No Hyphen in Ramshackled

No Hyphen in Ramshackled No Hyphen in â€Å"Ramshackled† No Hyphen in â€Å"Ramshackled† By Maeve Maddox When I saw â€Å"ram-shackled† used to describe a boat. the image of a boat chained to a ram sprang immediately to mind. Both ramshackle and ramshackled are used to describe a building or other fairly large object in a state of extreme disrepair. The word started out as ransackled and is related to such words as ransom and sack (as in â€Å"to pillage.†) I’ve also seen ramshackle/ramshackled written as two words: Ram-shackled economies headline at the New Statesman Factories in China range from some of the most modern in the world to small ram shackled facilities. story at the Huffington Post Both ramshackle and ramshackled should be written as one word. Unless, of course, you are making a pun, as the writer of this Washington Post headline was doing: Ram-Shackled The Redskins Defense Is Shredded For 579 Yards in an Overtime Loss The opposing team was the St. Louis Rams. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Spelling category, check our popular posts, or choose a related post below:Creative Writing 101Do you "orient" yourself, or "orientate" yourself?Parataxis and Hypotaxis

Global Capitalism -- Critiques from Sociologists

Global Capitalism Critiques from Sociologists Global capitalism, the current epoch in the centuries-long history of the capitalist economy, is heralded by many as a free and open economic system that brings people from around the world together to foster innovations in production, for facilitating exchange of culture and knowledge, for bringing jobs to struggling economies worldwide, and for providing consumers with an ample supply of affordable goods. But while many may enjoy benefits of global capitalism, others around the world in fact, most do not. The research and theories of sociologists and intellectuals who focus on globalization, including William I. Robinson, Saskia Sassen, Mike Davis, and Vandana Shiva shed light on the ways this system harms many. Global Capitalism is Anti-Democratic Global capitalism is, to quote Robinson, â€Å"profoundly anti-democratic.† A tiny group of global elite decide the rules of the game  and control the vast majority of the world’s resources. In 2011, Swiss researchers found that just 147 of the world’s corporations and investment groups controlled 40 percent of corporate wealth, and just over 700 control nearly all of it (80 percent). This puts the vast majority of the world’s resources under the control of a tiny fraction of the world’s population. Because political power follows economic power, democracy in the context of global capitalism can be nothing but a dream. Using Global Capitalism as a Development Tool Does More Harm than Good Approaches to development that sync with the ideals and goals of global capitalism do far more harm than good. Many countries that were impoverished by colonization and imperialism are now impoverished by IMF and World Bank development schemes that force  them to adopt free trade policies in order to receive development loans. Rather than bolstering local and national economies, these policies pour money into the coffers of global corporations that operate in these nations under free trade agreements. And, by focusing development on urban sectors, hundreds of millions of people around the world have been pulled out of rural communities by the promise of jobs, only to find themselves un- or under-employed  and living in densely crowded and dangerous slums. In 2011, the United Nations Habitat Report estimated that 889 million people- or more than 10 percent of the world’ population- would live in slums by 2020. The Ideology of Global Capitalism Undermines the Public Good The neoliberal ideology that supports and justifies global capitalism undermines public welfare. Freed from regulations and most  tax obligations, corporations made wealthy in the era of global capitalism have effectively stolen social welfare, support systems, and public services and industries from people all over the world. The neoliberal ideology that goes hand in hand with this economic system places the burden of survival solely on an individual’s ability to earn money and consume. The concept of the common good is a thing of the past. The Privatization of Everything Only Helps the Wealthy Global capitalism has marched steadily across the planet, gobbling up all land and resources in its path. Thanks to the neoliberal ideology of privatization, and the global capitalist imperative for growth, it is increasingly difficult for people all over the world to access the resources necessary for a just and sustainable livelihood, like communal space, water, seed, and workable agricultural land. The Mass Consumerism Required by Global Capitalism is Unsustainable Global capitalism spreads consumerism as a way of life, which is fundamentally unsustainable. Because consumer goods mark progress and success under global capitalism, and because neoliberal ideology encourages us to survive and thrive as individuals rather than as communities, consumerism is our contemporary way of life. The  desire for consumer goods and the ​cosmopolitan way of life they signal is one of the key pull factors that draws hundreds of millions of rural peasants to urban centers in search of work. Already, the planet and its resources have been pushed beyond limits due to the treadmill of consumerism in Northern and Western nations. As consumerism spreads to more newly developed nations via global capitalism, the depletion of the earth’s resources, waste, environmental pollution, and the warming of the planet are increasing to catastrophic ends. Human and Environmental Abuses Characterize Global Supply Chains The globalized supply chains that bring all of this stuff to us are largely unregulated  and systemically rife with human and environmental abuses. Because global corporations act as large buyers rather than producers of goods, they do not directly hire most of the people who make their products. This arrangement frees them from any liability for the inhumane and dangerous work conditions where goods are made, and from responsibility for environmental pollution, disasters, and public health crises. While capital has been globalized, the  regulation of production  has  not. Much of what stands for regulation today is a sham, with private industries auditing and certifying themselves. Global Capitalism Fosters Precarious and Low-Wage Work The flexible nature of labor under  global capitalism  has put the vast majority of working people in very precarious positions. Part-time work, contract work, and insecure work are the norm, none of which bestow benefits or long-term job security upon people. This problem crosses all industries, from manufacturing of garments and consumer electronics, and even for  professors at U.S. colleges and universities, most of whom are hired on a short-term basis for low pay. Further, the globalization of the labor supply has created a race to the bottom in wages, as corporations search for the cheapest labor from country to country and workers are forced to accept unjustly low wages, or risk having no work at all. These conditions lead to poverty, food insecurity, unstable housing and homelessness, and troubling mental and physical health outcomes. Global Capitalism Fosters Extreme Wealth Inequality The hyper-accumulation of wealth experienced by corporations and a selection of elite individuals has caused a sharp rise in wealth inequality within nations and on the global scale. Poverty amidst plenty is now the norm. According to a  report released by Oxfam  in January 2014, half of the world’s wealth is owned by  just one percent  of the world’s population. At 110 trillion dollars, this wealth is 65 times as much as that owned by the bottom half of the world’s population. The fact that 7 out of 10 people now live in countries where economic inequality has increased over the last 30 years is proof that the system of global capitalism works for the few at the expense of the many. Even in the U.S., where politicians would have us believe that we have â€Å"recovered† from the economic recession, the wealthiest one percent captured 95 percent of economic growth during the recovery, while  90 percent of us are now poorer. Global Capitalism Fosters Social Conflict Global capitalism  fosters social conflict, which will only persist and grow as the system expands. Because capitalism enriches the few at the expense of the many, it generates conflict over access to resources like food, water, land, jobs and others resources. It also generates political conflict over the conditions and relations of production that define the system, like worker strikes and protests, popular protests and upheavals, and protests against environmental destruction. Conflict generated by global capitalism can be sporadic, short-term, or prolonged, but regardless of duration, it is often dangerous and costly to human life. A recent and ongoing example of this surrounds the  mining of coltan in Africa for smartphones and tablets  and many other minerals used in consumer electronics. Global Capitalism Does the Most Harm to the Most Vulnerable Global capitalism hurts people of color, ethnic minorities, women, and children the most. The history of  racism  and gender discrimination within Western nations, coupled with the increasing concentration of wealth in the hands of the few, effectively  bars women  and  people of color from accessing  the wealth generated by global capitalism. Around the world, ethnic, racial, and gender hierarchies influence or prohibit access to stable employment. Where capitalist based development occurs in former colonies, it often targets those regions because the labor of those who live there is â€Å"cheap† by virtue of a long history of racism, subordination of women, and political domination. These forces have led to what scholars term the â€Å"feminization of poverty,† which has disastrous outcomes for the world’s children, half of whom live in poverty.

Strategic Sourcing Assignment Example | Topics and Well Written Essays - 1000 words

Strategic Sourcing - Assignment Example For instance, fluctuation of prices and global crisis are factors that create a lot of problems to running of companies via sourcing. Owing to this fact, employee and customer satisfaction are as well evident. From the article Boeing Faster, faster, faster in The Economist magazine, it is evident that most supplying companies show tendencies of consistently failing their customers. This result to demand for production services overwhelming many sourcing companies hence customers cancellation of business deals. This theme of in-sourcing is also evident in the article below: As much as outsourcing helps in saving on costs, it is associated with a lot of challenges which attributes the sourcing companies being unreliable. According to Wagner, & Boutellier (2002), small firms in the US lose the chance for supplier savings beyond $134 billion as a result of insufficient sourcing capabilities. It is thus evident that strategic sourcing is based on two factors which include operational and structural risks. On the operational risks, there are beneficial factors like price upgrading, cycle time reduction, upgraded inventory returns, transaction decrease, elevated services heights, inventory decrease and upgraded quality programs. On the structural risks, there are factors that include advanced profits, viable positioning, advanced reactions period to market state, employment of seller capability, outsourcing probability and authentic partnering with sellers. In order to ensure that companies receive great services, it is comparatively better to in source prod ucts and services. This will guarantee swift production and customer satisfaction at all times. This alternative however, limits the companies from obtaining diversified services and at times may be expensive to manage. There are some products/services that cannot be readily available within the company. Therefore, this implies that, companies may still find the

Negotiable Instruments in Business Law Article Example | Topics and Well Written Essays - 750 words

Negotiable Instruments in Business Law - Article Example Sections 134 to 137 of CHAPTER XVI of the Act relate to International Law. Section 134 regulates the jurisdiction of a foreign instrument;. The liability of the drawer of the instrument will be governed by the law of the place. Likewise, the liability of the holder or acceptor will be regulated by the law of the land of the receiver. Section 135 deals with the place of honoring the instrument. If the place of payment differs, then the matter of honoring it will be decided upon by the law of the place of payment. As per S. 136, if a negotiable instrument is drawn outside India (but) according to Indian Law, that instrument will be valid in India, even though the same is invalid in the place of drawing and accepting it. The last Section promulgates that any foreign country is considered as India in the matter of transacting the negotiable instrument, if not proven otherwise. The legal issue raised in this article is about the provisions contained in Indian Negotiable Instrument Act 1881. Here the modus operandi of the fulfillment of the transaction and its subjectivity and objectivity together with its bindings are discussed in detail. Additionally, the liability and stipulations about the governing jurisdiction on the negotiable instrument transacted are explained. One... Discuss realistic solutions supported by sound legal and business principles.) One can find many defenses to shun responsibility on negotiable instruments and elements connected with forgery, fraud and alterations in relation to negotiable instruments. For instance a drawer of a check can escape its payment by stopping its payment. But such stopping of payments through checks can be done by the drawer in case the check is declared missing or lost. But this loop hole in the law of negotiable instruments Act has been used by many a drawer so that they can escape their debt or liability. Even the amendmentof 1988 to Section 138 of the Negotiable Instruments Act remained silent about stopped payment. Section 138 of the negotiable instruments act of 1881 deals with statutory offence in the matter of dishonour of cheques on the argument of deficiency of funds in the account preserved by a person with the banker. Section 138 of the Act can not be termed as falling in criminal act but they are prohibited under the penalty in public interest. Generally in criminal law presence of guilty intent is an important ingredient of a crime. But the Legislature has the right to create an offence of unlimited liability or stern liability where 'mens rea' is not at all required. The Kerala High Court in K. S. Anto v. Union of India held that: "Knowledge or reasonable belief, that pre requisite could be statutorily dispensed with in appropriate cases by creating strict liability offences in the interest of the Nation." In addition the creation of the strict liability is an efficient measure by promoting greater alertness to avert usual heartless or otherwise stance of drawers of cheques in release of debts or otherwise. The terms as

All Romances end in Marriage Essay Example for Free

All Romances end in Marriage Essay By this time Bathsheba was in love with Troy or believed she was. Troy also thought he was in love yet it was only infatuation. Bathsheba loved Troy in the way that only self-reliant women love when they abandon their self-reliance This shows that Bathsheba has given up her independence that she relied on in the past for the love of Troy. Hardy changes the character of Bathsheba slightly by falling in love with Troy as she now has given up one of her qualities that she relied on, her independence. Hardys readers can see that Bathsheba has changed for love as she is has wrongly fallen in love with Troy. Hardys readers know this is wrong and in time things will change, as this is not the cause of true love. Bathsheba and Troy eventually get married and that is when the romance begins to end. The two become less infatuated with each other and start to become bitter. When Troy, Bathsheba and her workforce are celebrating there marriage Troy gets rid of all the women and gets drunk with all the men. Meanwhile Gabriel is outside all night in the storm trying to save the harvest. Bathsheba is greatly thankful for what he has done Thank you for your devotion a thousand times Gabriel! Hardy shows yet again that Gabriel is the right man for Bathsheba through his loyalty, devotion and general good and decent nature. The reader knows that Bathsheba is with the wrong man and hopefully it is only a matter of time before her and Gabriel get together. When it is discovered that Fanny is dead, Gabriel is the first to look at the coffin and notices that it says Fanny Robbin and child Gabriel rubs out and child as he knows the child is Troys and he does not want her to get hurt as he cares for her. Liddy then informs Bathsheba that there is a rumour going about Weatherbury I mean that a wicked story is got to Weatherbury within this last hour-that-that theres two ofem in there Bathshebas curiosity overwhelms her and she decides to open the coffin. Hardy then uses poetry to tell the reader that there is a baby there A curious frame of natures work, A flow ret crushed in the bud, A nameless piece of babyhood, When Troy comes in and discovers that Fanny is dead he kisses her and the baby. Bathsheba begs Troy to kiss her which shows her insecurity as she gave up her independence for him and now she wants to rely on but she knows that he still loves her. After he says you are nothing to me she runs out. Hardy has finally shown the true character of Troy. He is an incredibly nasty person to say this to his wife and now the reader knows it. The way he has treated Bathsheba all this time is unforgivable. Although Hardy has portrayed him as this malicious character he has proved that he did love Fanny and did not just use her for sexual pleasure. Troy eventually decides to get away from everything and fakes his own death. This is where Boldwood comes in to play again. He is still obsessively in love with Bathsheba and in doing so his farm is doing very badly. He makes a proposal to Bathsheba of marrying him in six years after Troy is officially declared dead. Well then, do you know that without further proof of any kind you may marry again in about six years from the present- subject to nobodys objection or blame? Boldwood forces this offer upon Bathsheba and in the end she has to say that she will give him an answer at he Christmas party. Bathsheba. Although she believes her husband to be dead she does not have along time in which she would cease to do things due to bereavement, she carries on and is cool and level headed. This shows yet again how she is in comparison with other women in the 19th century. Normally she would be expected to bereave, it would be her role but not Bathsheba she is different and more modern than other women. During the Christmas party Boldwood asked Bathsheba for her answer and she reluctantly said yes Very well. Ill marry you in six years from this day if we both live, Boldwood was delighted and he then gave her a ring, which she was forced, to where for that night. Soon after they got back to the party Hardy brought a great thrill to the novel as Troy showed up to the party, cloaked. When Troy tried to grab Bathsheba, Boldwood shot him dead. With Troy dead and Boldwood in prison the reader now knows that Hardy has left a big opening for Bathshebas heart. The only man left and the most decent man is Gabriel Oak. Finally Hardy gives the readers what they have wanted through out the whole novel. Gabriel asks Bathsheba to marry her and she accepts, they are soon married and the novel ends happily. Throughout this novel Hardy has shown three different types of love, obsessive, infatuation and true love. Hardy is trying to say that there are many types of love, some are not real but there is one type that is real and that is true love. True love being the type of love where you love the person for who they are not just what they look like. Hardy also shows that Bathsheba resembles a 20th century woman more than a 19th century woman. She is modern and she is very independent. Her independence is one of her main qualities along with her vanity, which slowly faded away.

From Lullus to Cognitive Semantics: The Evolution of a Theory of Semantic Fields :: Philosophy Philosophical Essays

From Lullus to Cognitive Semantics: The Evolution of a Theory of Semantic Fields ABSTRACT: The domain of cognitive semantics-insofar as it deals with semantic neighborhood and semantic fields-is discussed from a historical perspective. I choose four distinct stages in the evolution in philosophy of language: Raymundus Lullus and his Ars Magna (14th century); Giodano Bruno and his artificial memory system (16th century); Charles Sanders Peirce and his diagrammatic logic (19th century); and, Kurt Lewin and his topological psychology (20th century). Their proposals furnish steps toward a kind of space-oriented model of semantic neighborhood and semantic fields. Linguistic developments since 1920 (field linguistics) and more recently in cognitive semantics are compared to the evolution in the frame of philosophy as put forth above. The result is that we criticize cognitive semantics insofar as the field does not reflect the philosophical work done since Raymundus Lullus, which is highly relevant for contemporary cognitive science. Introduction Although field-semantics was only created at the beginning of the 20th century, some of its major features have precursors dating back to antiquity. Two disciplines have contributed to it: logic on the one hand and models of the world / cosmology on the other hand. My specific concern will be the rise of a space-orientated concept of a semantic field because, as the word "field" indicates, the ideas of dimensionality (one two- or multi-dimensionality) lies at the heart of the image-schema "field" in its theoretical use. 1 The circular fields of Llull The first systematic spatial organization of lexical items (their concepts) was put forward by Raymundus Lullus (Ramà ³n Llull: 1232-1314). All conceptual systems of his Ars Magna are arranged in a linear order with (normally) nine segments. Since the extremes of this 'belt' are joined, we have a circular field. Every concept has two neighbours, and by adding specific figures (triangles, squares, etc.) one can join three, four, etc. concepts to create a sub-network. The concepts of an area of knowledge may be organized into a set of such nine-tuple 'fields'. On top of all the more specific conceptual fields (arrays of nine concepts), stands a universal field, which contains those qualities of God that are at the origin of all further entities and their concepts. The semantic system has an ontological and metaphysical foundation in the tradition of Aristotelian and medieval logic. The idea that concepts/words form linear arrays, that the extremes may be glued together, and that a hierarchy of such arrays exists, is a first realization of 'field-semantics'.

Manzana Insurance

Operations Management ____________________________________________________________ _________________________ Case Study Manzana Insurance [pic] Presented to: Prof B. Mahadevan Submitted By Group 12 (Section B) Peeyush Razdan (0811115) Shalekh Banka (0811124) Shalem Anand Tirkey (0811125) Shreshth Sharma (0811128) Sumeet Mittal (0811131) Manzana Insurance As per the case facts, Manzana Insurance’s Fruitvale branch is the least performing branch and the senior VP seeks a report on the same. Their competitor Golden Gate (backed by its corporate parent generated a price war to gain market) is performing much better in terms of most metrics of Insurance business. 1) Problems faced by Manzana Insurance (Fruitvale branch) a) High Turn Around Time (TAT) Agents in the insurance sector are mediators who act as an interface between the client and the insurer. Hence, the quality of service, measured by average TAT, to the agents (who are common to the competitors) is of primary importance. TAT for Fruitvale has deteriorated to 6 days (1991) from 5 days (1990), while Golden Gate’s offer of 1 day TAT is luring agents away from Manzana. The number of late renewals is also increasing and quite high compared to Golden Gate. b) Geographic/Territorial Allocation to Underwriting Teams Leads to an Uneven Task Distribution We observe that the geographic allocation of agents to the underwriting teams is not optimal. This method has an inherent problem; there can be a surge in requests from a geography which might overload that particular team while the other teams might be idle due to lack of requests from their geography. Hence, their pooling should be rather than using the geographic allocation. c) Primary focus on RUNs rather than RERUNs and Increasing late Renewals Currently, Fruitvale is focusing on RUNs for getting new customers and compromising the service towards the RERUN requests for the existing customers. Loss of focus on RERUNs has led to increase in its TAT causing agents to move towards Golden Gate. The number of late Renewals has increased from 20% to 44% over the last year which has led to a significant increase in the Renewal loss rate from 33% to 47%. Renewal is a low premium – high volume business. Exhibit 5(in case) shows that a new policy and policy renewal give similar revenues of $6724 and $6205 respectively. The commission given to agents is 25% and 7% respectively. So in fact renewal of old insurance brings more revenue due to reduced commission percentage. Also, the time taken for renewal of policies is less, thus more renewals can be done in a given time. d) FCFS Scheduling may not be always optimum Most of the departments follow FCFS scheduling which may not be optimum. Ex. a policy with an effort of 4 hrs would delay all the other smaller policies behind it, effectively delaying 10 simple requests for serving one difficult one. Moreover, the scheduling policy followed across various departments is not same. While some strictly follow FCFS others do it on type of policy ex: RUN preferred over RERUNs. Also, The RAP is given preference over RERUNs by the rating team. The RAPs in fact take more time for processing than RERUNs. Also, only 15% of all quotes result in new policies. Thus, the Manzana Fruitvale branch seems to be servicing RAPs at the cost of RERUNs. e) Huge backlog of policies The existing backlog of policies is quite high, due to which any new policy received is not attended instantly (due to FCFS) further adding on to existing backlog, essentially creating a cascading effect. 2) Process Flow and Capacity Analysis We have used process flow, capacity analysis, Lead Time Analysis and Average daily Workload Analysis to analyze the current situation at Manzana’s Fruitvale Branch. ) Process Flow Exhibit 1 shows the process flow diagram with the existing capacity across the four major team Distribution clerks, Underwriter teams, Raters, Policy writers. b) Capacity Analysis Usage of Mean time for capacity analysis is ideally favored over 95% Standard Completion Time (SCT) parameter as 95% SCT is a highly conservative. It assumes every request to be of longer duration (95th percentile with respect to request duration) and does not take into acco unt the time saved while executing smaller requests. Mean on the other hand takes into account that fact that time consumed on longer jobs is compensated by the time saved on smaller jobs. Capacity analysis based on Mean Time (Exhibit 2) shows the bottleneck for RUNs is the Distribution step, for RAPs is underwriting, for RAINs is again Distribution and for RERUNs is policy writing. The same capacity analysis when done using 95% SCT (Exhibit 3) shows Underwriting step to be bottleneck for all the 4 types of policy requests. We observe that there is high standard deviation for most of the steps (especially Underwriting Step) and is comparable to mean value itself. Ex: For RERUNs Underwriting step mean is 18. 7min while the standard deviation is 19. 8min. Hence we are using 95% SCT for determining bottleneck step. And thus we consider Underwriting Stage as the bottleneck for the whole system. c) Lead (Service) Time Analysis Using Little’s Formula we have done Lead Time Analysis (Exhibit 4) which shows that on an average Lead Time is approximately 2 days (2. 10). As we have seen, throughput on the other hand is approximately 6 days which is much higher than the average Lead Time. This suggests that the longer throughput time is because of allocation problems described later. d) Average Daily Workload Analysis The argument of allocation problem is further strengthened by our Average Daily Workload Analysis (Exhibit 5). This analysis has been done taking into account the relative proportions of various types of requests on a daily basis. On the basis on mean processing time for all the steps it comes out that the average daily workload for each step is less than 7. 5 hrs (the stipulated working time). Inferences Above analysis shows that problem at Fruitvale branch is not due to capacity constraint but it is actually due to allocation issue. Predominantly, allocation problems are in underwriting step. Currently allocation is done on the basis of Geographical/territorial lines which lead to uneven workload over time as well as inefficient allocation leading to longer TPUT time. Exhibit 5 shows that RUNs on an average take 50% (Exhibit 6) more processing time than RERUNs hence territory1 which is heavily loaded with RUNs has a higher RERUN loss even though overall it is least loaded. This necessitates a better allocation scheme rather than FIFO. Shortest Job First Scheduling may be used to minimize TPUT but it may delay a high priority request (ex a RERUN close to expiry) and also requires a priori estimation of various time factors. Currently, the system follows FCFS though not strictly, since some departments prioritize based on type of request ex: Underwriting favors RUNs over RERUNs. We would suggest an improved priority scheduling over FIFO which would be determined based on the type of request, agent’s importance, client importance, expiry time etc. et across uniformly across the steps. 3) Recommendations a) Distribution of reports to teams based on priority rather than territorial As found in previous section the current workforce should suffice the existing requirements if there are no backlogs and even if there are, it should not take more than 2 days. The problem was identified in the allocation of the policy request based on territory. We recomm end a collective (instead of territorial) request processing system with more intelligence added to the distribution system, which were also identified as bottlenecks for RUN and RAIN. This distribution system would first prioritize the requests and then allocate them to the underwriting team on an optimal basis ensuring even distribution of total requests, individual requests RUN, RERUN etc. This would remove the existing anomaly of having an overloaded team and an idle team concurrently. They should also keep monitoring the progress of the process and remove blocking issues that may result in a further delay of other policies. To expedite this process, it can also be automated by the help of computers. These changes should substantially reduce the TAT and the delayed RERUNs. The priority should be decided based on the following factors instead of current system purely on the type of request 1) Type of request – RERUN, RUN, RAP, RAIN 2) Already waited time – request that have waited for a long time should be upgraded 3) Estimate of total time required 4) Agent’s priority 5) Client’s priority 6) Expiry Time (Incase of RERUNs) 7) Other factors determining the business value of the request Hence overall, this would reduce the intensity of bottlenecks at DC and UT. b) Increase focus on RERUNs RERUNs, which generate maximum revenue, should be given a higher priority based on their proximity to the expiry date. This ensures customer retention and gives sufficient time to agents for renewal. c) Reduce Backlogs Reduction in current backlogs to minimum will help Fruitvale achieve a day’s TAT as explained. This can be done by working overtime, getting temporary teams possibly from other branches, and increase number of working days temporarily. d) Use Mean instead of SCT We observe that SCT is not a correct approach to evaluate the process flow since the 95th percentile customer’s time considered as a benchmark to set up the system results in very conservative estimates. Initially, other statistical methods like mean + n times standard deviation etc. can be used to achieve desired level of service. Following that, a record including TAT for each request should be maintained so that it can be used for future reference and for reducing the noise in mean that we recommend to be used in future. Exhibits Exhibit 1: Process Flow Diagram Exhibit 2: Capacity Analysis based on Mean Processing time |Capacity |RUNs |RAPs |RAINs |RERUNs | |Distribution |26. 8 |36. 00 |41. 38 |64. 29 | |Underwriting |30. 96 |35. 53 |59. 73 |72. 19 | |Rating |47. 68 |55. 64 |54. 96 |47. 68 | |Policy Writing |31. 69 |NA |41. 67 |44. 91 | *darkened cells show the bottleneck Exhibit 3: Capacity Analysis based of 95% Standard Completion Time Capacity |RUNs |RAPs |RAINs |RERUNs | |Distribution |14. 05 |16. 70 |26. 43 |41. 67 | |Underwriting |12. 59 |15. 43 |27. 33 |21. 50 | |Rating |32. 06 |40. 59 |40. 27 |39. 05 | |Policy Writing |25. 20 |NA |31. 65 |33. 58 | *darkened cells show the bottleneck Exhibit 4: Lead (Service) Time Analysis using Little’s Formula |Requests in progress |82 | |Requests served per day (in steady state) |39 | |Lead /Service Time (Requests in progress/Requests served per day) |2. 1 | Exhibit 5: Average Daily Workload Analysis |Demand Analysis |Requests in 120 days (1991) |Demand per Day | |RUNs |624 |5. | |RAPs |1524 |12. 7 | |RAINs |451 |3. 758333 | |RERUNs |2081 |17. 34167 | |Total |4680 |39 | |Mean Processing Time |RUNS |RAPS |RAINS |RERUNS |Workers/Teams | |Â   |(5. 0) |(12. 70) |(3. 75) |(17. 34) |Total Time |hrs per day | |Distribution |356. 20 |635. 00 |163. 13 |485. 52 |1,639. 85 |6. 83 | |Underwriting |226. 72 |482. 60 |84. 75 |324. 26 |1,118. 33 |6. 21 | |Rating |392. 60 |821. 69 |245. 63 |1,309. 17 |2,769. 09 |5. 77 | |Policy Writing |369. 20 |N. A. |202. 50 |868. 73 |1,440. 43 |4. 0 | Exhibit 6: Uneven distribution due to territorial allocation |Policies |Total |% diff with avg |RUNs |% diff with avg |RERUNs |% diff with avg |Rene wal lost | |/Territory | |1315 | |208 | |693 | | |1 |1151 |14. 24% less |274 |31. 73% more |636 |8. 2% less |403 | |2 |1393 |5. 93% more |179 |13. 94% less |840 |21. % more |227 | |3 |1402 |6. 66% more |171 |17. 7% less |605 |14. 54% less |296 | | | | | | | | | | | | | | | | | | | | | | | | | | | | Processing Time (using mean values) | |Distribution |Underwriting |Rating |Writing |Total |Baselined (w. r. t. minimum) |Baselined (w. r. t. RERUN) | |RUN |68. 5 |43. 6 |75. 5 |71 |258. 6 |169. 35 |150. 09 | |RAP |50 |38 |64. 7 |NA |152. 7 |100. 00 |88. 62 | |RAIN |43. 5 |22. 6 |65. 5 |54 |185. 6 |121. 55 |107. 72 | |RERUN |28 |18. 7 |75. 5 |50. 1 |172. 3 |112. 84 |100. 00 | | ———————– Distribution clerks Number : 4 Capacity: Runs 26. 27 (58. 63), Raps 36 (72. 28), Rains 41. 37(195. 65), Reruns 64. 28(290. 32) Underwriter teams Number: 3 Capacity: Runs 30. 96(12. 59), Raps 35. 52(15. 42), Rains 59. 73(27. 32), Reruns 72. 19(21. 49) New Requests, Renewal requests Request for underwriting Policy writers Number: 4 Capacity: Runs 31. 69(25. 19), Raps NA, Rains 41. 67(31. 64), Reruns 44. 91(33. 58) Raters Number: 4 Capacity: Runs 47. 68(32. 05), Raps 55. 64(40. 58), Rains 54. 96(40. 26), Reruns 47. 68(39. 04) Policy issuing request Rating request Manzana Insurance Operations Management ____________________________________________________________ _________________________ Case Study Manzana Insurance [pic] Presented to: Prof B. Mahadevan Submitted By Group 12 (Section B) Peeyush Razdan (0811115) Shalekh Banka (0811124) Shalem Anand Tirkey (0811125) Shreshth Sharma (0811128) Sumeet Mittal (0811131) Manzana Insurance As per the case facts, Manzana Insurance’s Fruitvale branch is the least performing branch and the senior VP seeks a report on the same. Their competitor Golden Gate (backed by its corporate parent generated a price war to gain market) is performing much better in terms of most metrics of Insurance business. 1) Problems faced by Manzana Insurance (Fruitvale branch) a) High Turn Around Time (TAT) Agents in the insurance sector are mediators who act as an interface between the client and the insurer. Hence, the quality of service, measured by average TAT, to the agents (who are common to the competitors) is of primary importance. TAT for Fruitvale has deteriorated to 6 days (1991) from 5 days (1990), while Golden Gate’s offer of 1 day TAT is luring agents away from Manzana. The number of late renewals is also increasing and quite high compared to Golden Gate. b) Geographic/Territorial Allocation to Underwriting Teams Leads to an Uneven Task Distribution We observe that the geographic allocation of agents to the underwriting teams is not optimal. This method has an inherent problem; there can be a surge in requests from a geography which might overload that particular team while the other teams might be idle due to lack of requests from their geography. Hence, their pooling should be rather than using the geographic allocation. c) Primary focus on RUNs rather than RERUNs and Increasing late Renewals Currently, Fruitvale is focusing on RUNs for getting new customers and compromising the service towards the RERUN requests for the existing customers. Loss of focus on RERUNs has led to increase in its TAT causing agents to move towards Golden Gate. The number of late Renewals has increased from 20% to 44% over the last year which has led to a significant increase in the Renewal loss rate from 33% to 47%. Renewal is a low premium – high volume business. Exhibit 5(in case) shows that a new policy and policy renewal give similar revenues of $6724 and $6205 respectively. The commission given to agents is 25% and 7% respectively. So in fact renewal of old insurance brings more revenue due to reduced commission percentage. Also, the time taken for renewal of policies is less, thus more renewals can be done in a given time. d) FCFS Scheduling may not be always optimum Most of the departments follow FCFS scheduling which may not be optimum. Ex. a policy with an effort of 4 hrs would delay all the other smaller policies behind it, effectively delaying 10 simple requests for serving one difficult one. Moreover, the scheduling policy followed across various departments is not same. While some strictly follow FCFS others do it on type of policy ex: RUN preferred over RERUNs. Also, The RAP is given preference over RERUNs by the rating team. The RAPs in fact take more time for processing than RERUNs. Also, only 15% of all quotes result in new policies. Thus, the Manzana Fruitvale branch seems to be servicing RAPs at the cost of RERUNs. e) Huge backlog of policies The existing backlog of policies is quite high, due to which any new policy received is not attended instantly (due to FCFS) further adding on to existing backlog, essentially creating a cascading effect. 2) Process Flow and Capacity Analysis We have used process flow, capacity analysis, Lead Time Analysis and Average daily Workload Analysis to analyze the current situation at Manzana’s Fruitvale Branch. ) Process Flow Exhibit 1 shows the process flow diagram with the existing capacity across the four major team Distribution clerks, Underwriter teams, Raters, Policy writers. b) Capacity Analysis Usage of Mean time for capacity analysis is ideally favored over 95% Standard Completion Time (SCT) parameter as 95% SCT is a highly conservative. It assumes every request to be of longer duration (95th percentile with respect to request duration) and does not take into acco unt the time saved while executing smaller requests. Mean on the other hand takes into account that fact that time consumed on longer jobs is compensated by the time saved on smaller jobs. Capacity analysis based on Mean Time (Exhibit 2) shows the bottleneck for RUNs is the Distribution step, for RAPs is underwriting, for RAINs is again Distribution and for RERUNs is policy writing. The same capacity analysis when done using 95% SCT (Exhibit 3) shows Underwriting step to be bottleneck for all the 4 types of policy requests. We observe that there is high standard deviation for most of the steps (especially Underwriting Step) and is comparable to mean value itself. Ex: For RERUNs Underwriting step mean is 18. 7min while the standard deviation is 19. 8min. Hence we are using 95% SCT for determining bottleneck step. And thus we consider Underwriting Stage as the bottleneck for the whole system. c) Lead (Service) Time Analysis Using Little’s Formula we have done Lead Time Analysis (Exhibit 4) which shows that on an average Lead Time is approximately 2 days (2. 10). As we have seen, throughput on the other hand is approximately 6 days which is much higher than the average Lead Time. This suggests that the longer throughput time is because of allocation problems described later. d) Average Daily Workload Analysis The argument of allocation problem is further strengthened by our Average Daily Workload Analysis (Exhibit 5). This analysis has been done taking into account the relative proportions of various types of requests on a daily basis. On the basis on mean processing time for all the steps it comes out that the average daily workload for each step is less than 7. 5 hrs (the stipulated working time). Inferences Above analysis shows that problem at Fruitvale branch is not due to capacity constraint but it is actually due to allocation issue. Predominantly, allocation problems are in underwriting step. Currently allocation is done on the basis of Geographical/territorial lines which lead to uneven workload over time as well as inefficient allocation leading to longer TPUT time. Exhibit 5 shows that RUNs on an average take 50% (Exhibit 6) more processing time than RERUNs hence territory1 which is heavily loaded with RUNs has a higher RERUN loss even though overall it is least loaded. This necessitates a better allocation scheme rather than FIFO. Shortest Job First Scheduling may be used to minimize TPUT but it may delay a high priority request (ex a RERUN close to expiry) and also requires a priori estimation of various time factors. Currently, the system follows FCFS though not strictly, since some departments prioritize based on type of request ex: Underwriting favors RUNs over RERUNs. We would suggest an improved priority scheduling over FIFO which would be determined based on the type of request, agent’s importance, client importance, expiry time etc. et across uniformly across the steps. 3) Recommendations a) Distribution of reports to teams based on priority rather than territorial As found in previous section the current workforce should suffice the existing requirements if there are no backlogs and even if there are, it should not take more than 2 days. The problem was identified in the allocation of the policy request based on territory. We recomm end a collective (instead of territorial) request processing system with more intelligence added to the distribution system, which were also identified as bottlenecks for RUN and RAIN. This distribution system would first prioritize the requests and then allocate them to the underwriting team on an optimal basis ensuring even distribution of total requests, individual requests RUN, RERUN etc. This would remove the existing anomaly of having an overloaded team and an idle team concurrently. They should also keep monitoring the progress of the process and remove blocking issues that may result in a further delay of other policies. To expedite this process, it can also be automated by the help of computers. These changes should substantially reduce the TAT and the delayed RERUNs. The priority should be decided based on the following factors instead of current system purely on the type of request 1) Type of request – RERUN, RUN, RAP, RAIN 2) Already waited time – request that have waited for a long time should be upgraded 3) Estimate of total time required 4) Agent’s priority 5) Client’s priority 6) Expiry Time (Incase of RERUNs) 7) Other factors determining the business value of the request Hence overall, this would reduce the intensity of bottlenecks at DC and UT. b) Increase focus on RERUNs RERUNs, which generate maximum revenue, should be given a higher priority based on their proximity to the expiry date. This ensures customer retention and gives sufficient time to agents for renewal. c) Reduce Backlogs Reduction in current backlogs to minimum will help Fruitvale achieve a day’s TAT as explained. This can be done by working overtime, getting temporary teams possibly from other branches, and increase number of working days temporarily. d) Use Mean instead of SCT We observe that SCT is not a correct approach to evaluate the process flow since the 95th percentile customer’s time considered as a benchmark to set up the system results in very conservative estimates. Initially, other statistical methods like mean + n times standard deviation etc. can be used to achieve desired level of service. Following that, a record including TAT for each request should be maintained so that it can be used for future reference and for reducing the noise in mean that we recommend to be used in future. Exhibits Exhibit 1: Process Flow Diagram Exhibit 2: Capacity Analysis based on Mean Processing time |Capacity |RUNs |RAPs |RAINs |RERUNs | |Distribution |26. 8 |36. 00 |41. 38 |64. 29 | |Underwriting |30. 96 |35. 53 |59. 73 |72. 19 | |Rating |47. 68 |55. 64 |54. 96 |47. 68 | |Policy Writing |31. 69 |NA |41. 67 |44. 91 | *darkened cells show the bottleneck Exhibit 3: Capacity Analysis based of 95% Standard Completion Time Capacity |RUNs |RAPs |RAINs |RERUNs | |Distribution |14. 05 |16. 70 |26. 43 |41. 67 | |Underwriting |12. 59 |15. 43 |27. 33 |21. 50 | |Rating |32. 06 |40. 59 |40. 27 |39. 05 | |Policy Writing |25. 20 |NA |31. 65 |33. 58 | *darkened cells show the bottleneck Exhibit 4: Lead (Service) Time Analysis using Little’s Formula |Requests in progress |82 | |Requests served per day (in steady state) |39 | |Lead /Service Time (Requests in progress/Requests served per day) |2. 1 | Exhibit 5: Average Daily Workload Analysis |Demand Analysis |Requests in 120 days (1991) |Demand per Day | |RUNs |624 |5. | |RAPs |1524 |12. 7 | |RAINs |451 |3. 758333 | |RERUNs |2081 |17. 34167 | |Total |4680 |39 | |Mean Processing Time |RUNS |RAPS |RAINS |RERUNS |Workers/Teams | |Â   |(5. 0) |(12. 70) |(3. 75) |(17. 34) |Total Time |hrs per day | |Distribution |356. 20 |635. 00 |163. 13 |485. 52 |1,639. 85 |6. 83 | |Underwriting |226. 72 |482. 60 |84. 75 |324. 26 |1,118. 33 |6. 21 | |Rating |392. 60 |821. 69 |245. 63 |1,309. 17 |2,769. 09 |5. 77 | |Policy Writing |369. 20 |N. A. |202. 50 |868. 73 |1,440. 43 |4. 0 | Exhibit 6: Uneven distribution due to territorial allocation |Policies |Total |% diff with avg |RUNs |% diff with avg |RERUNs |% diff with avg |Rene wal lost | |/Territory | |1315 | |208 | |693 | | |1 |1151 |14. 24% less |274 |31. 73% more |636 |8. 2% less |403 | |2 |1393 |5. 93% more |179 |13. 94% less |840 |21. % more |227 | |3 |1402 |6. 66% more |171 |17. 7% less |605 |14. 54% less |296 | | | | | | | | | | | | | | | | | | | | | | | | | | | | Processing Time (using mean values) | |Distribution |Underwriting |Rating |Writing |Total |Baselined (w. r. t. minimum) |Baselined (w. r. t. RERUN) | |RUN |68. 5 |43. 6 |75. 5 |71 |258. 6 |169. 35 |150. 09 | |RAP |50 |38 |64. 7 |NA |152. 7 |100. 00 |88. 62 | |RAIN |43. 5 |22. 6 |65. 5 |54 |185. 6 |121. 55 |107. 72 | |RERUN |28 |18. 7 |75. 5 |50. 1 |172. 3 |112. 84 |100. 00 | | ———————– Distribution clerks Number : 4 Capacity: Runs 26. 27 (58. 63), Raps 36 (72. 28), Rains 41. 37(195. 65), Reruns 64. 28(290. 32) Underwriter teams Number: 3 Capacity: Runs 30. 96(12. 59), Raps 35. 52(15. 42), Rains 59. 73(27. 32), Reruns 72. 19(21. 49) New Requests, Renewal requests Request for underwriting Policy writers Number: 4 Capacity: Runs 31. 69(25. 19), Raps NA, Rains 41. 67(31. 64), Reruns 44. 91(33. 58) Raters Number: 4 Capacity: Runs 47. 68(32. 05), Raps 55. 64(40. 58), Rains 54. 96(40. 26), Reruns 47. 68(39. 04) Policy issuing request Rating request

Colony Textile Mills Essay

History Colony Group is one of the leading and oldest Textile Manufacturing group in Pakistan. The 1st industrial venture of the group was in cotton ginning sector back in 1881. Gradually the group diversified in to flour milling in the early 1900s. First textile spinning plant was put up in 1946 under the name of Colony Textile Mills Limited. The Group further ventured in to Banking, Insurance, Cement, and Power Generation & Distribution. By 1952 Colony Textile Mills Limited was a composite textile plant with a 120,000 spindles, 1,500 looms, and fabric finishing capacity in excess of 150,000 meters per day. Nationalization of 1972 took most of the business away, leaving Textile and Insurance in the Group. Presently, there are two companies in the group, namely, Colony Textile Mills Limited (CTM) with about 195,000 Spindles, and Colony Industries (Pvt. ) Limited (CIL), consisting of 35,000 Spindles and 418 Air Jet Looms. Width | Looms| | 190cm| 180| 176 Cam +12 Dobby + 12 Crank (20 Looms with Batchers)|210cm| 24| 24 Cam Looms (4 Looms with Batchers)| 280cm| 26| 20 Cam + 6 Dobby| 340cm| 188| 174 Cam + 14 Dobby| Competitive Dimensions CIL is a very strong and only group that has 418 Looms in same place. This helps in fulfilment of large orders at high speed. If the looms are installed at different locations large orders cannot be processed because of factors like communication barrier and increased cost of transportation etc. Another unique thing CIL has is the Automatic Drawing in machine. When order of new quality is received it needs to be designed for the loom to work on. If manually this process is done the time required to feed the new design in the loom would be around 16 hours. The time CIL takes to do the same task is just 2 hours with better efficiency. This automated machine is only available at CIL and increases order fulfilment speed. The power requirement for the setup of 418 looms, compressor fleets and other support functions is 8MW. The cost of power i. e. electricity is reduced to a greater extent by manufacturing through its own power generation system which produces 10MW through Natural gas. Moreover for an uninterrupted supply of electricity CIL has its own grid station. Similarly CIL’s own compressors fleet decreases the cost of raw material i. e. compressed air which prevents the machinery from heating up and maintain humidity and temperatures. Capacity Capacity or the production of looms greatly depends upon the quality of fabric. If fabric is of high quality production will be less. The reason behind this is high quality fabric uses fine threads. Production also depends upon the number of threads used in manufacturing. 6 million meters per month approx production has been recorded by CIL. Initially there were 120 looms at CIL. Capacity addition was done in March 2005 and 154 looms were added. Capacity addition for the 2nd time was done at the end of 3rd quarter by adding 144 looms making production capacity of 6. 0 million meters fabric per month. Core Services and Value Added Services The core service of CIL is grey fabric manufacturing. They don’t provide internal information of accounts, operations etc. to external people. However they provide samples to their clients which are sales support. Field support is also not easy in this weaving business but they do rectify the error within the specified time. Fail Safing techniques Automated motion sensors Automated motion sensors stop the process of creeling, sizing and weaving whenever a thread breaks down or any error appears in the process. This prevents errors from increasing. Online Inspection System Online Inspection system is a manual system by which errors can be checked by mills manager. The data is fed to the system by operators and is evaluated by mills manager for removal of errors. During Production Checks Technicians and operators are responsible for checking and removing the errors during production. After Production Checks Inspection and folding department rectifies error if it still exists before packing. After packing the order is randomly checked so that client gets error free order. Process Selection The type of processes they are using at the most basic level is Fabrication rocess that means Colony Industry converts their raw material i. e. raw yarn to grey fabric. Grey fabric is the form of fabric before printing or dying. This process of fabrication is termed as Weaving in the terminology of Textile business. Yarn flow is organized in the factory by process technology known as batch shop. Yarn is retrieved from yarn procurement department as the order is receive d for the production of grey fabric and then it is processed in the form of batches or order. Mill consists of 3 Units each having 2 Sheds which are control units. Hierarchy of authority is in Appendix. Each Unit is headed by Mills manger and so on. Production in charge are responsible for 60, senior technicians for 16 and Operators for 4-6 looms. Warping Creeling Quality Check Yarn High Spinning Mill Low Sizing Head Stock Warper Beams Drawing In Sizing Roll Inspection Bales Packaging Weaving Approve Pallets Disapprove Storage Treatable Treat Yes No Waste No Flow Chart Marketing department receives order and transfer production order to the mill. Mill staff plans the order and tells yarn procurement department for yarn purchase. This department purchases yarn from colony’s spinning mill and other spinning mills. The yarn is not stored at the mill but it is received from the source when needed. Once yarn is received by the mill it is sent to quality check department for inspection where yarn is weighed and tested for hair and tension. If the yarn is not approved, it is sent back to the source otherwise it is transferred to the next department. This yarn is in the form of spindles which is loaded on creeling machine manually. Then the process of warping starts in which these spindles are unrolled and rolled on the warping beams which are then transferred for sizing. In the process of sizing, starch and polyvinyl along with some other chemicals and water are cooked and applied to the yarn. This process makes yarn able to go through the next steps by increasing its strength and elasticity. After drying the yarn, ends are separated in a manner that they do not stick to each other. This dried yarn is rolled on temporary storage which has the size according to the width of the cloth known as sizing head stock. After the process of drawing in as explained previously, it is injected to the loom for the process of weaving. The temperature is controlled by a special system of compressor fleet. Once weaving is done, inspection of each inch of cloth is done for quality assurance where decision is made regarding acceptance, rejection and mending of cloth. After approval, it is sent for packing as mentioned in production order and if fabric is not approved, it is mended otherwise it is sent to the waste. Back Process: In Warping, the whole set-up is of Ben-Direct Benninger V 1080/2400. Colony Ind. has 6 Warping machines with the Creel Capacity of 1080 each. Each machine is with the electronic sensors for the tracing of broken ends. In Sizing, Colony has the Ben-Sizetech Zell KVE, Creel 32 WW/4000 machines. Colony has 4 Sizing machines, 3 with the Head Stock size of 4 meters. Total Creel Capacity ranges from 16 (1 m/c) to 28 (1 m/c) till 32 (2 m/c’s). The Sizing machine is with pre-wet technology with double dip sow-box. Colony has an additional facility of Beam Stacker which is not found anywhere else in Pakistan. Colony is equipped with 2 Beam Stacker from Formia Nova of Italy with total of 65 bars holding the capacity of 195 no of beams for Narrow & 130 no of beams for Wider. DRAWING-IN Colony has the state of the art 2 Automatic Drawing-In machine which is found rare in Pakistan. One machine is from Staubli (Delta 110-4) which has the capacity of 150,000 ends/day filling with the speed of 140 threads/min. The 2nd machine is from EL&M S. P. A (Super Vega) which has the 80 threads/min filling speed. Weaving Colony has the total production of 6. 00 million meters fabric/month with 418 looms all of Toyota JAT 710 in production. In the 190 cm section (Narrow looms), they have 180 looms, 24 with the batching motions. Folding machines has the total capacity of 25k/shift/machine. Rolling machine is with the production of 10000 meters fabric/shift/machine Quality Inspection/folding is the process for quality checks. In this process each inch of fabric is inspected. The quality of fabric depends upon the discretion of client and is checked according to the efficiency of loom stated in Production Order. Price also increases with the fineness of the fabric. During the process if any defect is found than it is decided according to the nature of the defect whether to allow it or treat the fabric. Then fabric is categorized into three grades A, B and C. A is finest category and is considered to be of export quality, while B and C are of lower quality. They follow 4 point system which allows maximum of 4 errors and is world wide accepted. Colony has fully equipped Quality Lab with all kind of testing equipments including the Uster Tester 4 for yarn checking. Quality Lab make sure that there is no compromise in the quality of the yarn used & the fabric produced. The whole set-up has the check points from Quality Department from Back Process to Article, from Inspection to packing, thus resulting in the production of 1st class A-Grade fabric as committed. Colony has the Wrapping Reel from Mesdan Italy with the Model # S-389 A used for the making of lea. It follows the ASTM standard ofD-1907-01. Auto Sorter is from Uster Switzerland with the Model PR 503 DR. Most Important machine in the Lab of colony is Uster UT -4 with the Model SE 400101-02100. Make of UT-4 is from Uster Switzerland for the checking of IPI’s in the yarn. For the checking of Hairiness in the yarn, colony has the Hairiness Tester from Zweigle Germany with the Model G-567. To check the Tear Strength of the fabric, colony has the Tear Strength Tester from Zweigle Germany with the model FX-3750. Their primary focus is quality because CIL is export based company. If quality is not up to the mark clients move to Bangladesh and China because they provide cheap products with low quality. Pakistani fabric is famous for its high quality and perfection. Recommendations: 1. Sales of local sector are dependent on few companies. The proportion of sales should be changed so that colony’s risk is minimized. This will also help in improving performance as it will result in sale increase. 2. Sale per order should be considered and goal should be â€Å"the more worth of order, higher should be the frequency of order. 3. Monitoring systems that allows online communication and control of looms should be installed to manage the system more accurately. 4. Employees should be decreased by bringing in automated creeling machine which reduces the time by automatically removing the spindles once the thread is removed from them. 5. Operations focus should be on wide looms as they have said that these wide looms have generated greater inflows. 6. Capacity addition should be kept in view as it has been around 3 years now before the last addition was made. 7. Training of employees by sending them to technical institutes abroad should be done as fail safing technique to reduce the chance of defect in the fabric. 8. Colony has fewer inflows in exports and greater in local therefore sales efforts should be engaged to increase local orders and increase inflows from exports. 9. Colony should use ingredient branding like they can market their cloth by informing clients about the brand of Looms Company have installed. 10. Operations policy should be made and reviewed continuously. Every employee should be involved in designing the policy. Appendix

Chiropractor essays

Chiropractor essays Yes, you read the headline correctly. Chiropractors don't cure anything; not headaches, not asthma, not stomach disorders or even back pain. Then what does a chiropractor do? Chiropractic is based on very basic scientific fact. Your brain is responsible for every bodily function you ever perform from before you were born until the time you die. Your brain sends those instructions through a vast telephone network (known as the nervous system) to every cell, tissue and organ in your body. If those telephone lines are interfered with in any way, those instructions coming from the brain get distorted and the result is lost function. (Think of Christopher Reeve to help with this concept, he damaged his telephone lines and as a result has very little function in his body.) Your spine is designed to protect the telephone lines. If the spine has been injured (even very slightly) it can become a major irritant to the nerve system, this is what chiropractors call a subluxation. How serious is this problem? Vertebral subluxation changes the entire health of the body by causing structural dysfunction of the spine and causing nerve interference. The weight of a quarter on a spinal nerve will reduce nerve impulse transmission by as much as 60%. WOW! Chang H. Suh, Spinal Biomechanics Specialist, University of Colorado Nerve dysfunction is stressful to the visceral nerve and other body structures and the lowered tissue resistance modifies the immune response and lessens the overall capability of the immune system. -the journal Science, 1981 WHO NEEDS THAT? The quality of healing is directly proportional to the functional capability of the nerve system to send and receive nerve messages. -J Edwards, MD, PhD., BET YOU DIDN'T KNOW THAT! Knowing how important the role of the nerve system is, it should become clear how vital the job of the ...

Ironic Famous Last Words

Ironic Famous Last Words Whether realized at the time they are said or only in hindsight, nearly everyone will express a word, phrase or sentence that proves the last thing he or she ever says while alive. Sometimes profound, sometimes every day, here you will find a select collection of the last words spoken by various people that appear ironic in hindsight. Note: The following quotations are organized alphabetically by the individuals last name followed by the year in which he or she died. R. Budd Dwyer (1987) Dont, dont, dont, this will hurt someone. Embroiled in a bribery scandal, Pennsylvania Treasurer Dwyer decided to commit suicide rather than resign publicly. After addressing reporters gathered at a press conference the day before a Pennsylvania court was scheduled to issue Dwyers sentence for his earlier bribery conviction, the state treasurer cut short his prepared remarks and produced a .357 caliber handgun to the astonishment of attendees. As people tried to defuse the situation and take the gun from him, Dwyer warned reporters not to approach as he placed the gun in his mouth and pulled  the trigger. Stephen Irwin (2006) Dont worry, they usually dont swim backwards. While filming a documentary near Australias Great Barrier Reef, The Crocodile Hunter encountered a stingray that defensively used its tail spine to ward off Irwin, piercing his chest. Despite the efforts of his production and boat crews to save his life, Irwin died from cardiac arrest and  excessive loss of blood. Terry Alan Kath (1978) Dont worry†¦ its not loaded. The founding member of the rock group Chicago thought the .38 caliber revolver he pointed to his head was unloaded. John F. Kennedy (1963) No, you certainly cant. Jacqueline Kennedy testified on June 5, 1964, that these were President Kennedys last words- or something to this effect- in response to the statement by Nellie Connally, the wife of Texas Governor John Connally. He remarked just before an assassins bullet struck the president: You certainly cant say that the people of Dallas havent given you a nice welcome. Vic Morrow (1982) Ive got to be crazy to do this shot. I shouldve asked for a double. During the filming of a scene for Twilight Zone: The Movie, the planned pyrotechnic explosions damaged the tail rotor of a helicopter that was part of the sequence, causing the pilot to lose control of the craft. The helicopters main rotor decapitated Morrow and a seven-year-old actor he carried in his arms and crushed a second child actor when it crashed. Charged with involuntary manslaughter, a jury ultimately acquitted the films director, John Landis, of the charges. Hector Hugh Munro, aka Saki (1916) Put that bloody cigarette out! Serving in the British Army during World War I, Saki (the pen name of British author Munro) uttered his last words on a French battlefield. A German sniper saw the lit cigarette or overheard Sakis order and shot the 43-year-old. (Incidentally, there is an interesting death-related superstition revolving around soldiers lighting cigarettes on a battlefield called Three on a Match.) Lawrence Oates (1912) I am just going outside and may be some time. Suffering from the effects of scurvy and frostbite, and fearing his maladies placed the rest of his companions at risk as they attempted to reach the South Pole for the first time in history, Oates uttered these final words according to expedition leader Robert Falcon Scotts journal. After his comrades refused his first attempt to sacrifice himself for their safety, Oates said these words as he left the groups shelter during a blizzard. Unfortunately, his heroic sacrifice did not save his companions, who died from exposure a little more than a week later. Taylor Sauer (2012) I can’t discuss this now. Driving and facebooking is not safe! Haha. While driving from Utah State University to her parents home in Idaho in January 2012, 18-year-old Sauer reportedly sent a text message every 90 seconds while behind the wheel during the four-hour trip. After sending the last message (above), her car slammed into the back of a truck at an estimated 80 miles per hour. John Sedgwick (1864) Im ashamed of you, dodging that way. They couldnt hit an elephant at this distance. The highest-ranking Union officer to die during the American Civil War, Major General Sedgwick chastised the men in his command for reacting to Confederate sharpshooter fire while placing artillery in preparation for (what is now known as) the Battle of Spotsylvania Courthouse in Virginia moments before a snipers bullet ended his life. Sources:Driving and facebooking is not safe! Haha: Chilling last text sent by teenage driver seconds before she died in 80mph horror crash, March 6, 2012. Daily Mail. Retrieved March 2, 2014. dailymail.co.uk/news/article-2110646/Driving-facebooking-safe-Haha-Parents-daughters-text-predicted-fatal-mistake-seeking-change-driving-laws.html

The Concept of Corporate Personality Essay Example | Topics and Well Written Essays - 2250 words

The Concept of Corporate Personality - Essay Example But over time, the concept was gradually given to all sorts of organizations engaged in commercial ventures such as trading companies, consortia for roadway construction projects, groups formed to undertake public infrastructure but funded by a private group of individuals (Hoffman 18) and the so-called parastatals or government-owned corporations. The category of parastatal can mean also a state-owned enterprise (SOE) which is similar to government-owned and controlled corporations (GOCCs). Either, both are formed specifically to operate in commercial ventures but with a public-interest nature in them such as building bridges, tollways, waterworks and sewerage systems which affect the entire community rather than just a small group of people. An SOE or GOCC is, therefore, the same as a private stock company in terms of issuing shares of stocks but only in this instance, the state either holds all the shares or a majority thereof. As a stock company, it has an inherent obligation to give a decent return on investment (ROI) to its investors from the tolls or tax revenues it is able to raise by virtue of being a stock company; UK laws often require golden shares retained (Mahoobi 107). Because the law now allows an organization like a commercial corporation to acquire a legal personality separate from the personalities of the members who formed a corporation, it has created a new but extremely important legal technicality. With this concept of a separate personality, the corporation separately on its own can acquire or buy assets and in same way or manner also incur debts in the course of its operations. This gave rise to another concept which is limited liability. This simply means the creditors of a corporation, in the event it goes bankrupt, can run after the assets of that bankrupt corporation in the hope of satisfying debts or credits it had extended to the corporation in the ordinary course of business.