take to grimy. Lead will stamp down the encephalon advancement of children. Poisonous mercury may move up in the fat of fish and through supplement connection will be admission by homo. ( Greenpeace, 2010 ) Without appropriate removal and course, these synthetics would be discharged to the earth doing genuine wellbeing occupations to human and harm nature. Consequently, appropriate course of e-squander is vital. 1.2 Definition of maker obligation methodology and expanded producer obligation Maker obligation procedure is a natural arrangement instruments for directing removal of stocks when they at the terminal of life. ( Hester and A ; Harrison, 2009 ) It proposes that everybody should parcel the obligation on e-squander heading. Producers and purchasers should be answerable for the stocks from the structure to the closing removal intercession. ( Environmental Protection Department, 2005 ) Furthermore, it commands the arrival dorsum of e-waste to an appropriate intercession. PRS has been actualized for pull offing e-squander in numerous states including Japan, Switzerland for mature ages. It demonstrated positive ramification for treatment of EOL e-squander. PRS has two sorts: corporate maker obligation and single producer obligation. In CPR, makers are liable for the cost dependent on showcase partition. They have to pay the expense relatively. In IPR, every producer is liable for financing the tasks alluded to the loss from his ain stocks. ( Hester and A ; Harrison, 2 009 ) In different states, broadened maker obligation ( EPR ) is an increasingly well known term. EPR more distant underlines on the maker ‘s obligation. As it were, â€Å" Extended Producer Responsibility is the build that creators and shippers of stocks bear an evaluation of obligation for the ecological effects of their stocks all through the stocks ‘ life-cycles, incorporating upstream effects worked in the selection of stuffs for the stocks, impacts from creators ‘ creation technique itself, and downstream effects from the use and removal of the stocks. Producers acknowledge their obligation when they plan their stocks to limit the life-cycle ecological effects and when they acknowledge legitimate, physical or financial obligation for the natural effects that can non be wiped out by structure. † ( Davis, 1994 ) There are two purposes for the PRS. To begin with, it underscores the obligation of maker for the assortment and reusing of the e-squander. Second, it urges producers to alter the plan of stocks. Thus, it could chop down the whole waste and unsafe impacts. ( The Sierra Club, 2009 ) E-squander situation in Hong Kong The volume of e-squander coevals has expanded at a pace of 2 % yearly during 2005-2008. In 2008, around 71400 metric huge amounts of e-squander was created. By and by, roughly 80 % of e-squander are reused and re-utilized in Hong Kong or different states. The remaining 20 % of them are removal. Landfill destinations in Hong Kong are tied in with making their maximal limits. The 20 % of e-squander so is an asset that ought to be reused, reused. ( Environment Bureau, 2010 ) When all is said in done, e-squander is gathered by private recycled merchants. Larger part of e-squander are sent out to other creating states, for example, Mainland China and India for reusing or reusing ( Greenpeace, 2010 ) . In any case, numerous capacity nations for e-squander are non managed. It would do earth corrupt from filtering of overwhelming metals and other poisonous synthetic compounds. ( Environment Bureau, 2010 ) Additionally, an e-squander reusing program was propelled in September 2005 by Environmental Protection Department and St James ‘ Settlement. They acknowledge the e-squander from the masses at assigned conglomeration focuses. The assembled e-squander is brought to the reusing Center for retouching or leveling. The fixed electronic contraptions are given to the poor. Now and again the fixed merchandise are sold in beneficent bazar to balance bit of the working expense. ( Environmental Protection Department, 2010 ) However, this program can non spread with e-squander work in Hong Kong. Accordingly, a legitimate e-squander bearing strategy is required. Reappraisal on the crowd paper At the terminal of April 2010, the Hong Kong specialists completed the crowd on PRS for e-squander heading. Another lawful model will be acquainted with go to the activity of e-squander removal. Orchestrating to the Product Eco-duty Ordinance ( Cap 603 ) , the proposed e-squander technique would cover massive electrical and electronic hardware including broadcasting sets, flushing machines, iceboxs and climate control systems, and figuring machines stocks ( TWRAC ) , for delineation individualized computing machine, pressmans and PC. ( Environment Bureau, 2010 ) Figure 1-1 The proposed e-squander procedure in Hong Kong ( Adopted from Environmental Bureau, 2010 ) The proposed e-squander procedure is summed up in Figure 1. The significant point is to divide the obligation for the conglomeration, mediation and removal cost of e-squander in a securely and reasonably way. The obligation is shared by grouped partners: Shoppers would require to loan the assortment and dealing with expenses of control e-squander when buying new managed stocks. They other than need to ensure the controlled e-waste would be dealt with likely. They may set up the dealing with to a metropolitan total establishment, a recycled dealer or an altruistic association. Shippers, distributers and retail dealers would require to stick on the directed stocks with explicit names, including the expenses of e-squander technique and charging framework Retailers would reclaim the old electrical contraptions on a â€Å" new for old † balance without charges. They will other than arrange fairly to the delegated WMC. The designated WEEE Management Contractor would gracefully collection and reusing administration for e-squander. Recycled merchants and recyclers would arrange the directed e-squander that gathered from buyers. They are controlled by the import and fare control and permitting interest for reusing, hive awaying and leveling of e-squander. Government would move as a delegate to reevaluate the framework, roll uping charges and statute authorization. It would other than advance open confidence and guidance and help the settling up of the maker obligation technique on e-squander. ( Environment Bureau, 2010 ) Assortment of expenses would be taken by merchants and distributers. They would pay the expenses when the controlled stocks were brought to Hong Kong for neighborhood deal. This expense could at last be recuperated along the gracefully link. Another choice is retail shippers would move up the expense from customers when deal the applicable stocks when a managing is finished. The charges for little e-squander (, for example, a bit of broadcasting ) would about $ 100. For massive e-waste would weigh down around $ 200-$ 250. Expenses for figuring machine stocks would be lower however no unmistakable total is recorded in the crowd paper. ( Environment Bureau, 2010 ) There are some additional means proposed: A landfill removal denial to e-waste will be presented for hindering utile stuffs wound up in landfills. Import and fare control of e-waste would be under a consent framework by specialists. A permitting request is required for the e-squander disassembly, reusing and capacity. ( Environment Bureau, 2010 ) In the undermentioned postulation, the PRS plans of South Korea, Sweden and United States ( Maine ) will be considered. By using three norms, physical obligation of grouped partners ( Consumers, neighborhood governments, makers and consolidators ) , cost portion

Northanger abbey

Proposal throughout the entire existence of English writing it's hard to determine a kind, even Gothic tale by reverberation and measure the effect on different styles, patterns, sorts. Sequential structure of its reality, in the assessment of most by far of scientists restricted the finish of the XVIII †start of the nineteenth hundreds of years. Nonetheless, hints of â€Å"Gothic† poetics, particularly its creative language and philosophical reasoning can be perceived in crafted by essayist Jane Austen.Logical and significant inquiry is the tatus of the Gothic in Jane Austen, to be specific in the novel â€Å"Northanger Abbey† †the status of type, poetological, tasteful, ideological. In the primary part we have given the meaning of the Gothic sort, and have discovered his place in the novel † Northanger Abbey† recognized composing style, tone, name source, setting, we have investigated plot, distinguished storytellers perspective, found the utiliz ed symbols.In end, we have discovered that the entire work is saturated with shrouded citations, suggestions and memories, including artistic conversations between legends around novel and orecasts advancements, thick, though dubious, matches at characters, ceaseless examination of climate and view of â€Å"udolfskymy† ; We watch the equation CL Pitt the change of the Gothic epic (sentiment) in the family unit (novel); Also we have investigated most loved methods journalists with the assistance of which she purposely changes and scale portrayed in the novel offers a gander at reality through the eyepiece, where things, individuals, occasions are not surrendered in a nearby, in Gothic however are very littler. Northanger nunnery Proposal throughout the entire existence of English writing it's hard to indicate a sort, even Gothic epic by reverberation and measure the effect on different styles, patterns, classifications. Sequential structure of its reality, in the assessment of by far most of specialists constrained the finish of the XVIII †start of the nineteenth hundreds of years. Nonetheless, hints of â€Å"Gothic† poetics, particularly its aesthetic language and philosophical reasoning can be perceived in crafted by essayist Jane Austen.Logical and significant inquiry is the tatus of the Gothic in Jane Austen, to be specific in the novel â€Å"Northanger Abbey† †the status of class, poetological, stylish, ideological. In the fundamental part we have given the meaning of the Gothic sort, and have discovered his place in the novel † Northanger Abbey† recognized composing style, tone, name cause, setting, we have broke down plot, distinguished storytellers perspective, fou nd the utilized symbols.In end, we have discovered that the entire work is penetrated with concealed citations, references and memories, including artistic conversations between legends around novel and orecasts improvements, thick, but dubious, matches at characters, never-ending correlation of climate and landscape of â€Å"udolfskymy† ; We watch the equation CL Pitt the change of the Gothic epic (sentiment) in the family unit (novel); Also we have investigated most loved methods journalists with the assistance of which she intentionally changes and scale portrayed in the novel offers a glance at reality through the eyepiece, where things, individuals, occasions are not surrendered in a nearby, in Gothic yet are very littler.

Ditching Your Old Tool Is Easy - Focus

Ditching Your Old Tool Is Easy - Focus On the market for a new project management tool but the thought of starting from scratch making your head hurt? Yes, the admin that goes into switching tools could be overwhelming. It could be likened to getting a new phone ten years ago. The dark ages with no cloud back-ups, losing your entire sms/email history and manually inputting all your contacts. Yes, manually! Bleugh. Nightmare. But what if we told you, we have a solution for that?   What’s the Alternative? The reason you’re probably reading this article in the first place is because you are not 100% satisfied. You like working with task management tools as you’ve seen real results and an overall increase in your team’s productivity. But there have been times when you thought to yourself, there has to be an easier way. The good news is that MeisterTask has made switching from Trello, Asana and Wunderlist as easy as possible with direct import options available for all three tools. The Most Important Things to Consider Reached the point when you’re assessing all options available to you? There are a few things that you need to bear in mind when making your final decision:   Your team works according to a specific workflow, so the tool that you choose has to be adaptable and customizable in order to fit in seamlessly. You’ve accumulated a lot of important information, data, attachments, and comments relevant to your projects’ outcome and you really don’t want to lose any of it. You’ve also put a lot of work into organizing your projects, adding tags, descriptions, checklists and due dates, so you’d prefer to migrate to a tool that takes this into account. And finally, you need a tool that you can start using right away. You can’t afford downtime, and ideally, your team needs to be onboarded as quickly as possible. Switching to MeisterTask You aren’t the only one who’s thought about jumping ship. While MeisterTask, Asana and Trello are similar in that they use the Kanban method, there are still many reasons why former users are flocking to MeisterTask, namely: 1. The Beautiful UI Many users new and old to task management appreciate MeisterTask’s sleek, minimalistic, beautiful design. At Meister, we believe that beautiful products make for an overall better user experience. What’s more, MeisterTask has focused on making the tool as intuitive and as easy to use as possible. You could try Meistertask. Really similar to Trello and Jira, just in a nicer looking package. â€" Adrian Spiegelt (@adrianspiegelt) March 26, 2019 Loving @Meistertask. Its basically a more beautiful Trello pic.twitter.com/40ht4vNeLt â€" Kaya Ismail (@KayaIsmail) March 13, 2017 #meistertask for #managing multiple #projects! almost like trello, but I find it easier the #interface easier to use. pic.twitter.com/UcUO87W7gy â€" Bemmygail Creative Studio (@bemmygail) July 13, 2017 2. Time Tracking MeisterTask, unlike a lot of other task management tools, has native, built-in time tracking. That means no other apps or integrations are needed. But just to be sure, we’ve also integrated with a few of the productivity world’s favorite time tracking tools, such as Toggl, Harvest, and PomoDone. This way, you always know exactly how long it took to complete a task. Im using MeisterTask. Its very similar to trello but I like that it can record the time spent (although I dont always keep track of it) â€" Mari (@marislvstr) June 21, 2017 iPad only decision 1 @meistertask wins out over Trello, integrated time tracking edges it. â€" The Old Designer (@TheOldDesigner) July 24, 2017 Switched to @meistertask this week on your recommendation André. Using the timer to track all my projects and then download to excel. So far, so chuffed! Thanks for the pointer ?? â€" Amy Boylan (@amyboylanwrites) April 4, 2018 MeisterTask’s time tracking is so great that it holds its own against other time-tracking-only tools: 8 Best Free Time-Tracking Software Options for Project Managers: https://t.co/gtHxhpC5mn Featuring: @AvazaHQ, @Clockify, @Freedcamp, @harvest, @Hubstaff, @meistertask, @timecamp and @toggl! pic.twitter.com/Un9oPSXySl â€" Capterra (@Capterra) August 9, 2019 If you don’t have a MeisterTask account yet, go to www.meistertask.com and sign up using your email address, Facebook, Google or Office 365 account. If you’re already a MindMeister user, you can also use your existing MindMeister login details. This will automatically connect your MindMeister and MeisterTask accounts. 3. Automations MeisterTask lets you easily automate steps in your workflow. For example: a task automatically completing after it’s been moved to the “Done” section shouldn’t involve you first learning techspeak, nor should it involve any other tools. These actions can be simply configured as an automation in MeisterTask. What I loved right away about MeisterTask were its automations. The ability to automate processes, rather than just visualizing them, is a huge plus compared to Trello.Axel Fischer, FiSCHER Akkumulatorentechnik 4. Integrations MeisterTask can be connected with more than 1,000 other apps via Zapier and offers powerful native integrations with all your favorite tools, such as Slack, Microsoft Teams, MindMeister and GitHub to name but a few. Want to turn emails into tasks without leaving your inbox? No problem with Spark. Have all relevant documents saved on Dropbox and need to attach them? No big deal. Working with Zendesk? So do we. Most importantly, MeisterTask integrates with its sister application, MindMeister, so your team’s brainstorms and project outlines can be exported into agile project boards. See our full list of integration partners here. Back to the Important Things   We mentioned earlier that there are a few important things that you should consider when searching for an alternative online task management tool, and here’s where MeisterTask comes in: Your team has a specific workflow that they work according to, easy peasy. MeisterTask allows you to customize your workflow to suit your own and your team’s requirements. No matter what you do, which department you work in, or the types of projects you work on â€" the options are endless. Use our standard workflow that practically anything can fit into (Open In Progress Done), or simply come up with your own. You’ve accumulated a lot of data and information over the course of your project which you’d ideally like to keep. Great news: You can! With MeisterTask’s direct import from Trello you can keep EVERYTHING. That means: boards (projects), lists (sections), cards (tasks), labels (tags), checklist items, due dates, attachments AND all comments. If you’re an Asana or Wunderlist user, we’ll get an import in the form of a CSV file of your project, sections, tasks, due date, notes and more. Keen to know more? Check out this help center article for details of your Asana import or this one, for details of your Wunderlist import. I moved all of my @trello projects to @meistertask and not a single tag, comment or item is missing. color me impressed. â€" Adrian Kosmaczewski (@akosma) January 9, 2017 Which brings us to our last point: Once you’ve imported your data into MeisterTask, you can pick up exactly where you left off. Adding the rest of your team takes only a few clicks, and if necessary, we offer great webinars and online tutorials to guide you through the set-up process. But rest assured, it’s really easy to use. Glad you liked it. I think it’s way better than Trello much simpler to get used to. Oh and thanks for sharing ?? â€" André Spiteri (@Andre_Spiteri) April 5, 2018 Currently using @meistertask. So much easier to use than @trello. â€" vozoto (@vozoto) March 3, 2016 So there you have it, all the reasons why you should switch to MeisterTask today. Coming from Asana? Here’s a step-by-step guide on how to import your Asana projects to MeisterTask. Are you a soon-to-be former Wunderlist user? Check out this blog article on how to get started with MeisterTask today. And finally, if you’ve fallen out of love with Trello, here’s how you amicably split and join the streams of happy MeisterTaskers. Switch To MeisterTask Today!Take your productivity to the next level. Sign Up Its Free Sign Up Ditching Your Old Tool Is Easy - Focus On the market for a new project management tool but the thought of starting from scratch making your head hurt? Yes, the admin that goes into switching tools could be overwhelming. It could be likened to getting a new phone ten years ago. The dark ages with no cloud back-ups, losing your entire sms/email history and manually inputting all your contacts. Yes, manually! Bleugh. Nightmare. But what if we told you, we have a solution for that?   What’s the Alternative? The reason you’re probably reading this article in the first place is because you are not 100% satisfied. You like working with task management tools as you’ve seen real results and an overall increase in your team’s productivity. But there have been times when you thought to yourself, there has to be an easier way. The good news is that MeisterTask has made switching from Trello, Asana and Wunderlist as easy as possible with direct import options available for all three tools. The Most Important Things to Consider Reached the point when you’re assessing all options available to you? There are a few things that you need to bear in mind when making your final decision:   Your team works according to a specific workflow, so the tool that you choose has to be adaptable and customizable in order to fit in seamlessly. You’ve accumulated a lot of important information, data, attachments, and comments relevant to your projects’ outcome and you really don’t want to lose any of it. You’ve also put a lot of work into organizing your projects, adding tags, descriptions, checklists and due dates, so you’d prefer to migrate to a tool that takes this into account. And finally, you need a tool that you can start using right away. You can’t afford downtime, and ideally, your team needs to be onboarded as quickly as possible. Switching to MeisterTask You aren’t the only one who’s thought about jumping ship. While MeisterTask, Asana and Trello are similar in that they use the Kanban method, there are still many reasons why former users are flocking to MeisterTask, namely: 1. The Beautiful UI Many users new and old to task management appreciate MeisterTask’s sleek, minimalistic, beautiful design. At Meister, we believe that beautiful products make for an overall better user experience. What’s more, MeisterTask has focused on making the tool as intuitive and as easy to use as possible. You could try Meistertask. Really similar to Trello and Jira, just in a nicer looking package. â€" Adrian Spiegelt (@adrianspiegelt) March 26, 2019 Loving @Meistertask. Its basically a more beautiful Trello pic.twitter.com/40ht4vNeLt â€" Kaya Ismail (@KayaIsmail) March 13, 2017 #meistertask for #managing multiple #projects! almost like trello, but I find it easier the #interface easier to use. pic.twitter.com/UcUO87W7gy â€" Bemmygail Creative Studio (@bemmygail) July 13, 2017 2. Time Tracking MeisterTask, unlike a lot of other task management tools, has native, built-in time tracking. That means no other apps or integrations are needed. But just to be sure, we’ve also integrated with a few of the productivity world’s favorite time tracking tools, such as Toggl, Harvest, and PomoDone. This way, you always know exactly how long it took to complete a task. Im using MeisterTask. Its very similar to trello but I like that it can record the time spent (although I dont always keep track of it) â€" Mari (@marislvstr) June 21, 2017 iPad only decision 1 @meistertask wins out over Trello, integrated time tracking edges it. â€" The Old Designer (@TheOldDesigner) July 24, 2017 Switched to @meistertask this week on your recommendation André. Using the timer to track all my projects and then download to excel. So far, so chuffed! Thanks for the pointer ?? â€" Amy Boylan (@amyboylanwrites) April 4, 2018 MeisterTask’s time tracking is so great that it holds its own against other time-tracking-only tools: 8 Best Free Time-Tracking Software Options for Project Managers: https://t.co/gtHxhpC5mn Featuring: @AvazaHQ, @Clockify, @Freedcamp, @harvest, @Hubstaff, @meistertask, @timecamp and @toggl! pic.twitter.com/Un9oPSXySl â€" Capterra (@Capterra) August 9, 2019 If you don’t have a MeisterTask account yet, go to www.meistertask.com and sign up using your email address, Facebook, Google or Office 365 account. If you’re already a MindMeister user, you can also use your existing MindMeister login details. This will automatically connect your MindMeister and MeisterTask accounts. 3. Automations MeisterTask lets you easily automate steps in your workflow. For example: a task automatically completing after it’s been moved to the “Done” section shouldn’t involve you first learning techspeak, nor should it involve any other tools. These actions can be simply configured as an automation in MeisterTask. What I loved right away about MeisterTask were its automations. The ability to automate processes, rather than just visualizing them, is a huge plus compared to Trello.Axel Fischer, FiSCHER Akkumulatorentechnik 4. Integrations MeisterTask can be connected with more than 1,000 other apps via Zapier and offers powerful native integrations with all your favorite tools, such as Slack, Microsoft Teams, MindMeister and GitHub to name but a few. Want to turn emails into tasks without leaving your inbox? No problem with Spark. Have all relevant documents saved on Dropbox and need to attach them? No big deal. Working with Zendesk? So do we. Most importantly, MeisterTask integrates with its sister application, MindMeister, so your team’s brainstorms and project outlines can be exported into agile project boards. See our full list of integration partners here. Back to the Important Things   We mentioned earlier that there are a few important things that you should consider when searching for an alternative online task management tool, and here’s where MeisterTask comes in: Your team has a specific workflow that they work according to, easy peasy. MeisterTask allows you to customize your workflow to suit your own and your team’s requirements. No matter what you do, which department you work in, or the types of projects you work on â€" the options are endless. Use our standard workflow that practically anything can fit into (Open In Progress Done), or simply come up with your own. You’ve accumulated a lot of data and information over the course of your project which you’d ideally like to keep. Great news: You can! With MeisterTask’s direct import from Trello you can keep EVERYTHING. That means: boards (projects), lists (sections), cards (tasks), labels (tags), checklist items, due dates, attachments AND all comments. If you’re an Asana or Wunderlist user, we’ll get an import in the form of a CSV file of your project, sections, tasks, due date, notes and more. Keen to know more? Check out this help center article for details of your Asana import or this one, for details of your Wunderlist import. I moved all of my @trello projects to @meistertask and not a single tag, comment or item is missing. color me impressed. â€" Adrian Kosmaczewski (@akosma) January 9, 2017 Which brings us to our last point: Once you’ve imported your data into MeisterTask, you can pick up exactly where you left off. Adding the rest of your team takes only a few clicks, and if necessary, we offer great webinars and online tutorials to guide you through the set-up process. But rest assured, it’s really easy to use. Glad you liked it. I think it’s way better than Trello much simpler to get used to. Oh and thanks for sharing ?? â€" André Spiteri (@Andre_Spiteri) April 5, 2018 Currently using @meistertask. So much easier to use than @trello. â€" vozoto (@vozoto) March 3, 2016 So there you have it, all the reasons why you should switch to MeisterTask today. Coming from Asana? Here’s a step-by-step guide on how to import your Asana projects to MeisterTask. Are you a soon-to-be former Wunderlist user? Check out this blog article on how to get started with MeisterTask today. And finally, if you’ve fallen out of love with Trello, here’s how you amicably split and join the streams of happy MeisterTaskers. Switch To MeisterTask Today!Take your productivity to the next level. Sign Up Its Free Sign Up

Health and Safety Essay - 825 Words

Health and Safety Essay (Essay Sample) Content: Tutor:Title: Health and SafetyCourse:DateThe health and safety at work acts help to ensure that employers have a general duty of protecting the health and safety of their employees. These health and safety regulations ensure that organisations meet the health, safety as well as welfare needs of the workforce including the disabled. Facilities such as, workstations, stairs, showers, doors, passageways and washbasins should be easily accessible for the disabled people. Engineers and managers controlling construction work have health and safety responsibilities (HSE, 2006).The construction Act of 1994 requires that the principal contractor secure health and safety of employees on site. It is important to gather adequate information regarding health and safety of the project and the proposed site before work starts. Information available at tendering need to be used in order to ensure that time and resources are allocated so as to deal with any problems that can occur du ring the construction period. information can be collected from; the client, the design team, equipment and material suppliers, contract documents, specialists contractors and consultants, HSE guidance and British standards (HSE, 2006).The design and management act 1994, requires that the client to hire a planning supervisor responsible for coordinating the health and safety aspects of the construction work and initial plan. To achieve this, designers should comply with their duties under the regulations, especially in prevention and control of risks, notification of the project to HSE and creating a health and safety plan and file according to the requirements of the Act. The officers should assess the history of the site and the neighbourhood. The purpose of this task is to identify any strange features which might affect the project, or how the project will affect the surroundings. You should check areas such as, strange ground conditions, nearby schools, railways, footpaths, a nd roads, overhead power lines and underground services, asbestos and other contaminants (HSE, 2006).In case CDM applies, this information ought to be included in the pre-construction-stage health and safety plan. Its contents should be considered before tenders are submitted. Also, collecting information is still essential in case CDM does not apply. The health and safety document should be kept by the client after completion of the project. It entails information regarding the structure relevant to the health and safety of employees conducting repairs, maintenance and renovation on the structure. In 2002, a modified approved code of practice was issued. The supply of machinery safety regulation 1992, controls compliance with the significant safety requirements of the machinery. European standards organization has created harmonized standards in order to ensure manufacturers products quality meet requirements of the regulations. Most of the construction machinery safety standards are under the CEN.TC151 and its working teams. Working teams cover the entire construction machinery such as, earthmoving machinery, rigs, demolition machinery, pilling and drilling rigs, roadmaking machinery, tunnelling machinery and machinery used to produce materials like cement, glass and bricks (Lamont, nd).The construction head protection Act 1989 deals exclusively with the protection of head injuries. Work in compressed Air regulations 1996 requires that a compressed air contractor should be responsible for safety management (Lamont, nd).The regulation ensures provision of twin compartment manlock, prohibits use of vertical locks for stage compression, and stipulates the role of contract Medical adviser. Oxygen should be available for treatment of decompression illness according to the directions of the contract medical adviser. The regulation also provides extensive requirements for fire and emergency, prohibitions on smoking within the site, and the introduction of health a nd exposure record for employees exposed (Lamont, nd). In Sept...

Class Identity in Feudal Japan - Fun Facts and Examples

Feudal Japan had a four-tiered social structure based on the principle of military preparedness. At the top were the daimyo and their samurai retainers. Three varieties of commoners stood below the samurai: farmers, craftsmen, and merchants. Other people were excluded entirely from the hierarchy, and assigned to unpleasant or unclean duties such as leather tanning, butchering animals and executing condemned criminals.  They are politely known as burakumin, or people of the village. In its basic outline, this system seems very rigid and absolute. However, the system was both more fluid and more interesting than the short description implies. Here are some examples of how the feudal Japanese social system actually functioned in peoples daily lives. †¢ If a woman from a common family got engaged to a samurai, she could be officially adopted by a second samurai family. This circumvented the ban on commoners and samurai intermarrying. †¢ When a horse, ox or other large farm animal died, it became the property of the local outcasts. It did not matter if the animal had been the personal property of a farmer, or if its body was on a daimyos land; once it was dead, only the eta had any right to it. †¢ For more than 200 years, from 1600 to 1868, the entire Japanese social structure revolved around support of the samurai military establishment. During that time period, though, there were no major wars. Most samurai served as bureaucrats. †¢ The samurai class basically lived on a form of social security. They were paid a set stipend, in rice, and did not get raises for cost-of-living increases. As a result, some samurai families had to turn to the manufacture of small goods like umbrellas or toothpicks to make a living. They would secretly pass these items on to peddlers to sell. †¢ Although there were separate laws for the samurai class, most laws applied to all three types of commoners equally. †¢ Samurai and commoners even had different kinds of mailing addresses. The commoners were identified by which imperial province they lived in, while samurai were identified by which daimyos domain they served. †¢ Commoners who tried unsuccessfully to commit suicide because of love were considered criminals, but they could not be executed. (That would just give them their wish, right?) So, they became outcast non-persons, or hinin, instead. †¢ Being an outcast wasnt necessarily a grinding existence. One headman of the Edo (Tokyo) outcasts, named Danzaemon, wore two swords like a samurai and enjoyed the privileges normally associated with a minor daimyo. †¢ To maintain the distinction between samurai and commoners, the government conducted raids called sword hunts or katanagari. Commoners discovered with swords, daggers or firearms would be put to death. Of course, this also discouraged peasant uprisings. †¢ Commoners were not allowed to have surnames (family names) unless they had been awarded one for special service to their daimyo. †¢ Although the eta class of outcasts was associated with the disposal of animal carcasses and the execution of criminals, most actually made their living by farming. Their unclean duties were just a side-line. Still, they could not be considered in the same class as commoner farmers, because they were outcasts. †¢ People with Hansens disease (also called leprosy) lived segregated in the hinin community. However, on the Lunar New Year and Midsummers Eve, they would go out into the city to perform monoyoshi (a celebration ritual) in front of peoples homes. The townspeople then rewarded them with food or cash. As with the western Halloween tradition, if the reward was not sufficient, the lepers would play a prank or steal something. †¢ Blind Japanese remained in the class to which they were born - samurai, farmer, etc. - so long as they stayed in the family home. If they ventured out to work as story-tellers, masseurs, or beggers, then they had to join the blind persons guild, which was a self-governing social group outside of the four-tier system. †¢ Some commoners, called gomune, took on the role of wandering performers and beggers that would normally have been within the outcasts domain. As soon as the gomune stopped begging and settled down to farming or craft-work, however, they regained their status as commoners. They were not condemned to remain outcasts. Source Howell, David L. Geographies of Identity in Nineteenth-Century Japan, Berkeley: University of California Press, 2005.

Critical Success Factors For An Organization - 1540 Words

Critical Success Factors The critical success factors for an organization will aid the development of the organizations success (Blocher, Stout, Juras, Cokins, 2016, p. 10). These factors assist the organization to measure the internal and external processes of the organization (p. 10). The critical success factors will determine the financial and nonfinancial factors that will assist the organization to remain competitive in the market place (p. 10). The critical success factors are the measures in the balanced score card that will assist the business meet their goals strategically (p. 11). The balanced score card will assist the business to make continuous improvements to the organization (Hicks, 2010, p. 3). The factors will assist management to engage the appropriate changes to meet the changing competitive environment (p. 3). This will ensure that the plans for the future of a business will ensure the long-term success of the business when applied appropriately (p. 3). T he critical success factors derive from the SWOT analysis that provide measurable goals to the organization (p. 3). The factors selected for this research derive from interviews with the officer in charge of the enlisted basic supply section, Bryan Harding. The SWOT topics are the basis of the internal and external processes that assist the instructors and students achieve success. The mission of the instructors enables the instructors to achieve success that meet the organizations goals.Show MoreRelatedCritical Success Factors Of An Organization1238 Words   |  5 PagesCritical success factors are generally essential activities or elements that allow an organization to achieve its objectives and for current and future operations. Some of the critical success factors of business could be as follows: †¢ Reductions in employee turnover and increase in employee retention. †¢ Increasing satisfaction percentage in employee engagement survey. †¢ Improved ratings for training and development. †¢ Increase revenue per man-hour †¢ Improved performance appraisal system by KPIRead MoreLeadership Is A Critical Factor For The Success Or Failure Of An Organization2997 Words   |  12 PagesLeadership is required in every type of organizations and at every level. According to Schein (2004), leadership is a critical factor for the success or failure of an organization. Leadership requires leaders to have the ability to understand workings of individuals interactions and relationships within the workplace (Gaiter 2013). In my opinion leadership is the task of inspiring people around you and performing a task with perfection. To become an effective leader, one needs good followers orRead MoreCritical Success Factors For Enterprise Resource Planning Implementation Success1740 Words   |  7 Pages Introduction This paper is a critical review of the article ‘Critical Success Factors for Enterprise Resource Planning Implementation Success’ which was published in the ‘International Journal of Advances in Engineering Technology’. In this review, the article summary is presented first before an analysis of its structure. The critique of the article then follows, focusing on the author’s authority, the accuracy of the article as a source of information, the currency of the article, its relevanceRead MoreCritical Factors Of Erp Implementations1050 Words   |  5 PagesCritical Factors of ERP Implementations: Two Cases from Saudi Arabia Abstract Seven categories of critical success factors were identified from the ERP literature: â€Å"business plan and vision†; â€Å"change management†; â€Å"communication†; â€Å"ERP team composition, skills and compensation†; â€Å"top management support and championship†; â€Å"project management† and â€Å"system analysis, selection and technical implementation†. In this paper, a case study of two organizations in Saudi Arabia has been conducted, both organizationsRead MoreInformation Systems : A Basic Necessity For Running Successful Business1677 Words   |  7 Pagesenvironment. Information system is globally recognized widely accepted as a basic necessity for running successful business. Kim et.al (2007), Information Technology plays an important business tool in modern era to attain competitive advantage for the organization as well as improving employee’s efficiency and productivity. Enterprise Resource Planning system shor tly known as ERP system is one of the primary information systems used in various industries to run their business operations. ERP attained variousRead MoreInterview With Tobias Kuners, A Prominent International Business Leader1552 Words   |  7 PagesKuners, a prominent international business leader. In this article, the interviewer seeks to uncover Kuners’s philosophy for success. To begin, Kuners believes many CEOs undermine success because they take the time to develop strategy but do not communicate it to employees in a way that allows them to link what they do, on a daily basis, to the strategic goals of the organization. He explains to the interviewer that if leaders clearly communicate strategy and goals to employees, then employees canRead MoreEagle Ottawa And Contemporary Management Techniques1068 Words   |  5 Pagesteam that is deliberately focused on critical success factors (Blocher, Stout, Juras Cokins (2016). Business Process Improvement Overview Business process improvement (BPI) is a methodical and deliberate plan that could potentially help Eagle Ottawa to implement a large scale improvement via the use of clearly defined management methods. The difference between a typical project improvement plan and a BPI project plan is the focus on critical success factors coupled with process driven parametersRead MoreKrispy Kreme Company Analysis and Evualtion1670 Words   |  7 Pages†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Table of Contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 Organization Description†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 SWOT Analysis chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Balanced Scorecard chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Critical Success Factor Discussion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Evaluation of Critical Success Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 10 Organization Description Krispy Kreme is a highly successful company, whose main productRead MoreThe Concept Of Team Based Organizations795 Words   |  4 PagesTeam-Based Organizations The purpose of this paper is to introduce the concept of team-based organizations. It provides an overview and definition of this concept. Furthermore, the concept of team-based organization is explored and advantages and disadvantages phased by organizations using this strategy is provided. In addition, the paper introduce4s the concept of employee motivation, its effectiveness, and effect on employee morale and organizational culture. Team Based Organization-Defined ARead MoreAnalysis of the Eight Critical Success Factors for Implementing TQM883 Words   |  4 PagesAnalysis of the Eight Critical Success Factors for Implementing TQM Introduction In both the text Strategic quality management: A strategic systems approach to continuous improvement (Pryor, 1999) and in the excellent article Total quality management the critical success factors (Porter, Parker, 1993) the eight most critical factors that contribute to the success of Total Quality Management (TQM) are identified. It is the intent of this analysis to evaluate all eight both from the context

Changing Faces Within The Workforce - 938 Words

Diverse Workforce Through recent years society as well as the labor force have taken notice in regards to the acceptability of having a diversified workforce. During the course of recent years it has been said that populace unwittingly hypothesized that â€Å"by allowing diversity, our nation could suffer financial liability rather than an economic strength,† a view point that was seen by some, but not by all. It becomes clear and concise that diversity isn’t just the color of a person’s skin; it also goes into gender, national origins, weight of a person, sexual orientation, and religion to name a few. As a leader, ensuring that all employees receive a fair and equitable evaluation may be a challenge for some; this has been recognized as a crucial part of the overall success of any establishment or corporation. Changing faces within the workforce Before anyone can truly understand the issues surrounding diversity within our workforce, it is safe to say that they have to understand the meaning. Workforce diversity is defined as diversity amongst employees that represents both a challenge and opportunity for business. Today, the U.S. workforce is as diverse as it has ever been, and it is becoming even more so (Lawrence Weber, 2014). Some of the diversity we are seeing are as followed, but not limited to: †¢ More women are working than ever before: Married women, those with young children and older women, in particular, have greatly increased their participation inShow MoreRelatedHistory Of Participatory Management ( Rau Foster, 2017 )1533 Words   |  7 Pagesrun. Below is a list is common characteristics of the Baby Boomers leadership styles: †¢ Democratic †¢ Believed in chain of command †¢ Goal oriented †¢ Create stability †¢ Respect Loyalty Generation X Generation X (1965-1980) are taking hold in the workforce today (Schullery, 2013, p.235). The current age range for this generation is 28-43. This generation is known for Watergate, the energy crisis, end of the Cold War and Y2K. Generation X have many core values they adhere by. Some of those values includeRead MoreKnowledge Management : Today s Society Essay1476 Words   |  6 Pagesever-changing society. Society is facing many changes that are impacting the workforce for individuals and organizations as a whole. The baby boomers can be classified as anyone 55 years of age or older, which are referred to as the older workforce. 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Ethical Issues Of Drug Companies - 1923 Words

â€Å"It is immoral for the drug companies to charge large sums for drugs that are cheap to manufacture.† Discuss Some of the leading pharmaceutical companies such as Novartis, AstraZeneca and GlaxoSmithKline make a large sum of profit from drugs that are cheap to manufacture, many see this as immoral and argue that these drug companies are making money at the expense of other peoples illnesses and are exploiting the most vulnerable in society, but some argue that its â€Å"business† and is ethical despite huge profits made by these drug companies. In this essay I will discuss if it is morally wrong for drug companies to charge large sums for drugs that are cheap to produce. In 2011 it was estimated that global spending on prescription drugs was around the region of $954 billion with the United States accounting for more than a third of the market. Many of these drugs companies have entered the market with the intention of making large amounts of profit rather than treating people. 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Beer Game Free Essays

The Beer Game Copyright by Professor John Sterman, MIT October 1984 Sources:http://www. sol-ne. org/pra/tool/beer. We will write a custom essay sample on Beer Game or any similar topic only for you Order Now html The Fifth Discipline: Pg 27-54 Why play the ‘Beer Game’? Instructions for running the game Steps of the Game Outline for post-game discussion and tasks Supplies Checklist Mock-up of the Game Board Bibliography CHARTS AND TABLES TO PRINT OUT: [only issue Table 1 and 2 at the onset of the game. Chart 1-3 to be distributed at the end of the game and before post-game discussion. ] Table 1:Record Sheet: Cost of Inventory and Backlog Table 2:Computation of cumulative inventory backlog Graph 1:Inventory and Backlog Graph 2:Orders Graph 3:Perceived order by Customers Slide 1:Facilitator Slides Slide 2:Facilitator Slides Slide 3:Facilitator Slides Slide 4:Facilitator Slides Slide 5:Facilitator Slides Slide 6:Facilitator Slides Slide 7:Facilitator Slides Slide 8:Facilitator Slides Contact Point for loan of Beer Game Set: If you or your unit is interested in playing this game and need assistance, please contact any of the 1Y LO participants, including the webmaster: Ms Sheila Damodaran at Sheila_Damodaran@spf. gov. sg. The game sets are kept at TRACOM’s Resource Centre (SIRC, TRACOM). Contact: 3594241. Why play the Beer Game? The Fifth Discipline, pg 27 [Prisoners of the System, or Prisoners of our Thinking] This game was developed by Professor John Sterman of MIT to introduce people to fundamental concepts of systems dynamics. Participants experience the pressure of playing a role in a complex system, and come to understand first hand a key principle of systems thinking that structure produces behavior. The Beer Game is a simulation exercise – like a laboratory experiment, where one is able to see: ? The consequences of your decisions play out more clearly in real organisations; In effect it presents a microcosm of how a real organization functions. ? Shift in prevailing assumption of what is required of us for creating fundamentally different organisations; from a perspective of â€Å"the system we are trying to change is out there and we (as change agents) are trying to fix it† to â€Å"we and the system are inextricably linked together†. I t was first developed in the 1960s at the Massachusetts Institute of Technology’s Sloan School of Management. Because it is a â€Å"laboratory replica† of a real setting (rather than reality itself), we can: Isolate the disabilities, and; ? Their causes more sharply than is possible in real organisations. Often this reveals that the problems originate in basic ways of thinking and interacting, more than in peculiarities of organisations and policy. Instructions for Running The Beer Distribution Game John Sterman October 1984 This document outlines the protocol for the beer distribution game developed to introduce people to concepts of system dynamics. The game can be played by as few as four and as many as 60 people (assistance is required for larger groups). The only prerequisite, besides basic math skills, is that none of the participants have played the game before, or else agree not to reveal the â€Å"trick† of the game. 1. State purpose of Game: a) Introduce people to the key principle â€Å"structure produces behavior† b) Experience the pressures of playing a role in a complex system 2. Provide overview of production-distribution system: a) The game is played on a board, which portrays the production and distribution of beer (show board game). [pic] b) Orders for and cases of beer are represented by chips, which are manipulated by the players. The players at each position are completely free to make any decision that seems prudent. Their only goal is to manage their positions as best as they can to maximise profits. c) Each brewery consists of four sectors: retailer, wholesaler, distributor and factory. One person manages each sector. d) A deck of cards represents customer demand. Each week, customers demand beer from the retailer, who ships the beer requested out of inventory. The retailer in turn orders beer from the wholesaler, who ships the beer requested out of the wholesaler’s inventory. Likewise, the wholesaler orders and receives beer from the distributor, who in turn orders and receives beer from the factory. The factory produces the beer. At each stage there are shipping delays and order receiving delays. These represent the time required to receive, process, ship and deliver orders, and as well be seen play a crucial role in the dynamics. e) If your participants are not familiar with the concept of manufacturing, shipping, and distribution, consider presenting these concepts initially before proceeding. Call the participants together at one board and demonstrate each step of the way carefully. Often it is the lack of this information that causes the initial confusion of the game. You could say something like: â€Å"The Beer Game immerses us in a type of organization that is widely prevalent in all industrial countries: a system for producing and distributing a single brand of beer. There are four main characters in the story – a retailer, a wholesaler, a distributor and the Marketing Director of a brewery †¦ f) The players at each position are completely free to make any decision that seems prudent. All they have to do is meet customer demand and order enough from your own supplier while avoiding costly backlogs. They should manage their positions as best as they can to maximise profits. 3. State Basic rules: a) Have each team pick a name for their brewery (e. g. the name of a real beer). Have them label their record sheets with the name of their brewery and their position, e. g. retailer, wholesaler, etc. b) Have each person ante up $1. 00, or an appropriate amount, which will go to the winning team, winner take all (optional). c) The object of the game is to minimize total costs for your team. The team with the lowest total costs wins. Costs are computed in the following way: ? The carrying costs of inventory are $. 0 per case per week ? Out-of-stock costs, or backlog costs, are $1. 00 per case per week ? The costs of each stage (retailer, wholesaler, distributor, factory) for each week, added up for the total length of the game, determine the total cost. d) No communication between sectors. Retailers should not talk to anyone else, same for wholesalers, distributors, and factories. The rea son for this is that in real life there may be five factories, several dozen distributors, thousands of wholesalers, and tens of thousands of retailers, and each one cannot find out what the total activity of all the others is. The only communication between sectors should be through the passing of orders and the receiving of beer. e) Retailers are the only ones who know what the customers actually order. They should not reveal this information to anyone else. f) All incoming orders must be filled. If your inventory is insufficient to fill incoming orders plus backlog, fill as many orders as you can and add the remaining orders to your backlog. 4. Steps of the Game. a) Issue only Table 1 and Table 2 to all the participants. b) The game Facilitator should call out the steps as the game progresses. ) The first few times when the system is still in equilibrium the facilitator should go through the steps very slowly to make sure people have the mechanics down. d) Notice that of the six steps of the game, only the fifth, placing orders, involves a decision. e) The remaining five steps only involve moving inventory of beer or order slips or recording your position, and are purely mechanical. For the first few wee ks the facilitator should tell everyone to order four units to keep the system in equilibrium. 5. Initialization of the boards: ) There should be twelve pennies or chips representing twelve cases of beer in each inventory. Each chip or penny represents one case. There should be four pennies in each shipping box and production delay. b) There should be order slips with â€Å"4† written on them, face down in each incoming and outgoing order box (orders and production requests). A supply of blank order slips should be available at each sector, as well as a supply of pennies or chips. c) The deck of cards with the customer demand should not be revealed in advance. The pattern of customer demand that is most effective for first-time players is a pattern of (†¦. To be revealed after the game/debrief by the Game Leader). d) Each order deck should have fifty weeks’ worth of cards, and the players should be told that the game will be fifty weeks long. Typically it’s only necessary to run the game thirty-five weeks or so in order to see the pattern of fluctuation, but telling the players it will be fifty weeks prevents horizon effects, where they run their inventories down because they feel the end of the game is coming. 6. Tips for Facilitators: ) It’s very helpful if the game facilitator makes sure that each team stays in step so that you can quickly glance around the room and see that everyone is at the right place. Remind the participants to follow the steps in order to keep pace of the game. b) The game facilitator should write the current week on the blackboard as the steps for that week are called out. c) In about th e eighth or ninth week the retailer will run out of inventory and have a backlog for the first time. People do not understand the meaning of backlogs, or the cumulative nature of the backlog. It is necessary to stop the game at this point, ask everyone to pay attention, and explain how backlog accounting works. Explain that: The backlog represents orders you’ve received, but have not yet filled, and which you must fill in the future, and d) The backlog is cumulative. â€Å"Next week you have to fulfill the incoming orders that you receive, plus whatever is in your backlog, if possible. If it not possible to fulfill the incoming orders, then the amount left over is added to the existing backlog and must be filled in later weeks. † (see Table 2). ) Emphasize at this point that backlog costs twice as much as inventory. You may need to do this one or two more times, and should be careful to check and be sure that they do in fact fill their backlog. It is helpful to write the following equation on the blackboard to help with backlog accounting (see below). Orders to fill = New orders + Backlog this week + last week + †¦ f) The game can be played in as little as one and a half hours if the facilitator maintains a very brisk pace. The debriefing usually requires at least 40 minutes and can be expanded substantially. g) Consider having 2 persons to play each role. One person is responsible for taking the decision and advancing the chips and order slips and the other person to maintain the figures and filling up Tables 1 and 2. The pair may switch their roles mid-way during the game. 7. End of game a) Halt the game after about 36 weeks (but play the game, up to that point as if it is going on to 50 weeks, to avoid unusual end-of-game moves). b) Ask each position on each team to calculate their total cost: c) Cost = Total inventory x $0. 50 + Total Backlog x $1 and to mark the total cost on the Record Sheet for the position d) Pass out Orders graph sheets – one to each position. Ask each position to graph their own orders, week by week. Clarify to Factory that they will graph their Production Requests. e) Pass out Effective Inventory graph sheets – one to each position. Ask each position to graph the inventory week by week, showing any backlog as negative inventory. f) Team name and position must be indicated on all sheets. Once the graph is complete, have the players connect the dots with a bold magic marker (colour coded – Retailer = black, Wholesaler = blue, Distributor = green and Factory = red – to the board) for ease of viewing by the group. ) Pass out the Customer Order graph sheets to everyone except Retailers. Ask each person to sketch what he or she thinks the customer order rate looked like over time. Ask each to indicate a simple scale or maximum value. ? Ask retailers not to discuss anything about customer orders until after the debrief of the game. h) Collect all the sheets, and send players off for a break. i) During break : ? Calculate team costs to determine the winner and compute the average team cost. ? Tape sheets together (as shown below) and hang up team graphs. Effective Inventory Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | | Orders/Production Requests Team 1Team 2Team 3 |Retailer | |Retailer | |Retailer | | |Wholesaler | |Wholesaler | |Wholesaler | | |Distributor | |Distributor | |Distributor | | |Factory | |Factory | |Factory | | STEPS OF THE GAME (Adapted) |Step # |General instructions |Specific Instruction to players playing the roles| | | |of Factory/ Retailer | | |Receive inventory (move chips from shipping delay 2 into current |Factory advance from production delay 1 to | | |inventory) and advance the shipping (from shipping delay 1 to |production delay 2. | |shipping delay 2). | | | |Use both hands to slide the chips over from respective boxes. | | | |Caution players not to move all chips into one box]. | | | |Look at incoming orders (check the order slip placed in your |Retailer draws consumer card. Follow | | |inbox) |instructions as in adjacent set. ] | | |Fulfill orders from your stock (your current inventory only). | | | |Move chips out into shipping delay 1 of the player downstream. | | | |All incoming orders must be filled. Facilitator to re-mention | | | |this step when the team has entered week 6/8) If your inventory | | | |is insufficient to fill incoming orders plus backlog, fill as | | | |m any orders as you can and add the remaining orders to your | | | |backlog (use Table 2 to work out your cumulative backlog). | | |Record your balance inventory and/or cumulative backlog (in the | | | |latter case your balance inventory would have been reduced to | | | |zero) on Table 1. | | | |Advance the rder slips that you placed in the previous week from|Factory introduces production requests from | | |your outbox into the inbox of the player upstream. |previous week into production delay 1. | | |Take decision on the orders you wish to place for the upcoming | | | |week. Place your order slips in your outbox. | | | |Record your orders on Table 1. | FOLLOW-UP TASKS AND OUTLINE FOR POST-GAME DISCUSSION (Adapted) |Step # |Tasks and outline |Group Task | | |Remind participants of the objective |Emphasize that although they played the game to minimize cost, that’s | | |of the game. |not the real purpose of the game. | | | | | | |The game is designed to: | | | |give players an e xperience of playing a role in a system | | | |show them how â€Å"structure produces behavior† | | |Request players tabulate total current|None. | |inventory, cumulative inventory on | | | |Table 1. | | | |Accounting: |None. | | |Record penalty of $0. 50 per item in | | | |inventory (at each stage). | | | |Record penalty of $1. 0 per item | | | |ordered but not filled. | | | |Plot inventory versus time (Chart 1) |Place charts at front of classroom for everyone to see (see typical | | |and unfilled orders (on Chart 1 also) |chart below). | | |versus time for your stage and for | | | |your company overall. | | | | | | |Plot order versus time (Chart 2) for |Place charts at front of classroom for everyone to see (see typical | | |your stage and for your company |chart below). | | |overall. | | | | | | | | | | | | | | | | | | | | | | |Ask participants: |Each of the players had the best possible intentions: to serve his | | |What’s going through the minds of the |customer s well, to keep the product moving smoothly through the system, | | |players? |and to avoid penalties. Each participant made well-motivated, clearly | | |What problems arose during the game |defensible judgments based on reasonable guesses about what might | | |playing? |happen. Still there was a crisis- built into the structure of the | | | |system. | | | | | | | |Most people try to explain reality by showing how one set of events | | | |cause another or, if they’ve studied a problem in more depth, by showing| | | |how a particular set of events are part of a longer term historical | | | |process. | | | | | | |Have the participants illustrate this for themselves by looking at their| | | |own â€Å"explanations† for events during the game. | | | | | | | |Take a particular incident in the game, for example a large surge in | | | |production requests at the factory, and ask the person responsible why | | | |they did that. | | | | | | |Their answer will invariably relate their decision to some prior | | | |decision of the person they supply or who supplies them. Then turn to | | | |that person and ask them why they did that. Continue this until people | | | |see that one can continue to relate one event to earlier events | | | |indefinitely. | | | | | | |Wholesaler/Distributor may say: â€Å"I am ordering four/fives times my usual| | | |order. Maybe the retailer is ordering so much because they can’t get | | | |any of the beer from me. Either way I have to keep up. I am dismayed | | | |the brewery had just stepped up production. How could they be slow? | | | |What if I can’t get any of the beer and they go to one my competitors? | | |The backlog costs due. I am afraid to tell the accountant what to | | | |expect. † | | | | | | | |Retailer may say: â€Å"I ordered more just to be safe and to keep up with | | | |the sales. I don’t want to get a reputation for being out of stock of | | | |popular beers. By the time I call my backlogged customers, I am sold | | | |out before I can sell a single new case. What is that wholesaler doing | | | |to me? Doesn’t he know what a ravenous market we have down here? I | | | |think of all the lost potato chip sales† | | | | | | | |Brewery may say: â€Å"Even after Week 14 I had not caught up with the | | | |backlogs. At Week 16 I have finally caught up but the distributors had | | | |not asked for any more beer at all? Why did the order mushroom and then| | | |die? † | | | | | | | |â€Å"The orders have finally arrived but what’s wrong with the retailers? | | | |Why have they stopped ordering? † | | | | | |Briefly describe what strategy you |After a few minutes (about 10) of discussion, look at the graphs of the | | |developed during the game for making |results. Ask them, â€Å"What commonalities do you see in the graphs for the| | |ordering decisions. |different teams? † | | | | | | | |Participants should see common pattern of overshoot and oscillation. | | | |This should be most evident in the effective inventory graph. | | | | | | |Get them to really see for themselves that different people in the same | | | |structure produce qualitatively similar results. Even though they acted | | | |very differently as individuals in ordering inventory result (there was | | | |f ree will), still the overall patterns (qualitative pattern) of behavior| | | |are similar. | | | | | | |This is a very important point–take as long as necessary to have them | | | |see it for themselves. | | | | | | | |Obviously at the factory, the Marketing Director will be blamed for any | | | |layoffs or plant closings that come out of this crisis – just as the | | | |wholesaler blamed the retailer and the retailer blamed the wholesaler | | | |and oth wanted to blame the factory. | | | | | | | |You might reflect at this point on what happens in the real world when | | | |such performance target oscillations are generated. The typical | | | |organizational response is to find the â€Å"person responsible† (the guy | | | |placing the orders or the inventory manager) and blame him. | | | | | | |The game clearly demonstrates how inappropriate this response | | | |is–different people following different decision rules for ordering a | | | |generated oscilla tion. | | |Plot what you think was the customer |After having had them all see the extent to which different people | | |order over time (Chart 3) during the |produce similar results in a common structure, you then need to move on | | |game. |to what is usually the most powerful point made by the game: that | | | |internal structure not external events cause system behavior. | | | | | | |The way to make this point is to ask the following question: | | | | | | | |†All of you who were not retailers, or who otherwise have not found out | | | |what the pattern of customer orders was, what do you think the customers| | | |were doing? † | | | | | | | |Most people usually believe that customer demand was fluctuating because| | | |they believe that the system fluctuations must have been externally | | | |driven. Most draw a curve which rises and falls, just as their orders | | | |rose and fell. | | | | | | |Get each of them (other than retailers) to see that they assumed | | | | fluctuating customer orders. | | |Retailer in your team to plot actual |Draw in each order rate graph the actual customer ordering pattern. The| | |customer order on the same chart. |small step from 4 to 8 orders should make a strong visual impression in | | | |contrast to the order rate fluctuations which often have amplitude of | | | |20- to 40-orders per week. Moreover, the sustained oscillations | | | |generated by the system contrast sharply to the absolutely flat customer| | | |order rate after the step at week 5. | | | | | | | |The Retailer may respond with: â€Å"The demand never mushroomed. And it | | | |never died out. We still sell eight cases of beer – week after week. | | | |But you didn’t send us the beer we wanted. So we had to keep ordering, | | | |just to make sure we had enough to keep up with our customers†. | | | | | | | | | | | | | | |This simple exercise of getting them to see how, contrary to their | | | |expectations, the internal system structure is completely capable of | | | |generating fluctuating behavior is the most profound lesson they can | | |Are the oscillations due to external |learn from the game. | | |or internal reasons? | | | |It is important that they see this for themselves, as a demonstration or| | | |an experimental result, which they did, not as an idea of which you’re | | | |trying to convince them. In fact, the game is an experiment in very true| | | |sense. The result of oscillating behavior was not predetermined. | | | | | | | |The assumption that the system’s problems are caused by the customer | | | |stems from our deeply felt need to find someone or something to blame | | | |where there are problems. | | | | | | |Initially after the game is over, many believe that the culprits are the| | | |players in the other positions. This belief is shattered by seeing that| | | |the same problems arise in all plays of the game, regardless of who is | | | |manning the different positio ns. Many then direct their search for a | | | |scapegoat toward the consumer. | | | | | | |But when their guesses are compared with the flat customer orders, this | | | |theory is shot down too. This has a devastating effect on some players. | | |In the last 20 years, the beer game |If literally thousands of players all generate the same qualitative | | |has been pl ayed thousands of times in |behaviour pattern the causes of the behaviour must lie beyond the | | |classes and management training |individuals. The causes of the behaviour must lie in the structure of | | |seminars. It has been played on five |the game itself. | |continents, among people of all ages, | | | |nationalities, cultural origins and |When placed in the same system, people however different, tend to | | |vastly varied business backgrounds. |produce similar results. | | |Some had never heard of a production/ | | | |distribution system before; others had|In system dynamics we take an alternative viewpoint—that the internal | | |spent a good portion of their lives |structure of a system is more important than external events in | | |working in such businesses. |generating qualitative patterns of behavior. | | | |A system causes its own behaviour. In the game. The structure that | | |Yet every time the game is played the |caused wild swings involved the multi-stage supply chain and the delays | | |same crises ensue. First there is |intervening between different stages (refer Tools on ST), the limited | | |growing demand that can’t be met. |information available (refer Tools on TL) at each stage in the system, | | |Orders build throughout the system. |and the goals, costs, perceptions and fears (refer Tools on MM) that | | |Inventories are depleted. Backlogs |influenced individuals’ orders for beer. | | |grow. Then the beers arrive enmasse | | | |while incoming orders decline. |These an be illustrated by this diagram: | | | | | | |By the end of the experiment, almost | | | |all players are sitting with large |Events | | |inventories they cannot unload –e. g. |(e. g. inventory backlogs and surges) | | |it is not unusual to find brewery and | | | |distribution inventory levels in the | | | |hundreds over hanging orders f rom | | | |wholesalers for 8-12 cases per week. Patterns | | | |(Panic behaviours / oscillations) | | | | | | | | | | | | | | | |Structure | | | |(only form of communication is through order slips, the use performance | | | |measures by inventory and order sizes and the effect of delays – from | | | |upstream) | | | | | | | |But also remember the nature of structure in a human system is subtle | | | |because we are a part of it and this means we often have the power to | | | |alter structures, which we are operating. | | | | | | | |How can such controlling structures be recognised? | | | | | | | |Characteristic pattern of order buildup and decline at each position, | | | |amplified in intensity as you move upstream from retailers to breweries. | | | | | | |Each position goes through an inventory-backlog cycle: first there is | | | |insufficient inventory and then there is too much. | | | | | | | |Assumptions of an external cause (e. g. the other players or the | | |Think of examples in your |customer) are characteristics of non-systemic thinking. | |organisations where you can apply | | | |these principles. When we feel: |How would such knowledge help us to be more successful in a complex | | |Too much work? |system – redefining your scope of influence? | | |Not enough information? | | | |Too many changes? |Each player adopts the simplest ordering policy possible – simply place | | |Not able to manage changes? |new orders equal to orders he received. When this strategy is followed | | |Someone is unfair to you? unswervingly by all the players, all positions settle into stability by | | |Customers are demanding? |Week 11. The strategy may generate persistent backlogs (may not be | | | |practical in real life as it invites competitors to enter the market) | | | |but it eliminates the buildup and collapse in ordering and the | | | |associated wild-swings in inventories. In 75% of teams that play the | | | |game, the â€Å"no strategy† position have a lower total cost. | | |Most players see their job as â€Å"managing their position† in isolation | | | |from the rest of the system. What is required is to see how their | | | |position interacts with the larger system – your influence is broader | | | |than simply of your own position. | | | |You pay close attention to own inventory, costs, backlog, orders, etc. | | | |(events). You respond to new orders by shipping out beer. What this | | | |view misses, is the ways that your order influences your supplier’s | | | |behaviour. Which in turn might influence yet another supplier’s | | | |behaviour. For example, if they place a large number of orders, they | | | |can wipe out their supplier’s inventory, thereby causing their | | | |supplier’s delivery delay to increase. If they then respond by placing | | | |still more orders, they create a â€Å"vicious cycle† that increases problems| | | |throughout the system (see below). Players that share the systems | | | |viewpoint tends to win – in order for you to succeed others must succeed| | | |as well. | | | | | | | |Causal Diagram of effect of systemic structure downstream delays | | | |upstream | | | | | | | | | | |(see overleaf) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |What do you believe to be the causes |This is a good point to introduce learning disabilities and our ways of | | |of these problems? thinking in an organization: | | | | | | | |Fixation on events – Each player focuses on events giving very little | | | |power to alter the course of events at a structural or strategic levels. | | | |I am my position – because they â€Å"became their positions† , people do not | | | |see how their own actions affect the other positions. | | |The enemy is out there – The game reveals the problems originate in | | | |basic ways of our thinking and interacting, more than in peculiarities | | | |of organisations and policy. Often when problems arise, people quickly | | | |blame each other – â€Å"the enemy† becomes the players at the other | | | |positions, or even the organization structure and polices and/or | | | |customers. | | |The illusion of taking charge – when they get â€Å"proactive† and place more| | | |orders, they make matters worse. | | | |The parable of the boiled frog – because their overordering builds up | | | |gradually, they don’t realise the direness of their situation until its | | | |too late. | | | |Delusion of learning from experience – by and large they don’t learn | | | |from their experiences because the most important consequences of their | | |actions occur elsewhere in the system, eventually coming back to create | | | |the very problems they blame on others. | | | |The Myth of the Management Team – the teams running the different | | | |positions become consumed with blaming the other players for their | | | |problems, precluding any opportunity to learn from each others’ | | | |experience. | | |What could we do to potentially change|Analysis using Levels of Perspective tool: | | |the behaviour observed in the game? Espoused Vision: Everybody working as a team | | | |Vision-in-Use: I am my position | | |Check-up the Vision-Deployment Matrix. |Systemic Structure-in-use: No communications, minimising losses for | | | |one’s position and overanticipating the orders | | | |Patterns-in-use: Are not able to meet orders in time and having to deal | | | |with delayed productions and over-doers in the long-run. | | | |Events: Is constantly reacting leading to frustrations and burnouts in | | | |the long-run. | | | Desired Systemic Structure: First, wait patiently for the beer that you | | | |have ordered but because of the delay, it has not yet arrived. Second, | | | |don’t panic. It takes discipline to contain the overwhelming urge to | | | |order more when backlogs are building and your customers are screaming. | | | |Without the discipline, you and everyone will suffer. Third, assume a | | | |†No strategy† approach can actually work. | | |Shift in prevailing assumption of what is required of us for creating | | | |fundamentally different organisations; from: | | | |Firstly, a perspective of â€Å"the system we are trying to change is out | | | |there and we (as change agents) are trying to fix it† to â€Å"we and the | | | |system are inextricably linked together†. | | | |Secondly, a perspective of serving the team rather than the â€Å"individual†| | | |is who counts here; watch out for Number One! | SUPPLIES CHECKLIST PER TEAM: |3 TEAMS |4 TEAMS |5 TEAMS |6 TEAMS | |Game Board |3 |4 |5 |6 | |Single Chips |600 |840 |960 |1200 | |Ten Chips |90 |120 |150 |150 | |Customer Deck (1) |3 |4 |5 |6 | |Order Slips (200) |600 |800 |1000 |1200 | |Graphs (4) |12 |16 |20 |25 | |Record Sheets (4) |12 |16 |20 |25 | |Pencils (4) |12 |16 |20 |25 | |Calculators (4) |12 |16 |20 |24 | |PER SESSION: |Masking Tape | |Four-color markers per team | |Magic Markers | |Debriefing Book | |Flip Charts | |Either white board to hold charts for each organization or space on a blank wall | |Previous game graphs | |Table set ups | [B]- Items are not available with the game set. Please provide required sets. [I]- Items are not available with the game set. Please make required number of copies. MOCK GAME BOARD [pic] Table 1: Cost of Inventory and Backlog Team Name: _______________________ Circle your position:WholesalerRetailerDistributorFactory Wk | | |INV 1 = | |This week’s order from customer: _____ |This week’s order from customer: _____ | |l ast week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | |This week’s order from customer: _____ |This week’s order from customer: _____ | |last week’s backlog: + _____ |last week’s backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week’s shipments: – _____ |this week’s shipments: – _____ | |this week’s backlog: = _____ |this week’s backlog: = _____ | Graph 1: My Inventory (including Backlog) Team Name: _______________________ [pic] Graph 2: My Orders Team Name: _______________________ [pic] Graph 3: My perception of orders by customer Team Name: _______________________ [pic] The Beer Distribution Game An Annotated Bibliography Covering its History and Use in Education and Research Prepared by John D. Sterman Sloan School of Management Massachusetts Institute of Technology Cambridge, MA 02139 (617 ) 253-1951 (voice); (617) 253-6466 (fax); jsterman@mit. edu (email) April 1992; revised July 1992 The Beer Distribution Game dates to the earliest days of system dynamics. The game has been used for three decades as an introduction to systems thinking, dynamics, cumputer simulation, and management. It has been played by thousands of people, all over the world, from high-school students to CEOs of major corporations. The references below provide useful information for those who want to follow up the experience of the game. These works describe the history of the game, the equations for simulating the game on a computer, the success of organizational change efforts based on the original model embodied in the game, the psychological processes people use when playing, and even how these processes can produce chaos. * ? Forrester, J. W. (1958) Industrial Dynamics: A Major Breakthrough for Decision Makers. Harvard Business Review, 36(4), July/August, 37-66. The first asrticle in the field of system dynamics. Presents the production-distribution system as an example of dymanic analysis of a business problem. Reprinted in Roberts (1978). ? Forrester, J. W. (1961) Industrial Dynamics. Cambridge, MA: MIT Press. Contains a description of an early version of the Beer Distribution Game ? MacNeil-Lehrer Report, (1989) Risky Business – Business Cycles, Video, Public Broadcasting System, aired 23 October 1989. Videotape showing students in John Sterman’s Systems Dymanics course at MIT playing and discussing the Beer Game. Relates the game to boom and bust cycles in the real world. Excellent in debriefing the game, and helpful to those seeking to learn how to run the game. Copies available from System Dynamics Group, E60-383, MIT, Cambridge MA 02139. ? Mosekilde, E. , E. R. Larsen J. D. Sterman (1991). Coping with complexity: Deterministic Choas in human decision making bahavior. In J. L. Casti A. Karlqvist (Eds. ), Beyond Belief: Randomness, Prediction, and Explanation in Science, 199-229. Boston:CRC Press Shows how simple and reasonable decision rules for playing the Beer Game may produce strange nonlinear phenomena, including deterministic chaos. ? Radzicki, M. (1991). Computer-based beer game boards. Worcester Polytechnic Institute, Dept. f Soc Sci and Policy Studies, Worcester, Ma 01609-2280 Beer game boards in PICT format for Macintosh computers available on disk for $5. 00; all proceeds go to the System Dynamics Society. ? Thomsen, J. S. , E. Mosekilde, J. D. Sterman (1992). Hyperchaotic Phenomena in Dynamic Decision Making. Systems Analysis and Model ling Simulation, forthcoming. Extends earlier papers by Moskilde, Sterman, et al. to examine hyperchaotic modes in which the behavior of the beer distribution system may switch chaotically among several different chaotic attractors (for afficionados, â€Å"hyperchaos† exists when a dynamical system contains multiple positive Lyapunov exponents). ? Roberts, E. B. , ed. (1978) Managerial Applications of System Dynamics. Cambridge, MA: Productivity Press. Excellent anthology of early-applied system dynamics work in organizations, including analysis of efforts to implement the results of the model which led to the Beer Game. ? Senge, P. (1990) The Fifth Discipline. New York: Doubleday. Excellent non-technical discussion of the Beer Game, and systems thinking principles generally. ? Sterman, J. D. (1984). Instructions for Running the Beer Distribution Game. D-3679, System Dynamics Group, MIT, E60-383, Cambridge, MA 02139. Explains how to run and debrief the Beer Game, including layout of boards, set up, play, and discussion. Incorporates debriefing notes by Peter Senge. Some people have found this document, in conjunction with the MacNeil/Lehrer video and plenty of practice, is sufficient to enable them to lead the game successfully. ? Sterman, J. D. (1988). Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiemnt. Management Science, 35(3), 321-339. Detailed analysis of Beer Game results. Examines why people do so poorly in the Beer Game. Proposes and tests a model of the decision making processes people use when playing the game and shows why they do so badly. Additional information on systems dynamics, including publications, simulation games, management flight simulators, journals, etc. is available from John Sterman at the address above. *If you know of additional publications which discuss aspects of the game not ncluded in this bibliography please send a copy to John Sterman at the address above so they can be incorporated in future releases of this bibliography. ————— ——– [1] Order fulfilled Cost Storage] Total Inventory Balance(w=t) = Inventory Balance(w=t-1) + New Inventory Received(w=t) [2] Balance Inventory After fulfilling Order(w=t) = Total Inventory Balance (w=t) – Order Fulfilled (w=t) [3] Cumm Backlog (w=t) = New Backlog (w=t) + Unfulfilled Cumm Backlog(w=t-1) ———————– Reta How to cite Beer Game, Essay examples