Customers Behaviour in E-Commerce in China - 17665 Words

CUSTOMER’S BEHAVIOUR IN E-COMMERCE IN CHINA Case: taobao Thesis Xinxing Hong Yanlong Chen Degree Programme in International Business International Marketing Management SAVONIA UNIVERSITY OF APPLIED SCIENCES Business and Administration, Varkaus Degree Programme, option Bachelor of Business Administration, International Business, International Marketing Management Author(s) Hong Xinxing Chen Yanlong Title of study CUSTOMER’S BEHAVIOUR IN E-COMMERCE IN CHINA Type of project Date Pages Thesis Supervisor(s) of study 15th Nov. 2010 59 + 16 Executive organisation Virpi Oksanen, Tuula Linnas Abstract As nowadays communication bandwidths rise with the increase of broadband connections in China, and as†¦show more content†¦This newly developed type of marketing function is more and more popular nowadays, but the customer‟s behaviour and psychology in this situation have not been focused on enough. Especially in China, where e-commerce has developed a peak, an increasing number of people are eager to learn about e-commerce. In this case, a good analysis of customer‟s behaviour and psychology can help companies adapt to this new environment well and divide the target market. The thesis is researching customer behavior, how the customers make their purchasing decisions, variation of the consumption structure and customer psychology in ecommerce. E-business is not a product or service; it is the technology applied to the company‟s work to innovate the experiences and qualities surrounding the product. The ebusiness activities over the internet are a tool or e ngine to improve the domestic economic well being through the liberalization of domestic services, more rapid integration into the globalization of production. (Taylor Murphy 2004, 286) The research problem in the thesis is: what are the internal and external elements that affect customer‟s purchasing behavior. The internal elements may include customer‟s mental activity, personality, and thinking, while the external elements may include the social elements, purchasing environment, customer group and marketing functions and

Fame Me a Match by Lauren Barnholdt - 673 Words

The book I am reading is called Fake Me a Match I really liked this book. This book was about his one girls drama with boys her soon to be stepsister and her moms wedding. The author of this book is named Lauren Barnholdt and she wrote this book in a girls perspective of things. This book was very fun to read and kept you wondering what was going to happen next. She used figurative language in her book many times. Figurative speech is it compares two things in way that may shock you examples are smiles, metaphors, idioms and alliteration. In this book the author used figurative language Avery was as clear as mud because she was always telling lies. This is true because Avery was telling Blake her soon to be sister that she was not dating the boy she liked when she actually was. Second, she was telling a big lie that she didn’t switch the matches. Next she lied about not liking the boy who really loves her and breaking his heart when she truly liked him right back. Lastly lying to her mom because they ruined there bridesmaid dresses for her moms wedding and had to get Aery’s friend to fix it without telling her mom. As clear un mud mean she is very unclear because mud is very un-clear. The second example of figurative language I found in this book was when the author said â€Å" They cascade down to the floor in a storm of of scantrons.† The author said this because Sam stunned Avery and made her bump all the scantrons to the floor. Avery was so scared that she

The Matching Model Of Hrm Business Essay Example For Students

The Matching Model Of Hrm Business Essay As a HR specializer in a transnational company the important challenges I may confront to pull, recruit, manage and develop the endowments adapt the related policies to the local institutional environment. Ultimately, there is a cardinal challenge in a transnational company for HR specializer to accomplish a balance between centralized control of international HRM scheme and reactivity to local fortunes. There are three attacks to accomplishing this purpose: centralisation, coordination and decentalisation. Centralization refers to concentrating on activities carried out at planetary degree, and decentalisation on activities carried out at local subordinate degree. Coordination refers to a in-between land, equilibrating those activities that would best be undertaken by local subordinates with those managed by planetary or regional centres. This is dependent on the grade of integrating or distinction desired ( Ulrich 1997 ) . Due to societal and economical activities HRM has changed chiefly in name assorted times throughout history. Industrial public assistance was the first signifier of HRM in 1833. During the 1st universe war forces development increased due to authorities enterprises to promote the best usage of people. In 1921 the national institute of psychologists established and published consequences of surveies on choice trials, questioning techniques and developing methods. During 2nd universe war the focal point was on enlisting and choice and subsequently on preparation, bettering ethical motives and motive ; subject ; wellness and safety ; joint audiences and pay policies. This meant that a personnel section had to be established with trained staffs. Consultation between direction and the work force spread during the war, and forces sections became responsible for its organisation and disposal. In 1990 s a major tendency emerged where employers were seeking increasing flexible agreements in t he hours worked by employees due to an addition in figure of portion clip and impermanent contracts and the innovation of distance working. Student No: 1231385 To many directors and direction theoreticians it is critical to the endurance and success of the organisations in the 21st century. Why they think so truly derives from one individual, simple thought that people-there accomplishments, cognition and creativeness are the cardinal resources for economic and organisational success in what Peter drucker ( 1993 ) called The cognition based economic system A revolution in the people direction occurred in 1980 s which seemly overturned the established paradigm of forces direction in favor of Human resources direction. The argument relating to the nature of HRM continues today although the focal point of the argument has changed over clip. It started by trying to define the differences between Personnel Management and HRM ( Legge, 1989 ; Guest, 1991 ) analyzing the relationship of HRM schemes, integrating of HRM into concern schemes and devolution of HRM to line directors ( Lengnick-Hall and Lengnick-Hall, 1989 ; Brewster and Larson, 1992 ; ) and so the extent to which HRM can move as a key means to accomplish competitory advantage in administrations ( Barney, 1991 ) . The universalistic position posits the best of HR patterns, connoting that concern schemes and HRM policies are reciprocally independent in finding concern public presentation. The contingency position emphasises the tantrum between concern scheme and HRM policies and schemes, connoting that concern schemes are followed by HRM policies in finding concern public presentation. The configurational position postulates a coincident internal and external tantrum between a house s external environment, concern scheme and HR scheme, connoting that concern schemes and HRM policies interact, harmonizing to organizational context in finding concern public presentation. The above developments in the field of HRM highlight the part it can do towards concern success and an accent on HRM to go an built-in portion of concern scheme ( Lengnick-Hall and Lengnick-Hall, 1988 ; Brewster and Larsen, 1992 ; Bamberger and Meshoulam, 2000 ; Schuler and Jackson, 2007 ) . The outgrowth of the term strategic human resource direction ( SHRM ) is an result of such attempts. It is mostly concerned with Student No: 1231385 integration of HRM into the concern scheme and adaptation of HRM at all degrees of the administration ( Guest, 1987 ; Schuler, 1992 ) . The field of strategic HRM is still germinating and there is small understanding among bookmans sing an acceptable definition. Broadly talking, SHRM is about consistently associating people with the administration ; more specifically, it is about the integrating of HRM schemes into corporate schemes. HR schemes are basically programs and programmes that reference and work out cardinal strategic issues related to the direction of human resources in an administration ( Schuler, 1992 ) . They focus is on alliance of the administration s HR patterns, policies and programmes with corporate and strategic concern unit programs ( Greer, 1995 ) . Strategic HRM therefore links corporate scheme and HRM, and emphasises the integrating of HR with the concern and its environment. It is believed that integrating between HRM and concern scheme contributes to effectual direction of human resources, betterment in organizational public presentation and eventually the success of a peculiar concern ; Sch uler and Jackson, 1999 ) . It can besides assist administrations accomplish competitory advantage by making alone HRM systems that can non be imitated by others ( Barney, 1991 ; Huselid et al. , 1997 ) . In order for this to go on, HR sections should be forward-thinking ( future-oriented ) and the HR schemes should run systematically as an built-in portion of the overall concern program ( Stroh and Caligiuri, 1998 ) . Two nucleus facets of SHRM are: the importance given to the integrating of HRM into the concern and corporate scheme, and the devolution of HRM to line directors alternatively of forces specializers. Brewster and Larsen ( 1992 ) define integrating as the grade to which the HRM issues are considered as portion of the preparation of the concern scheme and devolution as the grade to which HRM patterns involve and give duty to line directors instead than forces specializers . Research in the field ( Lengnick-Hall and Lengnick-Hall, 1988 ; Purcell, 1989 ; Schuler, 1992 ; Storey, 1992 ; Truss et al. , 1997 ; Budhwar, 2000a ; 2000b ) high spots a figure of benefits of integrating of HRM into the corporate scheme. These include: supplying a broader scope of solutions for work outing complex organizational jobs ; guaranting the successful execution of corporate scheme ; lending a critical ingredient in accomplishing and keeping effectual organizational public presentation ; guaranting that all human, proficient and fiscal resources are given equal and Student No: 1231385 due consideration in puting ends and measuring execution capablenesss ; restricting the subordination and disregard of HR issues to strategic considerations ; supplying long-run focal point to HRM ; and assisting a house to accomplish competitory advantage. Despite the highlighted benefits of the degeneration of HRM to the line direction, it is still non widely practised in administrations. Degeneration of duty for HRM to line directors is constrained by short-run force per unit areas on concerns ( such as understating costs ) , the low educational and proficient accomplishment base of supervisors and a deficiency of preparation and competency among line directors and supervisors. The degree of devolution of HRM to line directors in an administration can be evaluated on the footing of steps such as: the extent to which primary duty for decision-making sing HRM ( sing wage and benefits, enlisting and choice, preparation and development, industrial dealingss, wellness and safety, and workforce enlargement and decrease ) lies with line directors ; the alteration in the duty of line directors for HRM maps ; the per centum of line directors trained in people direction in an administration ; the feedback given to managers/line directors sing HR related schemes ; through audiences and treatments ; the extent to which line directors are involved in decision- devising ; by giving the line directors ownership of HRM ; and by guaranting that they have realised / accepted it by acquiring their recognition ( Budhwar and Sparrow, 1997 ; 2002 ; Budhwar, 2000a ) . Early America EssaySing that internal tantrum is cardinal to universalistic theoretical accounts, the chief inquiry / job is how to find an HR system, that is, as a coherent set of interactive HR patterns that blend better in bring forthing higher concern public presentation. The methods used in developing such HR systems depend on the additive relationship , and on the interactive relationship . However, in our sentiment universalistic theoretical accounts do non explicitly see the internal integrating of HR patterns, and see them simply from an linear point of position ( besides see Pfeffer 1994 ; Becker and Gerhart, 1996 ) . Emerging research grounds ( see Delery and Doty 1996 ) reveals the alleged portfolio consequence , that is, how HR patterns support and better one another. However, it is of import to retrieve that there can be infinite combinations of patterns that will ensue in indistinguishable concern outcomes. This contributes to the construct of equifinality , in w hich indistinguishable results can be achieved by a figure of different systems of HR patterns. Support for the universalistic attack to strategic HRM is assorted as there are noteworthy differences across surveies as to what constitutes a best HR pattern . Most surveies ( Boxall and Purcell 2003 ) focal point on three mechanisms by which cosmopolitan HR patterns impact on concern public presentation: human capital base or aggregation of human resources, motivation , which is affected by a assortment of HR processes including acknowledgment, wages, and work systems ; and opportunity to lend , which is affected by occupation design, and involvement/ authorization schemes. In add-on, the best patterns approach by and large refers to the resource-based theory of house and competitory advantage, which focuses on the function internal resources such as employees play in developing and keeping a house s competitory capablenesss ( Wright et al. , 1994 ) . For a resource to be a beginning of competitory Student No: 1231385 advantage it must be rare, valuable, inimitable and non-substitutable. Therefore, HR patterns of the administration can take to competitory advantage through developing a unique and valuable human pool. The contingency or HRM as strategic integrating theoretical account argues that an administration s set of HRM policies and patterns will be effectual if it is consistent with other organizational schemes. External tantrum is so what affairs ( Schuler and Jackson, 1987 ; Lengnick-Hall and Lengnick-Hall, 1988 ; Guest, 1997 ) . As discussed above, in this respect specific HRM policies and patterns link with assorted types of generic concern schemes. For illustration, the work of Schuler and Jackson ( 1987 ) , mentioned above, suggests that the scope of HRM policies and patterns an administration should follow depend on the competitory merchandise schemes it is following. Sing that external tantrum is the cardinal construct of eventuality theoretical accounts, the eventuality attack refers foremost to the theory of the organizational scheme and so to the single HR patterns that interact with organizational scheme in order to ensue in higher organizational public presentation. The acc eptance of a eventuality HRM scheme is so associated with optimised organizational public presentation, where the effectivity of single HR patterns is contingent on house scheme. The public presentation of an administration that adopts HR patterns appropriate for its scheme will be higher The configurational or HRM as packages theoretical account argues that to claim a scheme s success turns on uniting internal and external tantrum. This attack makes usage of the alleged bundles of HR patterns, which implies the being of specific combinations or constellations of HR patterns depending on matching organizational contexts, where the key is to find which are the most effectual in footings of taking to higher concern public presentation ( Delery and Doty, 1996 ; Huselid and Becker, 1996 ) . Sing that both the internal and external tantrums are the cardinal constructs of configurational theoretical accounts, the configurational attack refers foremost to the theory of the organizational scheme and so to the systems of HR patterns that are consistent with organizational scheme in order to ensue in higher organizational public presentation. Student No: 1231385 The scope of MNC subordinate schemes are described in Perlmutter s ( 1969 ) and Bartlett and Ghoshal s ( 1989 ) well-known categorizations: aˆ? ethnocentric , planetary scheme: control is centralised and subordinates resemble the parent company ; polycentric , multi-domestic scheme: control is decentralised and subordinates conform to local patterns ; geocentric ( or regiocentric as added by Perlmutter A ; Heenan, 1974 ) , multinational scheme: subordinates and central offices likewise adhere to universe. This HRM competency can be considered as context particular or context generalisable, depending on its usefulness outside the location in which it was developed ( Taylor, et al. , 1996 ) . Based on this utility, there is a pick to be made by top direction on the attack to the design of the overall international HRM system: adaptive , exportive and Integrative . This pick of HRM scheme is mostly dependent on the internationalization scheme adopted by the steadfast multi-domestic , global and transnational . Earlier research showed that the function of HR sections in multidivisional companies was more equivocal as a consequence of increasing decentalisation ( Purcell A ; Ahlstrand, 1994 ) . The corporate HR section was frequently little, with a minor controlling function through a limited figure of high-ranking employment policies. More late, a tendency towards re-centralisation has been observed ( Arkin, 1999 ) and planetary companies runing in a big figure of states have been shown to hold a high grade of co-ordination and integrating of their International operations, and have big well-resourced corporate HR sections ( Scullion A ; Starkey, 2000 ) . However, in research by Kelly ( 2001 ) , irrespective of a centralisation or Decentralization scheme, all MNC subordinates surveyed were found to exert some grade of liberty in explicating their ain HR policies but may necessitate caput office permission for important developments affecting major outgo. There is besides the danger that the HR map is non perceived as a full spouse in the globalisation procedure due to the load of bureaucratic cardinal processs and ethnocentric and parochial HR systems and policies ( Evans, et al. , 2002: 465 ) . However, the rapid gait of internationalisation and globalisation is argued to take to a more strategic and influential function for the HR section ( Novicevic A ; Harvey, 2001 ; Scullion A ; Starkey, 2000 ) . There are a figure of activities of the corporate HR section in the international Student No: 1231385 MNC context discernable. These focus peculiarly on top-quality direction places and high possible staff worldwide, pull offing issues such as employer stigmatization, endowment development, public presentation direction, undertaking team-working, and wagess and sequence planning to develop a cell of international directors ( Kelly, 2001 ; Novicevic A ; Harvey, 2001 ; Scullion A ; Starkey, 2000 ; Sparrow, et al. , 2003 ) . In drumhead, Organizations frequently operate with a centralised policy for top directors and high potencies, but a more decentralised policy for other employees ( Scullion A ; Starkey, 2000 ) . These centralised activities are seen as a major determiner of international concern success or failure ( Stroh A ; Caligiuri, 1988 ) if consistence within the constellation of HR patterns and between the HR patterns and scheme is achieved, so the administration will accomplish better public presentation.

Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. Essay Example

Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. Essay GM INDIA POWERTRAIN PROJECT TRAINEE TOPIC SUMMARY Name of Trainee: SYAMLAL. A. R Qualification: Mechanical Engineering Institute: National Institute of Technology, Calicut Project Guide: Vinayak Angane Title of the project: SMED (Single Minute Exchange of Die), continuous improvement activity for crank changeover process. Brief Description of the project: Use SMED techniques to reduce changeover time through system for crank machining to throughput simulation approved levels. Activities to be performed by trainee: * Update crank changeover board to reflect the current. Create and manage tracking sheet of changeover issues and countermeasures. * Measure changeover times by operation. * Get changeover within ‘OEM’ specified timing by end of project. Learning/Expectation of the trainee at the end of term: * Understand process of manufacturing crankshaft. * Understand how to implement continuous improvement process on shop floor. * SMED research and implementation. ACKNOWLED GEMENT I would like to express my gratitude to all the people in the General Motors Power Train department for helping me with my project. I would like to thank the Human resources managers who gave me an opportunity to undertake such a project in a world renowned company as General Motors. I would also like to thank all the operators who passed on all the knowledge that they could in two months to help me understand all the processes. They also helped me in various situations where it seemed that my project would come to a standstill, giving me exactly what I needed to go on. Next I would like to thank the each and every single person in the crank line who helped me and guided me in every step. We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer They provided me with the resources and made suggestions that helped me improve and build a base for my ideas. I would also like to thank my fellow project trainee who had much more experience than me. He helped me to take off on my own path to completing the project with his valuable suggestion and ideas. Above all I would like to thank him for being a very good friend at the hour of need. I cannot fail to mention the undying support of Mr Kisan Kapse, Mr Prashant Kurde and Mr Bharat Sawant who helped me in every stage of the project. They were of great help in difficult times. I am deeply in debt to them whose stimulating suggestions and encouragement helped me in times. Last but not the least I would like to thank my project guide Mr Vinayak Angane who looked closely throughout the project, correcting and offering suggestions for improvement. He took time off his busy schedule to explore me with alternate approaches to my problem and with ideas that could never have occurred to me on my own. INTRODUCTION The General Motors powertrain in Pune machines cam carrier, cylinder Head, cylinder block and crankshaft. GMI powertrain in Pune is a level IV flex plant. This power train plant is the one and only Level IV Flex plant in India. A level IV flex plant means that the plant can machine different types of the same component in the same machine. This is done by changing the die holding the component and also changing the program mentioning where to machine. My project revolves around the SMED of crankshaft. Some different parts constitute of the Cylinder block, Cylinder head the Crankshaft. The crankshaft is the part of an engine which translates reciprocatinglinearpiston motion into rotation. Basically the crankshaft powers the engine. Crankshafts can be monolithic (made in a single piece) or assembled from several pieces. Monolithic crankshafts are most common, but some smaller and larger engines use assembled crankshafts. The different types of crank made in GM Powertrain Talegeon plant are 1. 0 xSDE, 1. 2 BDOHC, 1. 3 xSDE and 1. 4 BDOHC. SMED (Single Minute Exchange of Die) is a method for rapidly and efficiently converting a process from running the current product to running the next product. SMED is also often referred to a Quick Changeover. The SMED method can, and often is, used in starting up a process and rapidly getting it to running condition with minimum waste of time. SETUP CHANGE / CHANGEOVER Setup change/ Changeover is preparation, execution of activities in work station which includes hardware changes, sometimes software changes e. g. : locator centres, chuck jaws, steady program calling etc. to produce good to good parts. Change over time is defined as the time difference of the last product produced and the next new product produced with the right quality and at the right speed. The production capacity of a plant is determined by the changeover time. Unless the changeover time is reduced to the bottleneck the production can’t meet the target Production sites with long setup times are characterised by * Low flexibility of the component * Large batch sizes * High levels of stock If we decrease the setup change time then we could use the extra capacity either to increase productivity or to decrease the batch sizes. There are many benefits likereduction in lead time and therefore increased, improved and faster delivery, higher productivity and therefore satisfying customer needs faster, Reduction in working capital, less disturbances etc. SINGLE MINUITE EXCHANGE OF DIE (SMED) The process of changing die is called Single Minute Die Exchange (SMED). Single-Minute Exchange of Die  (SMED) is one of the many  lean production  methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is the key to reducing production lot sizes and thereby improving flow. The phrase single minute does not mean that all changeovers and start-ups should take only one minute, but that they should take less than 10 minutes. In short it should be a single digit number. The different features of SMED are: * It is a systematic approach that decreases disturbances and problems * The main factor that can lead to its success are team work creativity * SMED methods are used for exchange of dies, but it can also be used for cleaning and for maintenance purposes. IMPORTANCE OF REDUCING CHANGEOVER TIME Reducing changeover time is like adding capacity, increasing profitability and can help most manufacturers gain a competitive edge. Image a pit crew changing the tires on a race car. Team members pride themselves on reducing changeover by even tenths of a second because it means that their driver is on the road faster and in a better position to win. The same philosophy applies to manufacturing – the quicker you are producing the next scheduled product, the more competitive you are. Reducing changeover times is a fundamental requirement of any company to take lead over the other in production and maintaining top position. By understanding the principles and practices of the SMED system organisations will be able to cut changeovers by over 50% with very little expenditure, and to single minutes with the modification of tooling and fastening systems. Single Minute Exchange of Dies can be applied to any changeover operation and aims to reduce the overall downtime for a complete changeover to less than nine minutes. An understanding of the operational benefits to be gained from the fast exchange of tooling. The interaction of a multi-disciplined workforce constructively looking to eliminate waste from the changeover process. How unstable setups can adversely affect subsequent operations and how standard operating procedure can eliminate these concerns. A team approach in understanding the methodology used in applying SMED through theoretical explanation and practical involvement in actual changeovers. SMED IMPLEMENTATION To successfully implement SMED in a system is a difficult task. Therefore to successfully guarantee the implementation of the process, the following steps should be followed closely. STEP 1 – FOCUS * Start by choosing the right equipment to start with. . This is normally a bottle-neck with long set-up times STEP 2 BUILD THE RIGHT TEAM Work cross-functional. Operators, Technicians, Engineers and Managers should worktogether STEP 3 – MEASURE AND SET GOALS * Visualize the present situation and agree on a common goal STEP 4 – 5S * To succeed you will need a clean and well organized work-place. A 5S implementation is recommended. This process will be explained in detail as we move ahead. STEP 5 – ANALYSIS * Keenly observe the operations and processes. Analyze the present situation video-technique. The different moments are classified as being external or internal and waste or not waste. All known disturbances are listed as well. STEP 6 – SEPARATION BETWEEN INTERNAL AND EXTERNAL MOMENTS * The purpose is to secure that all external set-ups are performed when the machine is running. Use checklists, function controls and improved transports. For example collect necessary tools and consumables before the next operation starts up or sharp the tools before activity starts. STEP 7 ELIMINATION OF WASTE * Measures are carried out to reduce all types of waste. This includes: * Elimination of all need for adjustments. * Exchange of bolts for quick-fasteners. * Standardized parts, tools, dimensions Need for quality control STEP 8 FOLLOW UP AND IMPROVE * Each changeover should be so planned that it is better and faster than the previous one. Each changeover should be analysed and properly documented which includes suggestion that could make it faster THE 5S SYSTEM â€Å"5S† is a method to create a safer, cleaner, and better-organized workplace. The five S in the process stand for: * SET IN ORDER The princi ple here is to keep things in their proper places. One guide to proper placement is to keep frequently-used items handy, and store other things where they can be found. In reference to a workplace, it means: At present the tools required for the changeover process are stored in red tool carts and the carts are kept in a specific location for easy access. The tool carts are rolled to the machine where changeover is taking place at the required time. SORT Every tool which is used for a changeover process must be tagged and identified properly. All the operators involved in the changeover must be aware of the location and purpose of the tool. SHINY CLEAN This is the exception – the only one-time activity in the 5S method. This stage has two goals: Determine and gain agreement on the desired level of cleanliness * Learn how to make new routines so this will become standardized STANDARDIZED CLEANUP In this phase consider the sources of dirt: air-borne dust; sawdust or other dry powder from cutting operations; splatter from wet processes; or simple trash because there is no proper container. A practical target is to have all workers take five minut es every day to tidy up after themselves – including the time to complete and sign the checklists. Supervisors should monitor compliance with the clean-up. The checklists make this both important and achievable. SUSTAIN This phase is perhaps the most important concept that includes instilled discipline, self-discipline, common cultural values, and self-motivated practice to improve. This step requires continued management support and communication. It brings out the leadership qualities of the employees and also improves their human values too. All these activities should be followed up on a regular basis with full commitment and hard work from all operators as well as managers for SMED to be a success. ACTIVITIES PERFORMED * Understood process of manufacturing crankshaft Understood the process of manufacturing crankshaft with the process flow of current status and different machines involved. * Understood activities performed by different machines OP 10:Machine: HELLER * Mill the lengths * Centring * Orbital and hollow milling OP 20:Machine: HELLER * Rough milling of mains/pins incl. * Counter weights and incl. * Rough diameter of mains and pins OP 25:Machine: HELLER * Broaching of mains and journals OP 30:Machine: HELLER * Outer Diameter milling of pins OP 40 (A B):Machine: NTC * Drill and camphor oil holes OP 50:Machine: ELOTHERM * Washing Hardening (only for xSDE) * Tempering (only for xSDE) OP 60:Machine: HEGENSCHIEDL * Deep rolling * Strengthening OP 70:Machine: NTC * Recenter both ends OP 80:Machine: NILES-SIMMONS * Finish turning * Thrust face and hub outer diameter and post end shoulder * Post process measuring OP 100 (A B):Machine: LANDIS * Grinding mains and pins OP 110 (A B):Machine: NTC * Ream index holes * Milling keyway * Machine rel uctor ring holes and flange holes OP 120:Machine: ROBOTIC * Brush * Check oil holes OP 140:Machine: LANDIS * Grinding Flange and post ends OP 160:Machine: SCHENK BALANCE Balancing OP 170:Machine: SUP FINA * Polish mains and pins * Thrust face and flange outer diameter (2 stations) OP 180:Machine: FINE TEC * Wash and dry OP 190:Machine: HOMMEL * Final inspection (2 stations) OP 200:Machine: MANUAL * Manual assembly of dowel pin SMED FOR CRANKSHAFT CHANGEOVER My project revolves around the changeover process in the crankshaft line. My project activities can be divided into the following: * Documentation of the changeover process for the entire crankshaft line. * Identified and separated internal and external activities for the changeover process. To define separate activities for different operators. My activity here consists of reducing changeover time. TO REDUCE CHANGEOVER TIME USING SMED TECHNIQUES The steps involved in reducing the changeover tie using this method are: 1. Observe the current methodology 2. Document it appropriately 3. Separate the INTERNAL and EXTERNAL activities. Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. Make sure it is properly documented. 4. Do most of the activities to be done during the changeover to be done when the previous batch is being done or while the buffer is running. 5. Try to simplify each and every process. 6. The procedure as well as the measures taken to simplify the timings should be well documented and easily accessible. 7. Keep a standard improvement percentage for each new changeover. Teamwork, meaning several operators sharing changeover operations in order to minimize the stop time is also scarce. As changeovers take time, cause productivity loss and carry costs, the temptation is to dilute them in changing less often by launching bigger batches. This policy ends up with higher inventories and lower agility for the production. Documented the current changeover process The machine is usually stopped and all changeover operations happen in sequence, while the machine is stopped. The machine will start again only after completion of adjustments and trials. Most often all these operations are done without any standard method nor procedures or checklists. This means the changeover sequence, and hence its duration is related to individual know-how, skills and habits. During this stage: * Agreed on the start and end of the changeover * Observed the changeover * Recorded ALL observations * Organized it and created changeover table * Record times for each element The time required for each individual steps were measured and added to the table for OP 20, OP 25, OP 30 and OP 40. Recorded and organized all observations for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and created a table as follows: Separated INTERNAL and EXTERNAL activities Another important process is separating the internal and external activities performed during changeover. This is a serious procedure which must be done with a lot of care, which will help in the reduction of changeover time. During this stage: * Identified whether each step in the changeover is ‘internal’ or ‘external’ * INTERNAL activities are those which can be performed only when the machine is stopped (e. g. : removing or clamping jaws) * EXTERNAL activities are those which can occur while the machine is running (e. g. returning tools to storage after use and bringing new tools to the machine) * Separated each step involved in changeover to internal and external Separated activities for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and added in the same table. Different external activities consist of: * Having everything prepared before stopping the machine (checklists) * Any preheating, pr e-cleaning, presetting that could be completed * Standardizing changeover parts with attachments/improvements to help speed up centering and securing * Cleaning and keeping new changeover parts to be changed Defined activities for both team members During the next phase of the project, I defined activities for both the team members involved in the changeover, i. e. the steps that must be performed by first operator and second operator were classified. The thought of parallel operations leads mainly to the following features: * Two or more people doing different jobs at the same time (e. g. : while first operator removing tool, second one bringing tool trolley in position in case of OP 20) Two people working together on one operation (e. g. : Both the operators changing over OP 40 A and OP 40 B simultaneously Others * Recorded the different tools and the auxillary equipments required to complete the changeeover * The different tools used in every step of changeover were noted down. * Bolt size of different allen screws were recorded * Auxillary equipments needed such as torque wrench, ratchet etc. were added in the same tabe * Organized changeover parts in the part trolley As part of the implementation of 5S system, inorder to reduce the part searching time, each and every part involved in the changeover process were photographed. These photos were stick inside the machine tool trolley and hence the part searching time was reduced. * Improving location labeling to make items easier to find * Organized changeover parts in part trolley with photos having part number and part name on them * Hence reducing the time required for accessing the correct part * Deskilling and avoiding confusion SAMPLE PICTURE * The photographs were stick inside the tool trolley For different models, differents racks were provided so as to avoid confusion * In one rack, the space wasseparated inorder to fit to all the parts to be changed over All the above processes helped in reducing the part searching time and also worked as an alternate checklist. Also created a chelist of different parts to be changed for different operations. * Measured changeover time by station * Plotted graph with comparison of actual time taken by station for changeover to simulation * Plotted graph for total time taken for changeover for OP 20 to OP 180 Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 * Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 Suggestions * Providing power tool for all loosening and tightening processes instead of Allen key * Power tool will reduce about: 15 min for OP 20 3 min for OP 25 9 min for OP 30 * OP 40 * Changeover both OP 40 A and OP 40 B simultaneously * Reduce machine lockout time by making bed flush valve in action which was not noticed earlier * Hence solved problem of chips getting stuck in burr OP 60 * Get power tool * Change the tool tray (boxes) in which rollers are placed * Arrange rollers in boxes in same order that they are to be used * Stick colour codes on box also * Make arrangement loosen minimum number of bolts and adjust measuring probe * Provide power t ool for OP 80 will reduce approximately 4 min * OP 160 * Provide a plastic kit (box) with separations which can be taken and placed inside the machine through the side door which makes the operator not to lean in and out of machine each and every time * Bearing seal on the extreme is not used for 1. xSDE which is not required to be mounted * OP 10, OP 50, OP 70, OP 100, OP 110, OP 120 and OP 180 are already changed over in time or about time CONCLUSION At the end of the project, I was able to understand process of manufacturing crankshaft, different machines used in crank line and their uses, what is changeover and its use in the plant, advantages and disadvantages of changeover and importance of reducing changeover time. As a preliminary step to the project, I studied the basic idea of SMED (Single Minute Exchange of Die) and 5S techniques. Found out how SMED techniques can be used to reduce changeover time. During the project, I documented the whole process step by step for changeover for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160. Organized these steps and created a changeover procedure table. Defined activities for both the team members involved in the changeover in the same table. Separated internal and external activities occurring during changeover and marked it in the changeover procedure table. Time taken for each step in the same table was also recorded (for OP 20, OP 25, OP 30 and OP 40). Reduced machine lockout time for OP 40 by making bed flush valve in action which was not noticed earlier and hence solved the problem of chips getting stuck in the burr and making the cleaning process long and difficult. The changeover parts in the part trolley were organized with the help of photos having part number and part name. Measured changeover time by station and plotted graphs: * Comparison of actual time taken by station for changeover with simulation time (For OP 20 to OP 180 for last 7 changeovers) * Total time taken for changeover by stations For OP 20 to OP 180 for last 7 changeovers) * Time taken for changing over from 1. 0 xSDE to 1. 2 BDOHC (For OP 20 to OP 180 for last 4 changeovers) * Time taken for changing over from 1. 2 BDOHC to 1. 0 xSDE (For OP 20 to OP 180 for last 5 changeovers) Updated crank changeover board to reflect current by updating different graphs required and action plan. The process to implement continuous improvement on shop floor was understood and perfected. Different steps to decrease the time taken for changeover process and to bring it under OEM specified timing was suggested. Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. Essay Example Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. Essay GM INDIA POWERTRAIN PROJECT TRAINEE TOPIC SUMMARY Name of Trainee: SYAMLAL. A. R Qualification: Mechanical Engineering Institute: National Institute of Technology, Calicut Project Guide: Vinayak Angane Title of the project: SMED (Single Minute Exchange of Die), continuous improvement activity for crank changeover process. Brief Description of the project: Use SMED techniques to reduce changeover time through system for crank machining to throughput simulation approved levels. Activities to be performed by trainee: * Update crank changeover board to reflect the current. Create and manage tracking sheet of changeover issues and countermeasures. * Measure changeover times by operation. * Get changeover within ‘OEM’ specified timing by end of project. Learning/Expectation of the trainee at the end of term: * Understand process of manufacturing crankshaft. * Understand how to implement continuous improvement process on shop floor. * SMED research and implementation. ACKNOWLED GEMENT I would like to express my gratitude to all the people in the General Motors Power Train department for helping me with my project. I would like to thank the Human resources managers who gave me an opportunity to undertake such a project in a world renowned company as General Motors. I would also like to thank all the operators who passed on all the knowledge that they could in two months to help me understand all the processes. They also helped me in various situations where it seemed that my project would come to a standstill, giving me exactly what I needed to go on. Next I would like to thank the each and every single person in the crank line who helped me and guided me in every step. We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Smed (Single Minute Exchange of Die), Continuous Improvement Activity for Crank Changeover Process. specifically for you FOR ONLY $16.38 $13.9/page Hire Writer They provided me with the resources and made suggestions that helped me improve and build a base for my ideas. I would also like to thank my fellow project trainee who had much more experience than me. He helped me to take off on my own path to completing the project with his valuable suggestion and ideas. Above all I would like to thank him for being a very good friend at the hour of need. I cannot fail to mention the undying support of Mr Kisan Kapse, Mr Prashant Kurde and Mr Bharat Sawant who helped me in every stage of the project. They were of great help in difficult times. I am deeply in debt to them whose stimulating suggestions and encouragement helped me in times. Last but not the least I would like to thank my project guide Mr Vinayak Angane who looked closely throughout the project, correcting and offering suggestions for improvement. He took time off his busy schedule to explore me with alternate approaches to my problem and with ideas that could never have occurred to me on my own. INTRODUCTION The General Motors powertrain in Pune machines cam carrier, cylinder Head, cylinder block and crankshaft. GMI powertrain in Pune is a level IV flex plant. This power train plant is the one and only Level IV Flex plant in India. A level IV flex plant means that the plant can machine different types of the same component in the same machine. This is done by changing the die holding the component and also changing the program mentioning where to machine. My project revolves around the SMED of crankshaft. Some different parts constitute of the Cylinder block, Cylinder head the Crankshaft. The crankshaft is the part of an engine which translates reciprocatinglinearpiston motion into rotation. Basically the crankshaft powers the engine. Crankshafts can be monolithic (made in a single piece) or assembled from several pieces. Monolithic crankshafts are most common, but some smaller and larger engines use assembled crankshafts. The different types of crank made in GM Powertrain Talegeon plant are 1. 0 xSDE, 1. 2 BDOHC, 1. 3 xSDE and 1. 4 BDOHC. SMED (Single Minute Exchange of Die) is a method for rapidly and efficiently converting a process from running the current product to running the next product. SMED is also often referred to a Quick Changeover. The SMED method can, and often is, used in starting up a process and rapidly getting it to running condition with minimum waste of time. SETUP CHANGE / CHANGEOVER Setup change/ Changeover is preparation, execution of activities in work station which includes hardware changes, sometimes software changes e. g. : locator centres, chuck jaws, steady program calling etc. to produce good to good parts. Change over time is defined as the time difference of the last product produced and the next new product produced with the right quality and at the right speed. The production capacity of a plant is determined by the changeover time. Unless the changeover time is reduced to the bottleneck the production can’t meet the target Production sites with long setup times are characterised by * Low flexibility of the component * Large batch sizes * High levels of stock If we decrease the setup change time then we could use the extra capacity either to increase productivity or to decrease the batch sizes. There are many benefits likereduction in lead time and therefore increased, improved and faster delivery, higher productivity and therefore satisfying customer needs faster, Reduction in working capital, less disturbances etc. SINGLE MINUITE EXCHANGE OF DIE (SMED) The process of changing die is called Single Minute Die Exchange (SMED). Single-Minute Exchange of Die  (SMED) is one of the many  lean production  methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is the key to reducing production lot sizes and thereby improving flow. The phrase single minute does not mean that all changeovers and start-ups should take only one minute, but that they should take less than 10 minutes. In short it should be a single digit number. The different features of SMED are: * It is a systematic approach that decreases disturbances and problems * The main factor that can lead to its success are team work creativity * SMED methods are used for exchange of dies, but it can also be used for cleaning and for maintenance purposes. IMPORTANCE OF REDUCING CHANGEOVER TIME Reducing changeover time is like adding capacity, increasing profitability and can help most manufacturers gain a competitive edge. Image a pit crew changing the tires on a race car. Team members pride themselves on reducing changeover by even tenths of a second because it means that their driver is on the road faster and in a better position to win. The same philosophy applies to manufacturing – the quicker you are producing the next scheduled product, the more competitive you are. Reducing changeover times is a fundamental requirement of any company to take lead over the other in production and maintaining top position. By understanding the principles and practices of the SMED system organisations will be able to cut changeovers by over 50% with very little expenditure, and to single minutes with the modification of tooling and fastening systems. Single Minute Exchange of Dies can be applied to any changeover operation and aims to reduce the overall downtime for a complete changeover to less than nine minutes. An understanding of the operational benefits to be gained from the fast exchange of tooling. The interaction of a multi-disciplined workforce constructively looking to eliminate waste from the changeover process. How unstable setups can adversely affect subsequent operations and how standard operating procedure can eliminate these concerns. A team approach in understanding the methodology used in applying SMED through theoretical explanation and practical involvement in actual changeovers. SMED IMPLEMENTATION To successfully implement SMED in a system is a difficult task. Therefore to successfully guarantee the implementation of the process, the following steps should be followed closely. STEP 1 – FOCUS * Start by choosing the right equipment to start with. . This is normally a bottle-neck with long set-up times STEP 2 BUILD THE RIGHT TEAM Work cross-functional. Operators, Technicians, Engineers and Managers should worktogether STEP 3 – MEASURE AND SET GOALS * Visualize the present situation and agree on a common goal STEP 4 – 5S * To succeed you will need a clean and well organized work-place. A 5S implementation is recommended. This process will be explained in detail as we move ahead. STEP 5 – ANALYSIS * Keenly observe the operations and processes. Analyze the present situation video-technique. The different moments are classified as being external or internal and waste or not waste. All known disturbances are listed as well. STEP 6 – SEPARATION BETWEEN INTERNAL AND EXTERNAL MOMENTS * The purpose is to secure that all external set-ups are performed when the machine is running. Use checklists, function controls and improved transports. For example collect necessary tools and consumables before the next operation starts up or sharp the tools before activity starts. STEP 7 ELIMINATION OF WASTE * Measures are carried out to reduce all types of waste. This includes: * Elimination of all need for adjustments. * Exchange of bolts for quick-fasteners. * Standardized parts, tools, dimensions Need for quality control STEP 8 FOLLOW UP AND IMPROVE * Each changeover should be so planned that it is better and faster than the previous one. Each changeover should be analysed and properly documented which includes suggestion that could make it faster THE 5S SYSTEM â€Å"5S† is a method to create a safer, cleaner, and better-organized workplace. The five S in the process stand for: * SET IN ORDER The princi ple here is to keep things in their proper places. One guide to proper placement is to keep frequently-used items handy, and store other things where they can be found. In reference to a workplace, it means: At present the tools required for the changeover process are stored in red tool carts and the carts are kept in a specific location for easy access. The tool carts are rolled to the machine where changeover is taking place at the required time. SORT Every tool which is used for a changeover process must be tagged and identified properly. All the operators involved in the changeover must be aware of the location and purpose of the tool. SHINY CLEAN This is the exception – the only one-time activity in the 5S method. This stage has two goals: Determine and gain agreement on the desired level of cleanliness * Learn how to make new routines so this will become standardized STANDARDIZED CLEANUP In this phase consider the sources of dirt: air-borne dust; sawdust or other dry powder from cutting operations; splatter from wet processes; or simple trash because there is no proper container. A practical target is to have all workers take five minut es every day to tidy up after themselves – including the time to complete and sign the checklists. Supervisors should monitor compliance with the clean-up. The checklists make this both important and achievable. SUSTAIN This phase is perhaps the most important concept that includes instilled discipline, self-discipline, common cultural values, and self-motivated practice to improve. This step requires continued management support and communication. It brings out the leadership qualities of the employees and also improves their human values too. All these activities should be followed up on a regular basis with full commitment and hard work from all operators as well as managers for SMED to be a success. ACTIVITIES PERFORMED * Understood process of manufacturing crankshaft Understood the process of manufacturing crankshaft with the process flow of current status and different machines involved. * Understood activities performed by different machines OP 10:Machine: HELLER * Mill the lengths * Centring * Orbital and hollow milling OP 20:Machine: HELLER * Rough milling of mains/pins incl. * Counter weights and incl. * Rough diameter of mains and pins OP 25:Machine: HELLER * Broaching of mains and journals OP 30:Machine: HELLER * Outer Diameter milling of pins OP 40 (A B):Machine: NTC * Drill and camphor oil holes OP 50:Machine: ELOTHERM * Washing Hardening (only for xSDE) * Tempering (only for xSDE) OP 60:Machine: HEGENSCHIEDL * Deep rolling * Strengthening OP 70:Machine: NTC * Recenter both ends OP 80:Machine: NILES-SIMMONS * Finish turning * Thrust face and hub outer diameter and post end shoulder * Post process measuring OP 100 (A B):Machine: LANDIS * Grinding mains and pins OP 110 (A B):Machine: NTC * Ream index holes * Milling keyway * Machine rel uctor ring holes and flange holes OP 120:Machine: ROBOTIC * Brush * Check oil holes OP 140:Machine: LANDIS * Grinding Flange and post ends OP 160:Machine: SCHENK BALANCE Balancing OP 170:Machine: SUP FINA * Polish mains and pins * Thrust face and flange outer diameter (2 stations) OP 180:Machine: FINE TEC * Wash and dry OP 190:Machine: HOMMEL * Final inspection (2 stations) OP 200:Machine: MANUAL * Manual assembly of dowel pin SMED FOR CRANKSHAFT CHANGEOVER My project revolves around the changeover process in the crankshaft line. My project activities can be divided into the following: * Documentation of the changeover process for the entire crankshaft line. * Identified and separated internal and external activities for the changeover process. To define separate activities for different operators. My activity here consists of reducing changeover time. TO REDUCE CHANGEOVER TIME USING SMED TECHNIQUES The steps involved in reducing the changeover tie using this method are: 1. Observe the current methodology 2. Document it appropriately 3. Separate the INTERNAL and EXTERNAL activities. Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. Make sure it is properly documented. 4. Do most of the activities to be done during the changeover to be done when the previous batch is being done or while the buffer is running. 5. Try to simplify each and every process. 6. The procedure as well as the measures taken to simplify the timings should be well documented and easily accessible. 7. Keep a standard improvement percentage for each new changeover. Teamwork, meaning several operators sharing changeover operations in order to minimize the stop time is also scarce. As changeovers take time, cause productivity loss and carry costs, the temptation is to dilute them in changing less often by launching bigger batches. This policy ends up with higher inventories and lower agility for the production. Documented the current changeover process The machine is usually stopped and all changeover operations happen in sequence, while the machine is stopped. The machine will start again only after completion of adjustments and trials. Most often all these operations are done without any standard method nor procedures or checklists. This means the changeover sequence, and hence its duration is related to individual know-how, skills and habits. During this stage: * Agreed on the start and end of the changeover * Observed the changeover * Recorded ALL observations * Organized it and created changeover table * Record times for each element The time required for each individual steps were measured and added to the table for OP 20, OP 25, OP 30 and OP 40. Recorded and organized all observations for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and created a table as follows: Separated INTERNAL and EXTERNAL activities Another important process is separating the internal and external activities performed during changeover. This is a serious procedure which must be done with a lot of care, which will help in the reduction of changeover time. During this stage: * Identified whether each step in the changeover is ‘internal’ or ‘external’ * INTERNAL activities are those which can be performed only when the machine is stopped (e. g. : removing or clamping jaws) * EXTERNAL activities are those which can occur while the machine is running (e. g. returning tools to storage after use and bringing new tools to the machine) * Separated each step involved in changeover to internal and external Separated activities for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160 and added in the same table. Different external activities consist of: * Having everything prepared before stopping the machine (checklists) * Any preheating, pr e-cleaning, presetting that could be completed * Standardizing changeover parts with attachments/improvements to help speed up centering and securing * Cleaning and keeping new changeover parts to be changed Defined activities for both team members During the next phase of the project, I defined activities for both the team members involved in the changeover, i. e. the steps that must be performed by first operator and second operator were classified. The thought of parallel operations leads mainly to the following features: * Two or more people doing different jobs at the same time (e. g. : while first operator removing tool, second one bringing tool trolley in position in case of OP 20) Two people working together on one operation (e. g. : Both the operators changing over OP 40 A and OP 40 B simultaneously Others * Recorded the different tools and the auxillary equipments required to complete the changeeover * The different tools used in every step of changeover were noted down. * Bolt size of different allen screws were recorded * Auxillary equipments needed such as torque wrench, ratchet etc. were added in the same tabe * Organized changeover parts in the part trolley As part of the implementation of 5S system, inorder to reduce the part searching time, each and every part involved in the changeover process were photographed. These photos were stick inside the machine tool trolley and hence the part searching time was reduced. * Improving location labeling to make items easier to find * Organized changeover parts in part trolley with photos having part number and part name on them * Hence reducing the time required for accessing the correct part * Deskilling and avoiding confusion SAMPLE PICTURE * The photographs were stick inside the tool trolley For different models, differents racks were provided so as to avoid confusion * In one rack, the space wasseparated inorder to fit to all the parts to be changed over All the above processes helped in reducing the part searching time and also worked as an alternate checklist. Also created a chelist of different parts to be changed for different operations. * Measured changeover time by station * Plotted graph with comparison of actual time taken by station for changeover to simulation * Plotted graph for total time taken for changeover for OP 20 to OP 180 Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 * Plotted graph for time taken to changeover from model 1. 0 to 1. 2 for OP 20 to OP 180 Suggestions * Providing power tool for all loosening and tightening processes instead of Allen key * Power tool will reduce about: 15 min for OP 20 3 min for OP 25 9 min for OP 30 * OP 40 * Changeover both OP 40 A and OP 40 B simultaneously * Reduce machine lockout time by making bed flush valve in action which was not noticed earlier * Hence solved problem of chips getting stuck in burr OP 60 * Get power tool * Change the tool tray (boxes) in which rollers are placed * Arrange rollers in boxes in same order that they are to be used * Stick colour codes on box also * Make arrangement loosen minimum number of bolts and adjust measuring probe * Provide power t ool for OP 80 will reduce approximately 4 min * OP 160 * Provide a plastic kit (box) with separations which can be taken and placed inside the machine through the side door which makes the operator not to lean in and out of machine each and every time * Bearing seal on the extreme is not used for 1. xSDE which is not required to be mounted * OP 10, OP 50, OP 70, OP 100, OP 110, OP 120 and OP 180 are already changed over in time or about time CONCLUSION At the end of the project, I was able to understand process of manufacturing crankshaft, different machines used in crank line and their uses, what is changeover and its use in the plant, advantages and disadvantages of changeover and importance of reducing changeover time. As a preliminary step to the project, I studied the basic idea of SMED (Single Minute Exchange of Die) and 5S techniques. Found out how SMED techniques can be used to reduce changeover time. During the project, I documented the whole process step by step for changeover for OP 20, OP 25, OP 30, OP 40, OP 60, OP 70, OP 80, OP 100 and OP 160. Organized these steps and created a changeover procedure table. Defined activities for both the team members involved in the changeover in the same table. Separated internal and external activities occurring during changeover and marked it in the changeover procedure table. Time taken for each step in the same table was also recorded (for OP 20, OP 25, OP 30 and OP 40). Reduced machine lockout time for OP 40 by making bed flush valve in action which was not noticed earlier and hence solved the problem of chips getting stuck in the burr and making the cleaning process long and difficult. The changeover parts in the part trolley were organized with the help of photos having part number and part name. Measured changeover time by station and plotted graphs: * Comparison of actual time taken by station for changeover with simulation time (For OP 20 to OP 180 for last 7 changeovers) * Total time taken for changeover by stations For OP 20 to OP 180 for last 7 changeovers) * Time taken for changing over from 1. 0 xSDE to 1. 2 BDOHC (For OP 20 to OP 180 for last 4 changeovers) * Time taken for changing over from 1. 2 BDOHC to 1. 0 xSDE (For OP 20 to OP 180 for last 5 changeovers) Updated crank changeover board to reflect current by updating different graphs required and action plan. The process to implement continuous improvement on shop floor was understood and perfected. Different steps to decrease the time taken for changeover process and to bring it under OEM specified timing was suggested.

Astronomy and Renaissance essays

Astronomy and Renaissance essays The Renaissance was a time for reform. Renaissance, French for rebirth, describes the intellectual and economic changes that occurred in Europe from the fourteenth through the sixteenth centuries. During this time, Europe emerged from the economic decline of the Middle Ages and experienced a time of financial growth. Most importantly, the Renaissance was an age in which artistic, social, scientific, and political thought revolutionized. In the area of astrology, Renaissance scientists changed the ideas and theories that were familiar in the Middle Ages. Scientists such as Nicholas Copernicus (1473-1543), Tycho Brahe (1546-1601), Johannes Kepler (1571-1630), and Galileo Galilei (1564-1642) made new discoveries, introduced new instruments, and developed ideas that modernized Renaissance beliefs. During the Middle Ages and even going back to early Greek and Roman culture, it was believed that the earth was the center of the universe. The sun, moon, planets, and stars had two functions: first, motion in orbit around the fixed earth, and second, a participation in the daily rotation of the celestial sphere which produced our daily cycle of night and day (Cohen, 37). Before Galileo and Copernicus, there was the theory composed by an astronomer named Claudius Ptolemaeus known as Ptolemy (died 141 or 151 AD). He wrote a book, The Almagest, where he described and summarized most of ancient mans understanding of the universe. In detail, he describes the appearances of the stars and planets, and tried to explain how the universe was constructed and how it worked (Ptolemaic System, 2). This was later known as the Ptolemaic system. However, this system assured that the Earth stood still and was at the center of the universe. Aristotle (384-322 BC) supported the theory of an earth centered universe with laws of physics and philosophy. Aristotle was a student of Plato, founding his own school of Natural Philosoph...

Womans Place in Mans Life Cycle

Womans Place in Mans Life Cycle Introduction Gilligan suggests that there are gender differences, but these differences should result into misconception that women are inferior due to their gender.Advertising We will write a custom essay sample on Womans Place in Mans Life Cycle specifically for you for only $16.05 $11/page Learn More She argues that the moral reasoning from the female point of view emphasizes the responsibility to others while Kohlberg’s model of moral reasoning from male point of view stresses individualism. Gilligan attributes her suggestion to the differences in matters of relationships and dependency. Proper masculinity development in men and boys demands separation from maternal care in order to attain independence. Women and girls on the other hand require intimacy and attachment to their mother for them to develop their femininity. Hence, masculinity is determined by the extent of the maternal separation and femininity is determined by the extent of maternal intimacy. The moral reasoning from female perspective shows responsibility while moral reasoning from male perspective shows individuation. I agree with the Gilligan’s argument that there is a gender disparity in the nature of the roles in the society in terms of educational achievement, morality development, and acquirement of independence and intimacy. Role of Self in the Society Educational achievement is a major disparity in the gendered role development in the society. According to Nicholas, Chodorow supports Gilligan’s views on the gender development, adding that there is gender based academic ethics and performance (39). Basing on Gilligan argument, I strongly agree that Girls assess and access education from sociological point of view in that, through socialization with their peers, family members, teachers, and the community, girls fulfill their educational achievement. On contrary, the independence character of boys makes them concentrate on their education since they focus their independence on obtaining individual achievement (Gilligan 36). The inclination of the male identity to the independence, achievement, and individuation give boys an upper hand in their academic achievements. I do agree with Gilligan that there are gendered differences in educational achievement because statistics has that boys perform better than girls do (39). This finding does not imply that girls are weaker educationally but rather differ in the perception and conception of education, thus Gilligan is very right when she recognizes the gendered difference.Advertising Looking for essay on gender studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More The feminine inclination to the dependence, relationships, and socialization makes girls perceptions and conception of educational achievement to be based on the attitudes of the community and family (Lovinger 69). Thus, the educational achievement of a girl d epends on the pressure from the surrounding peer, family, and community. The observational theory of Bandura suggesting that learning can occur by observing others reaffirm Gilligan perspective on the nature of feminine education (Chodorow Para. 6). I support Gilligan’s feminist argument that dependence negatively influences the girls’ educational performance as educational achievement demands demonstration of self-reliance and originality of one’s ability. According to smith, Coleman on education introduced the concept of social capital as â€Å"what is embodied in the relations among persons† (Para. 2). The social capital is important in building human Capital, which are the social connections that enhance education in women. Therefore, â€Å"combination with Chodorows and Gilligans explanations provides a viable explanation for the effect that social relationships have on students academic outcomes† (Smith Para. 2). Thus, I agree with Gilliganâ €™s views on the gendered education, despite her criticism from male psychologists. Development of morality begins right from childhood and develops gradually into adulthood where gender difference is reflected in the life of an adult. Due to the differences in the development of the gendered roles in the society, there is significance gender difference in the achievement of self and morality in the society. The development and achievement of conventional morality requires system of learned attitudes from the society (Kolhberg 22). The gender differences in terms of orientation towards caring and relationships forms the divergent point in self and moral achievement. According to Gilligan’s hypothesis, during development and achievement of morality and self, boys are inclined to justice while girls are more inclined towards caring (39). In adulthood, when faced with real-life moral dilemmas, men perceive the dilemma from justice point of view while women perceive the dilem ma from caring point of view as they try to resolve (Kohlberg 24). This is quite practical because if one takes a case scenario of a real-life dilemma and demand possible solutions, the solution will be inclined to gender differences and this proves Gilligan’s argument that the role of self is gender-based true. Gilligan further criticized psychological theories that try to describe woman from masculine point of view. Sigmund Freud’s Electra and Oedipal complexes describe the psychosexual development of a child but Electra complex portray woman as penile envy – describing woman in terms of masculine perception. According to the psychosexual theory, before the female child experience Electra complex, she has emotional attachment to her mother and this attachment is the cause of developmental failure in women.Advertising We will write a custom essay sample on Womans Place in Mans Life Cycle specifically for you for only $16.05 $11/page Learn More The poor resolution of the penile envy conflict in the psyche results in the compromised ego development in women. This leads to Freud’s conclusion that, the moral judgment in women is significantly influenced by the conditions of affection and hostility (Cherry Para. 8). Freud is depicting women from male point of view instead of from feminine point of view hence Gilligan perspective is more plausible. Independence and intimacy is one of the gendered roles in the society according to Gilligan. For instance, the development of femininity requires that girls form a very close and intimate relationship with the mother so that they can learn their feminine roles. The mother also has an emotional attachment to the girl as they are of the same gender and can freely interact sharing their intimate issues (McClelland 54). Due to the intimate relationships, girls tend to spend more time with their mothers than boys, and this is where the divergent roles of gender occur. The resulting effect of the intimate relationships of girl-mother makes the girl more dependent and social because the relationships have been an integral part of her development. The weakness in the feminine development is the dependence character that makes her always be reliant on others in terms of socialization (Gilligan 31). In contrast, according to Erik Eriksson, the extent of the masculinity development depends on the maternal separation of the boys and adoption of the independent life (Smith Para. 8). The independence character of boys is a virtue in the society that shows maturity, the quality even girls require in competing effectively with the boys and assert their quest for equality. Gilligan’s arguments are novel and I conclusively agree with them. Conclusion Gilligan explanation on the disparity of the gendered roles in the society in terms of moral development, educational achievement, and acquirement of independence and intimacy have greatly criticized and chang ed the psychological theories. Her arguments have provided a plausible explanation as to why there are gender differences in the roles and achievement of the roles in the society. The conclusive findings is that male are inclined to independence, individuation, self-achievement and logical morality while female are inclined to intimacy, relationships, socialization and caring morality and this sums up my agreement on Gilligan’s view that the role self in society is based on gender. Cherry, Kendra. â€Å"Freuds Stages of Psychosexual Development.† Psychology. 2010. Web.Advertising Looking for essay on gender studies? Let's see if we can help you! Get your first paper with 15% OFF Learn More Chodorow, Nancy. â€Å"Womens Intellectual Contributions to the Study of Mind and Society.† Webster. 2002. Web. Gilligan, Carol. â€Å"Womens Place in Mans Life Cycle.† Harvard Educational Review. 1979. 49(4); 31-46. Kohlberg, Lawrence. Continuities and Discontinuities in Childhood and Adult Moral Development Revisited. In Collected Papers on Moral Development and Moral Education. Moral Education Research Foundation. 1973. Harvard University. Lovinger, Jane. â€Å"Measuring Ego Development.† 1970. San Francisco: Jossey-Bass. McClelland, David. â€Å"Power: The Inner Experience.† 1975. New York: Irvington. Nicholas, Davidson. â€Å"Feminism and Sexual Harassment.† Society. 1983. 28(4); 39-44. Smith, Williams. â€Å"Gender differences in the academic ethic and academic achievement† Psychology. 2005. Web.

Participant Observation Assignment Essay Example | Topics and Well Written Essays - 1000 words

Participant Observation Assignment - Essay Example The research questions formulated in this paper are mainly based on empirical observation, that is, information gained by means of watching, experiments or by performing some research study. This field work has been conducted on August 6, 2009 during 10.30 AM and 12.35 PM. The journey for observation assignment started from Hudson, NY station and ended at NY-Penn Station. The train selected for this observation assignment is Empire Service-Eastbound train (which is running Mondays thru Saturdays) whose number is 280. The source station of this train is Niagara Falls, NY, the departure time from this station is 3.45 AM and its arrival time in the destination station New York, NY-Penn Station is12.35 PM. Subways in New York are the fastest way to travel around the New York City. It is very difficult for the fresher to travel through New York subways. If one is not careful, then one would find it very difficult to reach the destination. If one does not know about the rules and regulations that need to be followed in the subways, then one would find it hard to travel through the subways. Here, it can be observed that some people are asking others about the direction, or the route one needs to take for reaching specific destinations. People in New York help others to sort out their problems in very friendly manner. Another important thing about people in New York is most of them are confused as to which direction they need to go to reach their destination. In the platforms, it is observable that all sorts of people are present such as teens, middle aged people, old aged people, families etc. Some people are looking on the map which is placed near the entrances; they are sorting out the ir doubts themselves without asking to anybody. By observing their facial expressions, it may be concluded that they are not so clear about whether they have gleaned what they needed to know. Time is 10.15 AM. The train to New York, NY-Penn Station will reach

Compare and contrast the central tenets of liberalism and realism. How Essay - 1

Compare and contrast the central tenets of liberalism and realism. How do they differ Is there any common ground between them - Essay Example War and efforts for force turn into the key situation of realist. Liberals launch the thought of force to incorporate corporate agreements, trade and entity agreements. Realism is embodied that the world domain is revolutionary and comprises of autonomous political units called countries. These are the most significant units of movement, intrinsically controlling some hostile military capability or force which makes them conceivably risky to one another; countries can never make certain about the aims of different states. The fundamental rationale driving countries is the endurance and upholding of power; countries are sane and consider how to survive. The two methodologies are comprehended to contrast significantly in their core presumptions, in the empirical substances they can clarify, and in the forecasts that take after from their hypothetical affirmations. Though, with the appearance of realism, realists and liberals have appeared to be moving faster together (Gross, 2005). It can be said that, realism and liberalism collectively can demonstrate considerably more, in a more precise way, than they can independently. The realist model has yielded prosperous knowledge into phenomena. Hence for every model in global relations hypothesis to go its own particular way is not ongoing or even supportive it is terrible

Multiculturalism, the University, and Economic-based Solutions Research Paper

Multiculturalism, the University, and Economic-based Solutions - Research Paper Example Universities have a long history in the United States, and much of that history is mixed up with the multiculturalism that the United States enjoys and also some of the economic-based problems and solutions that exist there. Since their creation, a few hundred years ago, universities have often had to struggle to make enough money to get by, something that is still basically going on today. Universities also have to make sure they are dealing with students from all parts of life and countries of the world who have moved to the United States. Both of these problems come together when looking at some of the economic-based solutions that universities look for to make sure they are multiculturally sound. There have already been some economic solutions used to attack the problems of a multicultural country like the United States. Magnet schools, for instance, were first made in order to be used "as a tool for reducing racial segregation". But before looking at these solutions in more deta il it is important to first look at how the university works from an economic-based point of view.

Globalization in the nineteenth and twentieth centuries

Globalization in the nineteenth and twentieth centuries Introduction What is globalization? Globalisation is the integration of cultures and economies across geographical boarders. Globalisation has made trade and communication possible throughout the world in the shortest possible time. Compare and contrast the main features of globalization in the nineteenth and twentieth centuries. The difference in globalisation in the nineteenth and the twentieth centuries are:- While free trade was imposed on the rest of the world markets in third world countries were opened simply because they were not independent nations. Direct foreign investments increased rapidly during 1870 to 1913. The first half of the nineteenth century saw free trade being practiced only by Britain. However, in the twentieth century government debt became tradable in the global market for financial assets. The similarities in globalization in the nineteenth and the twentieth centuries are:- In the nineteenth century international trade was attributed to trade liberalization, direct foreign investment increased rapidly during the nineteenth century. Lending at international bank was also substantial. The late nineteenth and early twentieth century witnessed a significant integration of international markets to provide a channel for portfolio investment flows. The cross-national ownership of securities including government bonds reached very high levels during this period. Also in the twentieth century there was an increase in the degree of openness in most countries, in international trade, investment and finance. While the second half of the twentieth century witnessed a phenomenal expansion in international trade flows. http://www.independent.co.uk/news/uk/politics/deglobalisation-what-is-it-and-why-britain-should-be-scared-1521674.html (accessed 01 November 2010 6:23 a.m.) What is deglobalisation? Deglobalisation is the disintegrations of the economies of the world to their individual status where they do not engage in trade, imports and exports with other countries. To what extent has the 2008 crisis and recession brought about deglobalisation? Globalisation brought with it free trade of goods and services between countries and boarders. Many persons left their countries of birth to migrate to other countries in search of a better life, nurses from as far as Trinidad were and still are being employed in England and America. Persons from anywhere in the world can go to America and enjoy a doubles which is a Caribbean (East Indian) delicacy. The debate on globalization continue as people try to make sure that the benefits of global trade outweigh the costs for all countries. However, with the recession of 2008 many developed and developing nations have felt the impact of the recession specifically in Europe and the United States. Recession is caused by inflation, where to much money is chasing to little goods. In Ireland, many home owners took out a second mortgage to purchase second homes. Regretably many of home owners were unable to repay these loan and the banks took control of thes properties. In many instances these homes were sold for less than the homeowner was owing to the financial institution. Many persons who migrated to these countries in search of a better standard of living and employment opportunities are now leaving these countries and returning to their country of birth. This is as a result of an increase of unemployment due to many companies being unable to pay its workforce and meet its overhead expenditures. Though economies of the world are experiencing economic recession, globalisation have to a large extent allowed many countries to survive since countries can still trade their goods and services with other countries with the hope of rebuilding their economies. To what extent do the positive aspects of globalisation outweigh its negative effects? According to Deepak Nayyar globalization is the expansion of economic transactions and the organisation of economic activities across the political boundaries of nation states. Globalisation is associated with increasing economic openness, growing economic independence and deepening economic integration in the world economy. Globalisation has allowed persons from all economic brackets to be exposed to what the world has to offer in terms of goods and services. Negative effects of globalization are:- Nayyar however, stated persons who cannot afford to purchase these goods and services are left frustration or alienation which can lead to increase in crime, violence and drugs. Some seek refuge in ethnic identities, cultural chauvinism. For example, in Trinidad and Tobago whenever an international performer is coming in there is usually a high incidents of robberies since persons who cannot afford to attend these show robs others in an attempt to do so. Globalisation have also resulted in a widening in the gap between the rich and the poor in the worlds population, as also between the rich and poor people within countries has widened. Income distribution within countries also worsened with globalization and income inequality increased. The incidence of poverty increased in most countries of Latin America, the Caribbean and Sub-Saharan Africa during the 1980s and the 1990s. Nayyar further went on to state that much of Eastern Europe and Central Asia experiences a sharp rise in poverty during the 1990s. Unemployment in the industrialised countries has increased substantially since the early 1970s and remained at high levels since then. Due to trade liberalisation there has been an increase in wage inequality between skilled and unskilled workers since the labour market being liberalised has also become highly competitive. An example many skilled construction workers from other caribbean countries and also China are being used locally in Trinidad in the construction section since there has been in short of this expertise in this area locally. M. Panic stated in the article negative issues with support what Nayyar also stated in his article the evidence of which are as follows:- Does Europe need neoliberal reforms? the extremely objectionable nature of the unregulated, free market version of the system was demonstrated globally in the 1930s with devastating consequences: its inherent tendency to prolonged and costly crises (the Great Depression, mass unemployment), social deprivation and division (extreme poverty for the many in the mass unemployment), social deprivation and division (extreme poverty for the many in the midst of great wealth for the few)à ¢Ã¢â€š ¬Ã‚ ¦ German economic growth and levels of unemployment, for so long among the most impressive in the industrialized world, were only slightly better. Again, empirical evidence in support of the neoliberal claim that unemployment in Germany was caused by over-regulation was found to be extremely weak (Fuchs and Schettkat, 2000, p. 238) Conclusion While, many world trade and export-led growth strategies are collapsing, surplus countries face big obstacles in expanding domestic demand, and many emerging market economies are in deep trouble. World trade is collapsing much faster than expected-and much faster than predicted on the basis of the past example of this can be seen in the United States and Europe specifically Ireland where many homeowners are unable to pay their mortgages. Globalisation have also resulted in the devaluation of the US dollar which is a direct impact of the recession that the country is presently facing. For any nation to be imbalance globally can only work to this country and its population disadvantage since the negative impacts are not only economic but also far reaching social issues. Therefore based on the information listed above I can conclude that the negative effects far outweigh the positive. APPENDIX A C:Documents and SettingsRAVidaleDesktopWorld trade volume rose in August after a dip in July; Eurozone only advanced market to see export growth; World industrial production also grew_filesWorld-trade-oct262010.jpg

Korean Traditional Architecture Essay

These days, the major talking point in design is sustainability. Then, what is sustainability and why is it necessary? Wikipedia defines sustainability as â€Å"the capacity to endure†. The term can be applied to many areas of thought such as economy, energy, life sciences, etc. It is the hot word to characterize resources. It is a descriptive word explaining a particular resource can support and replicate itself with little or no adverse impact to our ecosystem. It is necessary for extended long term survival for plants and animals that our ecosystem remains diverse. This diversity helps support life on our planet and ultimately helps support the well-being of humans. In architecture, in view of that, the Korean traditional architecture should be preserved because it is really beautiful and the most environmental friendly architecture in the world. Han-ok is the Koreantraditional style of building edifice. It is characterized by its harmony with nature. Han-ok has been reflected from the tradition, culture and socio-economic living style for a long time. Recently, this has been accentuated on the advantages in aspect of the sustainable society to make up the natural conservation. The environmentally friendly aspects of Han-ok range from the structure’s inner layout to the building materials which were used. The spaces and the materials of Han-ok are considered the representative elements providing functionality and health. The close relationship between the inside and outside area makes the air naturally circulate and natural materials such as wood, soil, rock, and paper, are all natural and recyclable and do not cause pollution have the function as natural ventilation, heat storage, and in the prevention of various illnesses. Han-ok has their own tiled roofs, wooden beams, and stone block construction. Cheo-ma is the edge of Han-ok’s curvy roofs. It can be adjusted to control the amount of sunlight that enters the house. Korean traditional paper, Han-ji is lubricated with bean oil making it waterproof and polished. Windows and doors made with it are beautiful and breathable. The posts, or ‘Daedulbo’ are not inserted into the ground, but are fitted into the cornerstones to keep Han-ok safe from earthquakes. After that, anyone talking about Han-ok cannot help but mention On-dol. The On-dol is a unique underfloor heating system which uses direct heat transfer from wood smoke to the underside of a thick masonry floor. It has traditionally been used with a living space for sitting, eating, sleeping and pastimes, in most Korean homes before the 1960s. Nowadays, most home used hot water pipe instead of On-dol because it is much simpler to install and low cost. But according to the result of the study, On-dol can provide saving of up to 20% on yearly heating costs. For a case in point, as part of its energy conservation plan, the National Center for Scientific Research (CNRS) in France is studying the On-dol. Actually, meantime mostly Korean traditional housing was collapse recognized building of stuffy and inefficient. Collapse to remove dated of track following regard disappear to many worthy history building. However come to these days Korean traditional housing skill on the strength of something nature friendly and effect of heal. Similar to conventional building, Han-ok has a life cycle in construction, maintenance and demolition. So, we have to try to preserve and improve the main characteristic components into the environmental friendly. Also we have to understand right of our tradition, we must ready of act fast modern live. We are always thinking about the need to be in harmony with nature when we create the building or any product.

Memories of My College Life Essay

When I was younger and someone asked me what I wanted to be when I grew up it was always the same response, a Nurse. In fifth grade I broke my wrist on Thanksgiving Day. I was jumping on the bed and got pushed off and of course I had to immediately go to the hospital. Once we got there the Nurses were super nice and took care of me the whole time. Since that moment, I have just wanted to have the same effect on other people as they did for me. Also I want to be the first to graduate from college in my family. I want to show my family that I will succeed in life just like they want me to. My family wants to me to get a good job and not have to worry about money so much unlike they have. My parents showed me how important it is to continue schooling. They live paycheck to paycheck and I know what it feels like to not be the kid with more money. I don’t want to have to live like that or have my future family have to live like that. I want to show everyone that I can do it and make a difference in people’s lives. College will help me become a Nurse and do what I have always wanted to. I want to be able to be a travel Nurse and help people in poorer areas that can’t travel to hospitals and help them get better and know that they have a chance to live again. I have always wanted to make a difference and fortunately JJC will help me do that. Right now especially it is important to get a degree in something because our economy is not the best and you need a lot of schooling to go far. That’s why I am here at JJC to better my life and other people’s life too.

Losing the Plot 5 Top Tips on Writing a Good Story

Losing the Plot 5 Top Tips on Writing a Good Story Losing the Plot? 5 Top Tips on Writing a Good Story In narrative writing, the term â€Å"plot† refers to the events that make up a story. But how do authors approach plotting a story? And what makes a good plot in the first place? We have a few helpful tips! 1. Plotting Your Plot Once you have a premise for your story, think about where it will go and create a plot outline. You might even want to come up with an end point and work backwards! This will help you get a sense of how the story will progress and how different events will be connected. Many story plots follow a classic three-act structure.(Image: Bratislav/wikimedia) You don’t have to stick to this outline as the story develops, so don’t worry if it isn’t perfect at first. The point is to give yourself a structure to work with so that your writing stays on track. 2. Build a Story Around Character Arcs Plot is important, but it needs to be supported by strong characters. After all, if the characters in your story don’t have believable goals and motivations, how will the story move forwards? One good tip is to make sure your main characters each have a character arc. This refers to how characters change or overcome challenges during the story. To get started on this, think about who they are, what happened in their pasts, and want they want to achieve. 3. Use Subplots (But Not Too Many!) The main plot in your story will be what drives everything forward (the ticking bomb that cannot be ignored or forgotten, perhaps literally if you’re writing a thriller). But subplots allow you to flesh out a story with smaller narrative arcs that develop characters or themes related to the main plot. Adding a few romantic entanglements or mysteries that need to be solved can therefore add an extra dimension to your writing. However, any subplots you include should help move the main plot forward in some way (e.g., by revealing important information). If you add too many unrelated subplots, on the other hand, your story may become difficult to follow. 4. A Twist in the Tale? While your overall story should be easy to follow, you also want to surprise your reader now and then! Think about where you could add a plot twist to complicate things. However, make sure any twists you add follow from the logic of the story up to that point. And it’s probably better to avoid any ending that can be summed up as â€Å"and it was all a dream.† And he was dead all along has been done, too.(Photo: Gage Skidmore/flickr) 5. Explain Your Story to a Friend Finally, don’t struggle alone! As with most things in life, writing a story is easier if you ask for help. Before you start writing a first draft in full, try explaining the plot of your story to a friend. If there is something they don’t understand, you may want to work on clarifying how that part of the story fits into the overall narrative. You can always ask for feedback on specific issues, too! And once you have a first draft, we can help with the editing process.

Types of technical report Essays

Types of technical report Essays Types of technical report Paper Types of technical report Paper A progress report gives Information on the history of particular project over a Limited period of time. Since It Is the nature of a progress report to be partially completed Is submitted midway through the project completion or as the need rises. According to Mills and Walter (1980), a progress report is composed of transitional introduction and a prophetic conclusion. Transitional Introduction Transitional Introduction Refers to the detailed discussion regarding the completed ark given the present time frame. Prophetic conclusion Prophetic conclusion refers to the projected completion of a project and the circumstances surrounding Its completion. The Preliminary Report A preliminary report Indicates the validity of a particular project. It takes Into account the basic requirements when putting up a project or the considerations the proponent needs to know. The Periodic Report A periodic report is written for the sole purpose of providing updates for the client who commissioned it. The report includes details pertinent to the project status. It primarily uses statistical data that reflect the dealings made for the subject. Two classifications of Periodic report: Routine report Refers to a report written by an assigned employee or employees to his/her superiors. Let includes the status of the company, the employees, the materials and the like. Annual report It is a periodic report of the organization as a whole, taking note of transactions made by the company general/official regarding the organizations performance. Final report A final report is submitted after the completion of a project. It shows how the reports was carried out. It Is detailed and contains relevant Illustrations. It serves as a permanent record of a project. Examination report decision-making strategies and out comes. The premise of any examination report is that it is well researched and well-written. Three general classifications of examination: 1 . Reader- may deal with readers whose in of work involves technical/scientific know how. 2. Contents- may involve groups dealing with persons, processes structure or materials. 3. Purpose- the report reflects the type of information target readers would want to know.