Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company Essay Example

Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company Essay Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company September, 2012 Introduction The role of operations management (OM) requires a great deal of responsibility. No matter the size or type of business, the technique and knowledge applied by an operations manager when planning, organizing, staffing, leading and controlling, can make or break a company (Heizer Render, 2011). Harley-Davidson Motor Company is a prime example of a goods producing organization with a history of unstable performance and successful achievements all affected by OM role. The following paper is an overview pertaining to policies, processes, and methods of OM at Harley-Davidson and acknowledgment of how todays’ OM decisions affect HD’s future as the number one motorcycle manufacturer. Background Harley-Davidson was founded in 1903 in Milwaukee, WI, by William Harley and brothers’ Walter, William, and Arthur Davidson. In 1929, 241 U. S. motorcycle manufacturers were in business but the Depression would find only Harley-Davidson and Indian remaining, until Indian closed its doors in 1953 (H-D History, 2012). Harley-Davidson would spend the following decades in aggressive financial struggles, periods of lowly manufacturing, and relentless foreign competition. Today, Harley-Davidson is a worldly traded organization, a cherished icon, and testament to the survival of an American business. Who is HD? Harley-Davidson is known for manufacturing heavyweight motorcycles in custom, cruiser and touring models in the U. S. and now with assembly operations in India and Brazil. HD’s domestic plants are; 1) York, PA, maker of Softail models, 2) Tomahawk, WI, for saddlebags and windshields, 3) Kansas City, MO, home of Sportster ®, Dyna ®, and VSRCâ„ ¢, and 4) Menomonee Falls, WI, an 849,000 square foot powertrain facility (Factory Tours, 2012). Aside from small scale custom cycle shops in the U. S. , Harley’s primary competition manufactures overseas. The long-standing Japanese competitors of HD are Yamaha, Suzuki, and Honda. Supply Chain Characteristics Consumers intent on buying American-made can be assured Harley-Davidson still lives up to its patriotic reputation. We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Policies, Processes, and Methods of Operations Management at Harley-Davidson Motor Company specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Even when cheaper parts are available offshore, HD’s Strategic Sourcing Program (SSP) requires use of domestic manufacturers and suppliers in most all cases, effectively preserving customer perception of HD as an American-made brand (Jesse, 2011). Manufacturing American-made motorcycles with American-made parts lends credit to a definitive supply chain characteristic of Harley-Davidson. Supply Chain Strategy A substantial percentage of Harley-Davidson’s motorcycles’ are internally produced but HD cannot survive without help from a few critical suppliers helping complete the overall production processes. Of the 6 supply-chain strategies defined in Operations Management, Heizer and Render (2011) define the use of few suppliers as a strategy for establishing long term buyer / vendor relationships which ultimately yield reliability and cost savings over time. For Harley-Davidson, hiring limited-long-term-suppliers is a major contribution to improved manufacturing consistency in its present day motorcycles. Negotiation Strategies Due to shear diversity of parts and materials required in production of a motorcycle, one can presume Harley-Davidson might prefer a combination of three collective strategies when negotiating and selecting suppliers. Cost-Based Pricing would likely be preferred when determining long term suppliers, Market-Based Pricing for optimum pricing of raw material commodities of frame construction and drivetrain components, and Competitive Bidding, primarily when pricing new HD projects. Suppliers must be familiarized with HD’s Concurrent Product and Process Delivery Methodology (CPPDM) and HD’s alignment with the Automotive Industry Action Group (AIAG) Production Part Approval Process (PPAP) to effectively validate and approve parts for use in production (Production Part Approval for Purchased Product, 2012). Basically, all Tier 1 suppliers seeking a role in the production of HD motorcycles cannot get past the front door without successful completion of HD’s PPAP. Performance Improvement of the Supply Chain Not long ago HD’s supply-chain was an imbalance of separate departments not focusing on their core competencies. Engineers were hiring suppliers when they should have been designing and while production was jeopardized by suppliers unable to meet commercial demand. Not only were purchasing and inventory costs increased as result of inadequacies but operations went from 11% of revenue in 1990 to 17. % in 1993 (Klamath, 2008). Recognizing the downward spiral, Harley switched to an integrated purchasing program complete with knowledgeable buyers, e-procurement, and strengthened supplier relationships. As of 1990, HD reduced an excessive 3,000 MRO suppliers to a concentrated group of 3 and hired a critical group of OEM suppliers for 80% of its purchases (Kamath, 2008). Consci ously eliminating suppliers has significantly improved cost, quality and timing. Maintaining Competitive Advantage Harley-Davidson does not compete on cost because a Harley almost always costs more than a competitors model. Instead, HD’s competitive advantage based on value and differentiation. Described by Heizer and Render (2011), differentiation is a product or services’ ability to achieve above expected characteristics and elevate overall consumer value be it through convenience, features and / or service related. HD differentiates itself through concentration intense concentration on their only product, making motorcycles, while competitors have since diversified into other motorized products. Aside from an all-encompassing brand and culture, Harley-Davidson creates value by implementing exceptional product quality, unique product features, and high quality service or elements people are willing to pay more for. Global Business Strategy Harley-Davidson has answered a call to global competitiveness by stretching its reach to Brazil, Asia, India and Australia. Although full production is not overseas yet, HD competitively markets highly demanded American-made units through CKD or completely-knocked-down assembly plants. The CKD assembly facilities located in Brazil and India allow HD to avoid high import tariffs and lower prices on motorcycles by 20-25 per cent therefore effectively going up against foreign competition (Miller, 2012). As for China, Japan, and Australia, each region still imports HD motorcycles via CBU (completely-built-unit) dealerships. The Asia Pacific market. Asia has become a primary region of focus for numerous global-minded companies. In 2001, the HD Asia Pacific headquarters opened in Singapore, securing Harley’s commitment to growing its Asian market. In 2010 alone, the Asia Pacific region accounted for 9. % of total sales making it critical for all functions of development and support including sales, marketing, and dealer development to be represented in its new headquarters (Harley-Davidson Motor Company, 2011). Projected numbers now indicate nearly half of Harley-Davidson’s sales will be from international markets. In 2010, international sales accounted for 35. 5 percent of total unit volume with a projection of 40% by 2014 (Harley-Davidson Motor Company, 2011). Based upon current figures, it is safe to predict HD’s strategic plans for globalization will be essential to the Company’s continued growth and competitiveness. Production Process Restructured Like most automotive manufacturers, Harley-Davidson’s production process has been assembly line-based and / or repetitive production focused for decades. With modern advancements in process technology and implementation of new labor agreements, HD is presently making changes along all production processes. Starting in Kansas City, HD’s restructuring of production processes will generate $15 million in savings by 2013, increase flexibility of seasonal production, and create the capability of adding customer preferences along the assembly process including customizations (HD-News, 2011). HD’s end result will be a more process focused strategy and ability to compete better globally. Customer Interaction When comes to production, customer interaction can often complicate things, simply because trying to meet customer demand can change a process or way of doing business. In today’s competitive environment, however, being more customer-centric is essential in gathering valuable customer input. In HD’s case, information gathered, may even be applied to the motorcycles it produces? For example, in 1993, Harley Owners Group (HOG) became a platform for obtaining customer feedback while SAP (Simple. Advanced. Powerful. ) Community Network is used more recently for pulling data from HD’s CRM program containing hundreds of customer touch points (Clark, 2011). On the surface, a HOG gathering may appear as a party for fellow Harley riders but inside is a 20 year tradition of building brand while learning what customers want. Technologies Used in Production If Harley-Davidson failed to invest in modern advances of production they find themselves incapable of keeping up with present day demand and productivity. Fortunately, HD continues to reinvest in technology having significant impact on efficiency and production. HD recently installed 100 Automated Guided Vehicles (AGVs) in York, PA, a plant normally designed for producing only Softail, to a plant now capable of adding Trike and Touring models through basic reconfiguration of assembly within days (Barrett, 2011). HD’s restructuring plan, while costly and time consuming, will put Harley-Davidson on the forefront of equipment and technology solidifying its production capability. Commitment to Quality and Excellence Building two-wheel machines creates an inherently greater risk to consumers, more so than the common automobile, making the need for quality assurance critical in every motorcycle it produces. Harley-Davidson is ISO 9001 certified and therefore requires the same of it suppliers of original equipment (OE) parts, production replacement parts, and any parts related to final products (Supplier Quality Systems Requirements, 2012). With ISO 9000 being the only internationally recognized quality standard, Harley-Davidson’s certification demonstrates a commitment to quality for both domestic and global consumers. Measuring Quality Just as Harley-Davidson meets ISO 9000 standards and requires the same of its suppliers, the same goes for measuring quality. According to Harley-Davidson’s Advanced Product Quality Planning process (APQP) a Process Flow Diagram or Flowchart is the foundation of quality measurement and Process Control Plans (which must meet AIAG requirements) become the output of APQP (Guidelines for Successful PPAP Submissions, 2012). With Total Quality Management (TQM) becoming a standard commitment by most organizations the consumer of high end products such as Harley-Davidson otorcycles can feel safer riding off the lot. Inventory Methods Assembling a motorcycle from the ground-up requires many independently demanded components, making a Material Requirement Planning (MRP) environment the ideal inventory method at Harley-Davidson. Sharing a likeness to Kanban, HD’s MRP consists of two processes; 1) Push MRP, based on ordering material consumed by planned production and sales forecasts, and 2) Pull MRP, based on ordering material used by HD, dealers, and merchants (Material Forecasting and Replenishment, 2012). Mechanisms used to indicate needed materials are Min-Max Stocking Levels, Automatic Backflush, Material Trigger Cards, and Empty Carts, Racks or Containers. HD also utilizes Supplier Managed Inventory in certain locations. ERP. When MRP-MRP II programs are working effectively many companies step into an Enterprise Resource Planning (ERP) to fully integrate of internal / external business processes, practices, and information. HD’s plans for ERP in York, PA originally scheduled for spring 2012 were pushed back after discovering more complexities with parts and handling than anticipated (Barrett, 2012). Once combined MRP-ERP are operational, HD will better align itself in retaining its position as the number one selling motorcycle nationally and globally for years ahead. Operational Planning Policies Even though Harley-Davidson’s production facilities’ share common workflow characteristics, each work environment varies in size, work flow process and overall activity. Operations managers of each location are faced with the task of labor planning and job design for achieving optimal performance and employee satisfaction. HD refers to methods for managing operational conditions as Capacity Management. Capacity Management uses the formulations of Overall Equipment Effectives (OEE) and Capacity Calculation to determine maximum rate of output a plant is able to produce under a given set of assumed operating conditions (Capacity Management, 2012). Clearly understanding operating conditions including shifts per day, number of days in the week, and employment levels allows an operations manager to create precise and accurate production plans. Lean Processes Lean operations and Just-In-Time (JIT) approaches have worked well for Harley-Davidson but success did not happen overnight. Since World War II, HD has made attempts at improvement of operational procedures and process strategies with various success but lean processes took complete precedent in the early 2000’s. In his book, The Lean Machine, former Product Development Director, Dantar Oosterwal, talks of HD doing well in 2002, but bikes were being manufactured faster than customers buying, so an opportunity to innovate on Lean principles became as apparent solution (Moving to lean product development, 2010). Results from Oosterwal’s Lean Process Development (LPD) at Harley-Davidson not only improved time to market and throughput but significantly increased quality. JIT and suppliers. Harley-Davidson’s supplier partnerships are also critical to the success of its JIT programs. Without good communication and trust between owner and supplier waste removal and improved quality would not be achieved. HD’s Material Forecasting and Replenishment program points out the fact many suppliers mistake JIT for a method of inventory reduction but HD stresses the ultimate goal of JIT is supply chain excellence (Material Forecasting and Replenishment, 2012). Conclusion From JIT to MRP, Harley-Davidson is an example of a company whose success rides on the shoulders of its operations management. What was once a struggling, U. S. -based producer of heavyweight motorcycles is now an international phenomenon with a culture and brand all its own. With today’s poor consumer confidence and high unemployment, few companies can proclaim an 11% gain in international sales in 2011 (Barrett, 2011). The success of Harley-Davidson, however, is dependent upon the leadership and strategic planning of its operations management. The OM role will continue to be challenged well past 2012 as Harley-Davidson aims for more global growth and efficient manufacturing. References Barrett, R. (2011). At Harley-davidson in york, a whole new way of doing things. Retrieved from http://www. jsonline. com/blogs/business/123454069. html Barrett, R. (2011). Harley-Davidson is changing to adapt here and globally. Retrieved from http://www. jsonline. com/business/121029763. html Barrett, R. (2012). Harley-davidson to delay new production system. Retrieved from http://www. jsonline. com/business/harleydavidson-to-delay-new-production-system-3k55jdh-148984215. tml Capacity Management. (2012). Doing business with harley-davidson. Retrieved from https://www. h-dsn. com/genbus/business. jsp Clark, T. (2011). Harley-davidson goes whole hog with customer insight. Retrieved from http://www. forbes. com/sites/sap/2011/06/29/harley-davidson-goes-whole-hog-with-customer-insight/ Factory Tours. (2012). Walk the line. Retrieved from http:/ /www. harley-davidson. com/en_US/Content/Pages/Factory_Tours/factory_tours. html Guidelines for Successful PPAP Submissions. (2012). Doing business with harley-davidson. Retrieved from https://www. h-dsn. com/genbus/business. sp H-D Museum. (2012). H-D history. Retrieved from http://www. harley-davidson. com/en_US/Content/Pages/HD_Museum/explore/hd-history. html HD News. (2011, February 28). Harley-Davidson to implement new production system at Kansas City following vote approving contract. Retrieved from http://www. harley-davidson. com/wcm/Content/Pages/HD_News/Company/newsarticle. jsp? locale=en_US Harley-davidson motor company; harley-davidson opens asia pacific headquarters. (2011). Marketing Weekly News, , 674. Retrieved from http://search. proquest. com/docview/868709296? accountid=38569 Heizer, J. Render, B. 2011). Operations Management. 2011 Pearson Education, Inc. Kamath, S. (2008, February). Integrated supply chain management – a case study of Harley-Davidson. E-J ournal, 2(1/5). Retrieved from http://www. aima-ind. org/ejournal_new/ArticleDetails. aspx? curr=146 Jesse, H. (2011). Strategy development. Retrieved from August 30, 2012 from http://strategyatheinz. blogspot. com/2011/04/harley-davidson-supply-chain-management. html Material Forecasting and Replenishment. (2012). Doing business with harley-davidson. Retrieved from https://www. h-dsn. com/genbus/business. jsp Miller, P. M. (2012, January). An american icon revs up its fan base and sales in china. Retrieved from https://www. chinabusinessreview. com/public/1201/miller. html Moving to lean product development. (2010). Supply Demand Chain Executive, 11, 8-8. Retrieved from http://search. proquest. com/docview/232430223? accountid=38569 Production Part Approval for Purchased Product. (2012). Doing business with harley-davidson. Retrieved from https://www. hdsn. com/genbus/PublicDocServlet? docID=121docExt=pdf Supplier Quality Systems Requirements. (2012). Doing business with harley-davidson. Retrieved from https://www. h-dsn. com/genbus/business. jsp

Physical Aging Ectocranial Suture Closure

Physical Aging Ectocranial Suture Closure Introduction Forensic science revolutionized crime investigation strategies (White Folkens, 2005). There is no need to elaborate on its importance because it is a well-known fact that innocent people are convicted while guilty criminals are acquitted if forensic anthropologists fail to provide accurate analysis of the evidence collected by law enforcement agencies (Katzenberg Saunders, 2008).Advertising We will write a custom report sample on Physical Aging: Ectocranial Suture Closure specifically for you for only $16.05 $11/page Learn More One essential aspect of forensic science is the ability to determine the age of the skeletal remains at the time of death (Lieberman, 2011). The technique is called the ectocranial suture closure method. Traditional adult skeletal aging methods focused on four main regions of the human body: 1) the pubic symphysis; 2) auricular surface; 3) sternal rib ends; 4) cranial sutures (Cox Mays, 2000, p. 70). However, the focus of this presentation is on ectocranial suture closure. Cranial suture closure is a technique discovered in the 16th century. However, it was considered as an unreliable adult skeletal aging method. However, anthropologists Meindl and Lovejoy re-evaluated the whole process and came up with a revised method called the ectocranial suture closure method. Methodology This particular technique calls for the examination of the state of closure of the sutures of the skull at defined points on the cranium (Meindl Lovejoy, 1985). There are two major steps in the application of Meindl and Lovejoy’s revised endocranial suture closure method. In the first step, the anthropologist uses a complete skull and takes data measurements from a specific suture observation site called the Ectocranial Vault sutures. In the second step, the anthropologist takes data measurement from another suture observation site called the Ectocranial Lateral-Anterior sutures. These two steps comprise the ectocra nial suture closure method. After the establishment of the specific suture observation sites, the anthropologist will gather data using the revised method developed by Meindl and Lovejoy.Advertising Looking for report on aging? Let's see if we can help you! Get your first paper with 15% OFF Learn More The ten specific sites are listed as follows: 1) Mid-lambdoid; 2) Lambda; 3) Obelion; 4) Anterior sagittal;5) Bregma; 6) Mid-coronal; 7) Pterion; 8) Sphenofrontal; 9) Inferior Sphenofrontal; and 10) Superior Sphenofrontal (DiGangi Moore, 2012, p.78). These ten sites were divided into the â€Å"vault system† and the â€Å"lateral-anterior system† (Steele Bramblett, 1988, p.57). It is imperative that the anthropologist accurately identifies the specific location of the sutures in accordance to the framework developed by Meindl and Lovejoy. The following information can assist the anthropologist in determining the actual suture locations (see Table 1). Points of the Skull Definition of Terms Mid-lambdoid Midpoint of each half of the lamboid suture Lambda At lambda in pars lambdica of sagittal and pars lambdica of lamboid sutures Obelion At obelion in parts obelica of the sagittal suture Anterior sagittal Point on the sagittal suture at the juncture of the anterior one third and posterior two-thirds of its length (usually near the juncture of the pars bregmatica and pars verticis of the sagittal suture Bregma At bregma in pars bregmatica of the coronal and pars bregmatica of the sagittal sutures Mid-coronal Midpoint of each half of the coronal suture in parts complicate of the coronal suture Pterion At pterion, the region of the upper portion of the greater wing of the sphenoid, usually the point at which the parietosphenoid suture meets the frontal bone Sphenofrontal Midpoint of the sphenofrontal suture Inferior Sphenofrontal Point of the sphenotemporal suture lying at its intersection with a line connecti ng both articular tubercles of the temporomandibular joint Superior Sphenofrontal Point on the sphenotemporal suture lying 2 cm below its juncture with the parietal bone Table 1. Definitions of suture observation sites. After the specific locations were identified, the anthropologist uses a four-point scoring system. The scoring system uses the following criteria: 0 = no observable closure; 1 = minimal closure; 2 = significant closure; and 3 = complete obliteration (DiGangi Moore, 2012, p.78). After observing the ten specific sites, the anthropologist will use a table of composite scores and a mean age and standard deviation for each score (DiGangi Moore, 2012, p.79). The anthropologist compares the values generated and uses the table to determine the estimated age of the skeleton. Research Findings The ectocranial suture closure technique should become one of the major age determination techniques made available to anthropologists. The technique is based on a reliable framew ork. It is advantageous to use this particular technique especially when it comes to determining the age group. Moreover, this technique provides the capability to determine the age of the skeleton if other techniques are non-available. At the same time this technique can be used to validate age estimated generated by other techniques.Advertising We will write a custom report sample on Physical Aging: Ectocranial Suture Closure specifically for you for only $16.05 $11/page Learn More The ectocranial suture closure can help provide an age estimate of the skeletal remains. But scientists are unable to provide a clear explanation when it comes to the correlation of suture closure and age. Another major disadvantage of this technique is the broad age intervals. The broad range intervals can be a problem when it comes to forensics. Forensic anthropologists are faced with the challenge to provide accurate estimates of age while taking into consideration human var iation in the aging process (Dirkmaat, 2012 p. 203). According to one commentary, â€Å"the narrower, or more precise the age estimate given, the more helpful it can be to law enforcement when eliminating possible identities† (Dirkmaat, 2012 p.203). Critics are quick to point out that this particular technique is an unreliable skeletal aging method (Meindl Lovejoy, 1985 p. 57). Detractors rejected cranial suture closure and remarked that it cannot be trusted (Meindl Lovejoy, 1985, p. 57). Nevertheless, after an in-depth study on different techniques, it was discovered that â€Å"no single skeletal indicator of age at death is ever likely to accurately reflect the many factors which accumulate with chronological age, each of which contribute valuable information to the age estimate† (Meindl Lovejoy, 1985, p. 65). It o therefore important to useIt is therefore imperative to reconsider the value of the ectocranial suture closure as an alternative tool in the determinat ion of the age of the skeleton at the time of death. Conclusion The ectocranial suture closure technique is not reliable when it comes to precise age estimates. Anthropologists said that there are broad age intervals. At the same time they cannot provide a clear explanation with regards to the correlation between suture closure and age of the skeleton. But this technique is useful when it comes to the determination of age groups, whether the skeleton belongs to a child or an adult. Furthermore, this technique is useful when it comes to the validation of age estimates provided by other skeletal age determination techniques.Advertising Looking for report on aging? Let's see if we can help you! Get your first paper with 15% OFF Learn More References Cox, M Mays, S 2000, Human osteology: in archaeology and forensic science, Oxford University Press, UK. DiGangi, E Moore, M 2012, Research methods in human skeletal biology, Academic Press, UK. Dirkmaat, D 2012, A companion to forensic anthropology, Blackwell Publishing, UK. Katzenberg, M Saunders, S 2008, Biological anthropology of the human skeleton, John Wiley Sons, New Jersey. Lieberman, D 2011, The evolution of the human head, Harvard University Press, MA. Meindl, R Lovejoy, O1985, ‘Ectocranial suture closure: a revised method for the determination of skeletal age at death based on the lateral-anterior sutures’, The American Journal of Physical Anthropology, vol. 68 no.1, pp. 57-66. Steele, D C Bramblett, 1988, The anatomy and biology of the human skeleton, Texas A M University Press, TX. White, T Folkens, P, 2005, The human bone manual, Elsevier Academic Press, UK.

PERSONAL AND PROFESSIONAL DEVELOPMENT Assignment

PERSONAL AND PROFESSIONAL DEVELOPMENT - Assignment Example Tutor Signature: Date: TABLE OF CONTENT Individual Development needs†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 Ways to implement these plans and outcomes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 Strength and Weaknesses (SWOT Analysis)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 Plan for future†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..7 Objectives and targets†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦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 Opportunitie s in learning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...11 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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..13 Appendices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.14 Individual Development needs For succeeding in my career I found the importance of assessing my individual requirement through which I can move ahead. After completing my students, I got a job, where I experienced the difficulty in establishing my place within my team due to the big personalities present in the team. I felt that my contribution was not accept ed by the other team members and I feel de-motivated. As the project progressed I found that I was able to fulfill some important roles in my team. I was appointed the role of an organizer. I got this role because I pay attention towards the duty and check the work before its submission in order to know whether it is of high standard or not. When I got the individual work I complete it according to my set standards, and within the time frame, but whenever I get the work within the group I face the problem. I assess the while working in a group I faced many problems and challenges. But there was some positive points like team members motivate me to move ahead and do my best in the team when the situations become tedious. While working with the team I learn that team spirit is the important factor, as it is essential in working on a group task. I analyze that at some places I don’t get motivated by others, so I found that I need to be motivated by the other team members during the session of the project (Bergan and Damian 2010). While working in a group I analyzed that I have the peace maker capabilities in order to reduce the conflicting situations that usually occur when people work in a group. Conflicts usually create hindrance in the productivity. At the time of conflict I analyze that I become the mediator and try to bring the things at smoother level. I use my peace maker characteristics in reducing the conflicts that affect the team member at different angles. Ways to implement these plans and outcomes Personal action plans make the things easier and gives the way of handling the problems. I made my action plan throughout that define my present state of the problem, and for that I set some objectives, which will help me in planning my actions. I have allotted this time, so that I could manage my problem within the time limit. In my personal action plan, I define my three problems, such as lack of innovative ideas, managing difficult projects, and p roblem of changing the plans. I reviewed that through some course I can revise my concepts, which help me in generating new ideas for improving my professional life. I was allotted the time of 2 months, as I believe that my course would complete within 2 months. In my higher education, I

Exhibits of astronomy Research Paper Example | Topics and Well Written Essays - 500 words

Exhibits of astronomy - Research Paper Example Keck Foundation Central Rotunda, the Cosmic Connection, the Gunther Depths of Space Hall, and the Edge of Space Mezzanine (Bill, 28) The large new Richard and Lois Gunther Depths of Space exhibit gallery activated by the recent transformation of cosmic perspective that began when people first went into space. The horizon no longer be bounded by observation and understanding of the sky bonded to the ground .The Gunther Depths of Space is filled with unique with exhibits that are as monumental representing ideas of different individual (Bill, 31). In this part the following are represented. Planets, our earth, our solar system, other worlds, other stars, Milky Way, galaxy, iconic universe, a familiar star pattern and a big picture related to the exhibits. Planet- from the edge of mezzanine and below, visitors encounter a row of nine subtly illuminated, accurately. The sun is represented by horizon; 3-dimensioonal model of the solar system is mounted on top a stand. Common and unique elements transform the features of each planet into landscape for visitors. Besides each stand is physical data about the planet and its gravitational pull. Our earth- the stand holding planet earth has an opening to a chamber below mezzanine include seismograph instrument, six foot earth model, a two foot projection earth model stimulating our atmosphere and oceans. Projector is a symbol of our old earth based perspective e of the sky. Solar system- on the left of planet stand, visitors’ eyes are drawn upwards to suspend projected model of the solar system (Bill, 32). Each planet revolves round the sun. This represents the accurate motion of the solar system. Other world, other stars- the station has simple LED counter known planets to illustrate the pace of discovery ad confront and confront visitors with change from traditional of planets. New systems are aligned which look like and their relative to the earth. Milky Way galaxy- a glass model of Milky Way galaxy

Opening of Sainsbury's (Supermarket) in India Essay

Opening of Sainsbury's (Supermarket) in India - Essay Example From the market research it identify that Indian market condition is favourable for foreign firms to enter and start business. Thus they select the Indian supermarket industry as their new business location. Sainsbury is aimed to achieve favourable market position in the Indian market with their quality branded products and attractive customer services. They object to start medium sized supermarket chains in the country on a regional basis. Supermarkets are designed to supply all range of consumer products at a minimised rate. The project is aimed to provide a detailed plan for establishment of the supermarket business in India. Through this project, we objected to provide detailed analysis of the required activities for successful implementation of the business. The time schedule required for the project is also analysed as a part of this project study. The risk related to each level of activities in the implementation of project are analysed in this study. The objectives of the Project can be summarised as follows: Indian market trend is offering greater opportunity to the supermarkets business. Supermarkets business is showing higher growth rate in terms of customer base and profitability. In the prevailing market conditions, Sainsbury has greater scope for profitable launching of supermarket business in India. Branded products have more customer base in the Indian consumer market. Thus with the quality branded products and attractive customer servicing, Sainsbury’s can achieve their targeted market share within the projected time period. Brand loyalty creation should be taken by Sainsbury’s as an important factor for attaining targeted market growth. The operations of the supermarkets should be specially designed to provide a total shopping experience to the customers. Sainsbury can achieve higher business growth in India as it provides plenty of customer bases. In the

Social Work With Maori Clients in New Zealand

Social Work With Maori Clients in New Zealand Task 1 : Explain how Te Tiriti O Waitangi applies in the social services, you must include an overall explanation as well as giving at least three(3) specific examples of how Te Tiriti impacts in the area of assisting people to resettle in the community following residential care. One of the important concepts to emerge is that Te Tiriti O Waitangi is a living document this means that it was never meant to freeze iwi and their aspirations at the time of signing, but was intended to continue to protect their interest and status as tangata whenua into the future. Another important concept is that Te Tiriti applies not just to Maori and the crown but to all new Zealanders, guaranteeing us all the right to live here peacefully as actives and develop New Zealand together. The Treaty ensured that Maori, would be given full authority status and prestige with regard to their possessions and interest, the treaty also states that their possessions would be protected, and also the ‘’Mana’’ to control them in accordance with their own customs and having regard to their own cultural preferences. The treaty established a partnership, and the treaty partners are under a duty to act reasonably and in good faith with one another, the needs of both cultures must be respected, and compromises may be needed in some cases. Te Tiriti O Waitangi applies in social services by ensuring that all social services have a bi – cultural perspectives e.g. physical environment, protocols and practises. Partnership applies in social services by respecting Maori traditional spiritual rites, it describes a relationship between two parties, the concept of partnership applies to all Maori, and it describes the way in which Maori can relate to each other. Partnership means enabling the Maori voice to be heard and Maori perspective to influence the type of health services delivered to Maori people and the way in which they are delivered. It also ensures that social services have a bi – cultural perspective. Consultation with Maori leadership and management when organisational policies are being discussed in order to ensure Maori have rangatiratanga rights over taonga,they have equity rights’, to full participation in decision making ,treaty follows that Maori should expect to achieve this outcomes and participate in society . In good faith between two sides (Maori and Crown) social services organisations ensure needs of Maori are pritorised when engaging with Maori or when creating policy that could affect Maori. Protection Is also an other principles which can apply in social services .For Maori, a secure cultural identity depends on access to the cultural social and economic resource of tea o Maori (the Maori world),especially te reo /tikanga the Maori language ,whanau, their lands and natural resources. Protection of Maori identity is likely to be positively correlated with good health, better educational outcomes ,and greater employment we have to ensure that our work practises and environment are culturally appropriate and comfortable for Maori ,and that Maori have opportunities to pursue their employment aspirations and interest, Maoris to have protected rights to make choices that best serve their culture, that line with tika and kawa,their traditions and customary practises, work in environments that feel safe and nurturing. Maori should be allowed to exercise their Tino Rangatiratanga overall of their taonga and benefit from these taonga, social service worker must respect the right of Maori where Maori can enjoy their taonga in social service settings. Participation Maintaining active lines of communication amongst there people family, participating in the karakia, koranga, kai, Whanau-Hui. Embracing the four corner stones of health i.e. Te Taha Wairua (spiritual) Te Taha Hinegaro (Mental) Te Taha Tinana (Physical) Te Taha Whanau (the family). Providing freedom for Maori to speak Te-Reo and to participate in any Maori spiritual or cultural practises. Permission Consultations of all levels with MÄori perspectives, allowing them to speak in their own language Te reo/Tikanga, involve them with kaumatua’s, families support. Let them participate in any MÄori spiritual or cultural practises, also involvement of MÄori models of health i.e. Te Whare Tapa Wha to be applied rather than western models when working with MÄori. Services accessibility for the Maori should be permitted. While engaging with Maori clients we can involve a translator who can translate Te reo with Maori clients, allowing them to practise their own culture. Task 5 Application of social service theory Explain how your actions throughout the process of assisting people to resettle in the community following residential care were guided and supported by valid theory for social service practise. Include examples. As a social worker you have to apply all four principles of Treaty O Waitangi. The four principles are Partnership, participation, protection, and permission A social worker should ensure that the needs of Maori client are taken into account when interacting with Maori or when creating policy that could affect Maori consultation or having Maori representative on the steering committee or their board while creating organisation policies and procedures to ensure that they allow Maori to rangatiratanga over their Taonga. Social workers must consider cultural values, principles or beliefs under the guidance of Te Tiriti O Waitangi for Maori. Working together with whanau Hui, involve families for support, allowing client to do her karakia, mirimiri, and involve the client in Maori culture. A social worker we should always provide safety and confidentiality for the client, respecting clients dignity and integrity, values and beliefs, social worker should build a trust with understanding each other and should have a holistic approach at all times. Te Reo/Tikanga and Development of Iwi and Maori Social workers should provide appropriate cultural supervision ,allowing the client to involve in their maoridom ,events like karakia, mirimiri, Maori community, peer group members, providing clients right to speak their language (Te Reo) involving whanau-hui,engaging the client into marae activities, providing the safety and reassuring the client that he or she is the part of facility. Social worker need to provide appropriate cultural supervision and training so all social workers provide culturally appropriate and safe practise when working with Maori, they should have integrated approach towards Maori wellbeing models and traditional knowledge within the framework of engagement. Social work ethics Social worker should be professional ,always provide clear information’s to the clients and following the ANZASW code of ethics ,promoting the clients wellbeing, involving the whanau, and always maintaining their professional boundaries ,showing respect and all relevant information’s should be kept confidential and provide safety to the client. Maori models of Practise Maori models of practise should have a holistic approach, we as social worker have to develop good relationship, understanding health, and wellness of whakapapa, have to understand the Maori models of health, e.g Te WhareTapa Wha-four corner stones of Maori health. Taha Tinana (physical health) provides safe environment, basic needs and inclusiveness. However for Maori physical well-being is intertwined with spiritual, emotional and family well-being.an example of the connection between Te taha wairua and Te taha Tinana is how for Maori the body and things associated with it are tapu. The concept of tapu (meaning sacred) was the basis of law and order and health in traditional Maori society. Taha Hinegaro-(mental health) provide education ,brochures in Maori language about the sickness, if possible translate, involve Kaumatua,whanau,friends for support. We need to consider the bigger picture retains the essence of the individual while addressing the needs of the whole, Maori think can be described as being holistic, healthy thinking for many Maori is about relationships, communication through emotions is important and more meaningful than the exchange of words and is valued just as much. We need to consider Te Taha hinegaro, be aware of the different cultural values and beliefs around health and the individual and whanau. Being respectful and open to these different beliefs and values will ensure meaningful engagement and connections can occur. In considering chronic care conditions, need to change the focus from individual management to whanau self – management. Taha Wairua(spiritual health)-practising culture, going to marae, performing karakia, mirimiri, healing body and mind, using herbal medicines. Te Taha Wairua is more on spiritual wellbeing. We need to consider the spiritual wellbeing and health of Maori people, breakdown of relationship could be seen in terms of ill health or lack of personal identity. Taha Whanau (family health) consultations at all levels of Maori, they must have equal access to all levels of services provided to Maori’s always have to provide care nurturance, which relates with Maori identity and sense of purpose. Within all whanau there are roles and responsibilities, families contribute to a person’s well-being and most importantly a person’s identity. The challenge for practitioners will be in supporting the change from an individual focus to that of a whanau focus. Referencing http://en.wikipedia.org/wiki/Treaty_of_Wait http://www.thefreelibrary.com/THE+TREATY+OF+WAITANGI+AND+SOCIAL+POLICY.-a054024005 http://whakapapa.maori.org.nz/archives/viewthread.php?TOPIC_ID=3532Page= http://www.maori.org.nz/papapanui//archives/viewthread.php?TOPIC_ID=3532 http://moodle.unitec.ac.nz/mod/page/view.php?id=162

Affirmative Action in California: Has It Outlived Its Purpose? Essay

Affirmative Action In California: Has It Outlived Its Purpose? INTRODUCTION In the past, most California public agencies believed that affirmative action was an effective tool in the fight to correct discrimination. The main intent of affirmative action was to protect women, minorities and handicap individuals from discrimination (Hill, 1998,1). Affirmative action has been used in areas such as public employment, education and contracts. But today, some public agencies are questioning the meaning of affirmative action. The opponents of affirmative action believe that it encourages preferential hiring practices and reverse discrimination. They have also taken a strong stance towards the elimination of affirmative action through the California Civil Rights Initiative – Proposition 209 (http://www.ca.gov.). The supporters of affirmative action, however, still maintain that it is needed to prevent artificial barriers in the treatment of workers and hiring and admission practices (http://www.co.la.ca.us.). Even though Proposition 209 was passed by Californ ia voters, this has not discouraged professional organizations such as Americans United for Affirmative Action (http://www.auaa.org) and the American Association for Affirmative Action (http://www.affirmativeaction.org) who are still committed to educating the public on the importance of affirmative action. The concept of affirmative action has always been and continues to be a very controversial topic. This paper will focus on the positive and negative viewpoints of affirmative action as well as the future of its existence. AFFIRMATIVE ACTION: ORIGIN AND MEANING. The existence of discriminatory behavior against minorities was the leading force in the creation of the ... ...ve action, it has not stopped professional organizations such as the AUAA and the AAAA from informing the public about the past success and importance of affirmative action. It is not clear whether affirmative action will continue to be a part of the fight against discrimination in the United States. It is clear however, that affirmative action will continue to be highly debated issue for many more years. Bibliography Larson, Richard and McDonald, Laughlin (1980). "The Rights of Racial Minorities" Affirmative action. Avon Books: 82-89. Goldman, Alan (1977). (Affirmative action." In Marshall Cohen, ed., Equality and preferential treatment. Princeton, New Jersey: Princeton University Press, 192-209. Hill, John (1998). "County of Los Angeles position on the California Civil Rights Initiative" Memo to the Los Angeles Board of Supervisors, 1-5.