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The global space industry is eagerly looking forward to the inaugural launch of Falcon Heavy, a new heavy rocket designed by Elon Musk’s SpaceX, this week. The rocket with 27 engines and three cores will be among the heaviest ever launched across the world and will theoretically be able to carry around 60 tonnes of payload to low-earth orbit.
The rocket is impressive for two reasons. One, the payload capability is already twice that of what is today available across the world. Second, the rocket can deliver these payloads for much lower prices than others. SpaceX can do this because the company has mastered the ability to reuse rocket cores by getting them to land back on earth or on large barges on the ocean. Thus, the company saves on manufacturing costs for subsequent launches - other companies have to make new rockets. But there is a lot more to SpaceX’s cost savings than just reusable cores.
SpaceX is probably the first serious space company that has managed to develop impressive, viable rockets by innovatively deploying commercially available off the self-components. For example, it uses bathroom stall latches as hatch handles in its space capsule and saved a little over $1400 in the process. The company used safety belts used in race cars for astronauts instead of building custom safety belts as NASA would have done.
SpaceX didn’t simply assemble the rocket from components bought from the market – it got engineers to develop new cutting edge solutions for a fraction of the cost in many instances. It cut costs on radio devices by building them in house and saved $45,000 to $95,000 per device. The company rocket’s avionics computer systems cost $10,000 while others such as NASA use systems costing $10 million. There is an often repeated episode about how Elon Musk got an engineer of his to develop an electro-magnetic actuator for $5,000 while a commercial equivalent from the market would have costed $1,20,000.
All this engineering enables SpaceX to offer commercial rocket launches for cheap prices when compared to other options. For example, a Falcon-9 rocket launch costs begin at just $62 million whereas other rockets cost upwards of $109 million. Falcon Heavy too will be quite inexpensive – at $90 million per flight. Such inexpensive launches for payloads as large as 60 tonnes will allow the company to grab lucrative contracts for launching very heavy national security satellites for the US government, large telescopes, space station components and such.
A word about India’s Polar Satellite Launch Vehicle (PSLV) here. The PSLV while being a reliable workhorse at cheaper rates per launch than SpaceX suffers from payload limitations. The rocket can only launch 3,800 kilograms of payload to low earth orbit while SpaceX’s Falcon 9 can put thrice as much in the same orbit. SpaceX is already launching supplies to the International Space Station through it’s Falcon-9 + Dragon capsule combination for a neat profit.
But the interesting utility for Falcon Heavy would be in manned missions, mission to the moon and perhaps in getting heavy payloads to Mars. Quite fortuitously the rocket is arriving at just the right moment: the US is getting keen on manned missions to moon and exploratory missions to Mars. But NASA’s flagship rocket that is supposed to be its workhorse on these missions is nowhere in sight.
The NASA Space Launch System (SLS) with its designed payload capability of shooting 70 to 130 tonnes into low earth orbit is a much heavier workhorse than SpaceX’s Falcon Heavy. However the rocket will be prohibitively expensive at $500 million per launch and is many years from its first flight.
Many in the US establishment have pushed for sustained funding of the SLS, for political and economic reasons, arguing that America needs to retain an ability to launch very heavy payloads into space. There is also the view that even SpaceX with its notoriously low launch rates will be able to do launches with 70-130 tonnes payloads to low earth orbit at only $300 million (by Elon Musk’s own admission).
A US commission that studied options for manned space exploration suggested that rockets with smaller payloads (around 70 tonnes) can be used for long range missions as one of the launch options. The idea is to launch smaller components that can be assembled in space to form large vehicles or to refuel rockets and such. This is exactly where a Falcon Heavy might be useful if NASA’s SLS doesn’t show up on time.
To be sure the Falcon Heavy can already carry a meaningful payload for deep space missions. The rocket can carry 16.8 tonnes to Mars transfer orbit, a helio-centric orbit that can eventually take a spacecraft towards Mars.
To begin with the first launch slated for 6 February will carry Elon Musk’s personal Tesla Roadster to a Mars transfer orbit. The car’s audio system would be playing Space Oddity by David Bowie. A copy of The Hitchhiker's Guide to the Galaxy would be in its glovebox along with a towel and a sign that would say "Don't Panic". If the launch does go well, which many think it won’t, this would be the most hilarious and stylish signal of humans returning to the moon, going to Mars and eventually the deep beyond. |
Renewable sources of energy have long been revered and viewed as a path to the future, but the actual process of switching over to these energy forms is something that is taking longer than expected. The non-renewable sources of energy on our planet will be completely depleted sooner or later, so the more prepared we are for this situation, the better it will be. Several alternatives have been suggested over the years, and biomass energy is definitely the one source with the most potential for the future.
Interestingly, more than half of the renewable energy used in the United States is a direct derivative of biomass energy, so this is an area that is certainly getting a lot of attention and research. There is still a long way to go though, so we can only expect its popularity and the efficiency to increase as time goes by. The reason why it has not taken off as quickly as many would have hoped though is its inefficiency when compared with other sources.
What is Biomass Energy?
Any living material that was alive until recently can be categorized as biomass, and the energy that is derived from such sources is what is known as biomass energy. Biomass includes plants, bacteria, fungi and animals as well, so this is a renewable source that will never get extinguished. Even though fossil fuels and coal also find their origins in living materials, the fact is that these items take millions of years to get created. Hence, they do not qualify as biomass.
The energy that is derived from biomass needs to be channeled out in many different manners though, and this is what ultimately contributes to the low efficiency of biomass. It is said that this energy is stored in biomass as solar energy that combines with the chemical compounds inside and this is what makes it so complicated to actually derive this energy in the best way possible. Some of the different methods that are used to derive biomass are combustion, fermentation, digestion, pyrolysis and gasification, and each of these methods have their own pros and cons. You must also remember that biomass energy does not add to the Greenhouse Effect and disrupt the earth's atmosphere, which is one of the major advantages, so this is another reason why biomass conversion efficiency should be made as high as possible.
Usability and Efficiency of Biomass
Since biomass energy can be used for producing electricity and heat, it needs to be utilized in the best way possible. The actual efficiency depends heavily on the source of the biomass and the method of extracting the energy that is being used. For instance, wood is considered to be a source of biomass and it is certainly renewable. But, burning wood for generating electricity in large factories is not feasible due to the large number of trees that will need to be cut, and the large amount of smoke that will be released into the atmosphere. This efficiency would further depend on the condition of the wood as well. Drier wood, for example, produces more heat so it is more efficient than moist wood. In order to make wood like this, a process known as torrefaction needs to be carried out, but this is something that takes time and money.
Moreover, the most common form of biomass energy is extracting ethanol from various sources, but this is also something that takes time and resources. Several procedures need to be carried out in a lab in order to achieve this, so the efficiency is not quite where we would like it to be at the present moment. Currently the best source for ethanol is corn, but slowly and surely, newer sources and cheaper procedures are being created. Some experts also say that a certain amount of biomass will roughly grant only 25% - 30% of the energy that the same amount of coal would grant. Moreover, there are several waste products that also arise as a result of harnessing this energy, and this further affects the energy costs incurred and the overall efficiency of these energy sources as well.
Ultimately, its efficiency will depend on the manner in which the biomass is collected. If it is farmed specially for the purpose of creating energy, then this source makes sense. But, simply using biomass because it is around will eventually lead to a depletion of these sources as well, and also cause pollution and leave unwanted residues at the same time. The amount of energy that is derived should be on par with the environmental damage that occurs, and we still need more time to minimize such damage while using biomass energy. |
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Honesty is an essential virtue that business leaders should cultivate. Honesty profoundly determines the success or failure of the business organization. One of the main reasons that makes business leaders be dishonest is to make customers buy products on a false promise. In so doing, the business leaders increase sales and profitability of the company. However, one way or another, customers would still find out that the company cheated them. Thus, dishonesty only helps in meeting the objectives of the business in the short-term. Therefore, dishonesty leads to irreparable damage to a company.
In some instances, dishonest business leaders may appear to be successful through exploiting other people. However, a closer examination of these business leaders would show that they are not as successful as they seem to be to the general population. Dishonest leaders are not as contented with their success as people who have achieved their success by honest means. The true measure of success is not leaving a trail of casualties as one seeks to be successful.
Honesty would help improve the reputation of business leaders. This would help them in undertaking various transactions with various stakeholders of the business. Their word alone would satisfy the stakeholders. Thus, honesty would help in improving relationships with various stakeholders. Good relations would ensure the long-term success of the business organization. On the other hand, it is impossible to buy reputation. Business leaders can only build reputation gradually through being honest in their undertakings.
There are instances where being dishonest may offer business leaders an easy way out of a difficult situation. When faced with such as predicament, most business leaders would choose to be dishonest. However, business leaders who have a high level of integrity would swallow the bitter truth and be honest. This may be detrimental to the company in the short-term. However, being honest is ultimately beneficial to the business leader as it makes the leader avoid using a chain of lies to cover the initial lie. Dishonest leaders find themselves in a quagmire due to the continuous lies. Thus, it is critical for business leaders to be honest. Honesty is not naivety. |
A rotary lobe blower is a type of positive displacement blower that utilizes two parallel rotary pistons mounted within a housing that rotate in opposite directions. The pumped medium is sealed in the space between the rotors and housing. It is compressed, pumped through the housing to the gas discharge by the rotary motion and discharged. A silencer with integrated inlet filter is connected upstream of the blower stage. Once the medium has been compressed during the blower stage, it flows through the downstream discharge silencer. The drive unit is operated with a motor using a v-belt. The v-belt drive enables the blower speed to be precisely adjusted to the process requirements.
As stated, rotary lobe blowers are used in a variety of applications and industries making them a desired investment to improve processes and cut lead times. |
G.R.P. COMPOSITES TO THE LEADERS OF INDUSTRY
SPRAY UP MOULDING
Spray-up or chopper gun moulding is an open-moulding composites production process where resin and reinforcements are sprayed onto a mould. The resin and glass may be applied separately or simultaneously “chopped” in a combined stream from a chopper gun. A skilled operator is required to ensure correct application of glass to mould. The spray up laminate is then consolidated by hand to achieve a homogeneous laminated surface. Several layers of chopped material or specialised reinforcements can be added to the laminate depending upon the requirements of the application.
Spray up moulding is very effective in the production of complex shapes and there are virtually no restrictions on the size of part that can be produced.
Other benefits of the spray up process include:
• Process flexibility
• Low tooling costs
• Lower cost than hand lay-up
• Lower resin to glass ratio can be achieved giving stronger parts
• Speed of laminating is increased so parts can be demoulded quicker 3-4 times per shift
• (100 – 200 parts per month)
• Ideal process for the production of low-to-medium volume parts
Profibre produces a wide variety of parts using the spray up process for the following industries:
• Automotive and trucking industry
• Public transportation
• Industrial and manufacturing |
In our last article Starting a business in Germany (1): Vat and Input tax, we covered the key points of German VAT and Input tax with practical examples. Go check it out if you have not yet!
Continuing with the second part on the topic of taxation in Germany, we will guide you through the key characteristics of German trade tax and corporate income tax. In addition, we will also give you practical examples such as tax calculation and the latest tax rates.
Trade tax (Gewerbesteuer)
Trade tax or business tax (Gewerbesteuer) is a local tax and is charged on a yearly basis. It is the most important financial source of income of local authorities in Germany.
Who is liable to be taxed?
All entrepreneurs with commercial activities operating in Germany are subject to trade tax. Corporations located in Germany are always deemed to carry on commercial trade or business, regardless of actual activities. However, agricultural and forestry businesses or self-employed professionals (e.g. architects, doctors or journalists) as well as non-profit organizations are not subject to trade tax. Individuals and partners are not subject to trade tax, unless the activities are deemed to be commercial under the income tax law. They can claim a credit against their payable income tax that takes into account the trade tax they have paid.
Trade tax rate
The trade tax rate is set by each municipality individually. The trade tax rate is applied similarly for all businesses within the same municipality. The German trade tax rate is currently set between 14% and 17%.
The respective rate of trade tax relies on two main factors:
- The tax base rate (3,5% within Germany)
- The multiplier ((Hebesatz) varied by municipalities
Trade tax calculation
Firstly, the tax base amount is calculated by multiplying your company’s taxable income with the tax rate 3,5%. The taxable income is generally defined as a company’s gross income minus any allowable tax deductions. The next step would be to multiply the so-called tax base amount with the respective municipal multiplier.
- A German limited liability company X with yearly taxable earnings of EUR 1.500.000 based in city Y.
- City Y has a municipal multiplier of 400%.
- The tax base amount of company X is EUR 52.500 – calculated by multiplying the tax rate 3.5% with its annual taxable earnings (3.5% x EUR 1.500.000).
- Finally, the amount EUR 52.500 is to be multiplied with the corresponding municipal multiplier 400%, resulting the total trade tax of EUR 210.000.
In general, the municipal trade tax multiplier rate in Germany ranges from 200% to 490%, for instance, Berlin has 410%, Hamburg has 470%, Munich 338.4%, Frankfurt a. M. 379.5%, Cologne 448.2%, Stuttgart (350.7%).
For more details, please check out the table Overview of municipal trade tax multiplier rates in different states of Germany below.
|Federal State||# of
|Municipal trade tax multiplier rate (%)||Min (%)||Max (%)|
(Sources: German Federal Statistical Office)
Corporate income tax (Körperschaftssteuer)
A corporation is considered a resident to corporate income tax, if its central place of management or registered office is located within Germany. In particular, with regards to associations, joint stock companies (AG) and limited liability companies (GmbH), their worldwide income will be taxed unlimitedly. However, general partnerships (oHG) are exempt from corporate income tax. For those companies that are not based in Germany, only their income generated inside Germany are liable to German corporate income tax.
German corporation income tax is levied at a uniform rate of 15%. In addition, solidarity surcharge (Solidaritätszuschlag) – 5.5% is added on top of the corporate income tax rate of 15%. The surcharge is 5.5% of the 15% corporate income tax; resulting a total of 0.825 percent of taxable income. Thus, corporate income tax and solidarity surcharge add up to a total of 15.825%.
In general, 95% of dividends taken by a German resident corporation or branches of nonresident corporations is tax exempt. Nevertheless, if the dividends are regarded as tax-deductible expenses for the payer, the exemption will not be applied; for the exemption a minimum shareholding of 10% is required.
Dividend payments on the basis of a Double Taxation Agreement are taxed at a reduced rate of taxation at levels of just 5, 10 or 15%. According to the latest DTA between Germany and China, dividend payments are taxed at a rate of 5% as long as these two requirements are met:
- The beneficiary obtaining the dividend is a corporation, and
- directly owns at least 25% of the share capital of the company distributing the dividends.
Besides dividends, capital gains are commonly included in the taxable income. Moreover, capital gains resulted from foreign or domestic corporate subsidiaries are known as 95% tax-exempt.
In our next chapter of this series Starting a business in Germany (3): Income tax, we will talk about the German income tax for natural persons- so stay tuned!
Richard Hoffmann is a partner at Ecovis Beijing China. Richard obtained an honors degree in law and worked in Germany, the United States, and China for various prestigious law firms prior to joining Ecovis. In addition to being a member of the board of Ecovis International, he is Supervisor for the China business of several respected German companies and shares his extensive knowledge to students by teaching commercial law in China at SRH Hochschule Heidelberg. He has published more than fifty articles in international magazines, frequently speaks at high profile events in China and abroad and is often invited as a legal expert by international TV stations. Contact: [email protected]
Ecovis Beijing is the trusted tax and legal advisor to several embassies and official institutions in China. It specializes in mid-sized international companies and is focused on tax & legal advisory, accounting and auditing. If you’re interested in finding out more about tax and legal, don’t hesitate to sign up for our Newsletter, give us a call +86 10-65616609 or contact us directly via [email protected]. |
How is the infinitive phrase used in the sentence, "He wants to tell you about his day."?
It is used as a direct object.
To begin with, what is an infinitive ?
- An infinitive is "to + a verb". In infinitive phrase begins with the infinitive, and contains any complements or modifiers.
So where is it in our sentence? I highlighted it for you:
To find what part of speech it is, let's find the subject and verb of the sentence:
Now ask yourself: "What does he want?"
The answer: "To tell you about his day".
Since the infinitive phrase "to tell you about his day" answers the question "what", it is a direct object. It is receiving the "want" of the subject he.
This is a good video on direct objects: |
How to be a Great Architect:
Skills, Principles, Techniques
Many organizations have adopted enterprise, IT or business architecture, created architecture organizations, and given people the job title of ‘architect’. Unfortunately, just having the title doesn’t give you the proper skills or industry best practices associated with being an architect. At the same time, many IT professionals and Business Analysts want to develop the necessary skills to advance their career and become architects.
Luckily, there is help. This tutorial focuses on the skills needed to be a great architect. Whether you’ve been an architect and want to sharpen your skills, you aspire to architecture, or have just become an architect, this course will provide practical principles, skills, and techniques for improving your job. The skills and fundamentals covered in the course are applicable to a wide range of architectural domains including enterprise, business, IT, solution, and software architecture.
The course develops the architectural skills required to carrying a project through its lifecycle from ideation and conception through design and implementation. It also covers techniques involved with a central architecture organization, governance, and the engagement models and interactions with different stakeholders. It is structured as a mix of presentation, interactive discussion and group based exercises, so participants get the chance to apply the concepts learned to example scenarios during the facilitated exercises.
What you will learn
- Applying architectural principles to decision making
- Effective inquiry and analysis of problems
- Conceptualizing and visualizing a solution
- Formalizing architecture as specification
- Interaction with stakeholders
Architecture Principles and Skills
- Architecture skills overview
- Architecture principles
- The architecture of architecture
- Modeling skills
- Thinking like an architect
- System Thinking
- Critical Thinking
- Contextualization and conceptualization
Visualization and Communications
- Designing and performing architectural assessments
- Architectural review
- Architecture programs and teams |
“Torch oil” is a term which is usually applied to a gas oil that is burned in FCC regenerators, to supply necessary heat requirements during startup, shutdown, or feed-outage conditions, when coke is not being produced in the reactor. It is injected usually through special nozzles which discharge into the dense catalyst bed of a regenerator.
Requirements for Torch Oil Lightoff
Almost any gas oil can be utilized as torch oil to an FCC unit. However, it is essential to ensure that the oil lights off properly when injected. Torch oil that does not ignite at the injection points in the dense bed will pass into the upper zones of the vessel, i.e. dilute phase, cyclones, and overhead system, where it can ignite, possibly even explode, with obvious undesirable consequences.
It should be recognized that different gas oils have different ignition characteristics. Generally, the lighter the oil, the higher is its ignition temperature.
Nozzles used for torch oil should be properly designed for the service. This usually involves a reasonably high pressure drop, possibly with steam injection, to achieve adequate atomization.
The catalyst dense bed temperature should be safely above the ignition temperature of the gas oil before it is injected. For virgin VGO, this is usually specified as a minimum temperature of 700 to 750°F (370 – 400°C). In addition, there should be an adequate depth of catalyst above the T.O. nozzles, to ensure proper ignition of the oil, and efficient dispersion of the heat into the catalyst bed. Some refiners specify a minimum bed coverage of about 5 ft. (1.5 m) above the nozzles.
When Should Torch Oil Be Used
Obviously, it is necessary to use torch oil during a unit startup, when heat is required to heat the unit catalyst in preparation for introduction of feed, and often during a unit shutdown, to control the rate of unit cooldown.
Torch oil is also used when it is necessary to remove feed during normal operation, possibly due to an emergency condition. Often, the catalyst can be kept circulating between regenerator and reactor during the feed outage, with appropriate temperatures being maintained by torch oil injection to the regenerator dense bed. This holding condition can be maintained indefinitely.
However, there is a downside to continuous torch oil use for long periods of time; that is, deactivation of the unit catalyst inventory. Localized high temperatures at the torch oil nozzles are believed to be the cause of that deactivation. Generally, maintaining this condition for more than about two days is found to be uneconomic. There is a balance between maintaining the catalyst inventory hot in the unit, and accepting the resulting catalyst deactivation, versus taking the time to withdraw the catalyst and re-load it later when the unit is again ready to resume operations.
One factor which can minimize the degree of catalyst deactivation with torch oil usage is to employ multiple torch oil nozzles in the regenerator. This lessens the concentration of high temperature heat released in a single localized zone of the bed.
For more information, contact CatCracking.com
More resources in the CatCracking.com Blog and CatCracking Technical Forum |
During the forming process, sheet metal materials are often stressed to their limits. Computer simulations are used to test how far it is possible to go in production. However, the simulation is only ever as exact as the data on which it is based. Fraunhofer scientists have now developed a virtual test laboratory that allows them to examine different load states for metal materials and determine precise mechanical data.
The mechanical properties of sheet metal materials are directional: their deformation behavior and their strength differ significantly depending on the viewing direction, for example in the direction of rolling or transversely to it. Numerous complex load tests therefore have to be carried out in order to obtain the necessary material data. These serve as a basis for predicting the behavior of sheet metals during the forming process.
Traditional laboratory tests are time- and cost-intensive, requiring new experimental setups and material samples for each load state. Furthermore, it is not possible to analyze all possible load states of sheet metals, although these are important for computer simulations of the manufacturing process of components. As an example, when it comes to determining the behavior of sheet metal materials in the direction of their thickness, conventional tests reach their limits: the one to two millimeters plate thickness are not sufficient to allow preparation of samples for tensile testing in this direction.
Tensile tests in the direction of plate thickness no problem
“In our virtual laboratory, tensile tests in the direction of plate thickness are no problem, for example,” says Dr. Alexander Butz, project manager in the Forming Processes group at Fraunhofer IWM. “All other load states can also be tested quickly and flexibly. Thus sheet metal forming is able to provide component manufacturers with much more detailed material data.”
To this end, with the help of a few real experiments, Butz and his team first create a simulation model of the material’s microstructure with which the physical mechanisms during deformation are described down to the crystalline structure. This allows them to generate all desired tests in the computer and draw reliable conclusions about the macroscopic mechanical properties of the material. “The method is not new. What is new, though, is that we have developed an automated workflow that saves time by allowing the tests to be run virtually,” Butz explains.
Because it is possible to perform very many virtual tests in a short time and the underlying microstructure model is very exact, the results from the virtual laboratory allow what is known as a material card to be described far more precisely than with traditional tests. The virtually obtained data can be processed by component manufacturers in the same way as data obtained through experiments. In addition to simulations for component production, this also applies to simulations for predicting component behavior and its lifetime in use.
Critical points in the microstructure can be systematically investigated
A further advantage: “Critical points where components are frequently damaged during production can be isolated and the microstructure examined systematically as if with a virtual microscope. We thus gain insights into ways of improving the processing chain,” Butz says.
The virtual test laboratory is especially interesting for the lightweight construction industry because it strives to use as little material as possible – which accordingly is subject to high levels of stress. “Overall, our development is exciting for all those who require very exact input data for process simulation and component design, for example component manufacturers in the automotive and aerospace industries, or in additive manufacturing.” |
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Using Social Media for Readers’ Advisory
An Infopeople Short Format Course
Course Instructor: Kaite Stover
Would you like to discover new techniques to push your library's collections, both digital and actual, in fun, lively ways using various social media channels? Readers' advisory is a growing field, and the use of social media offers creative opportunities and unusual challenges regarding engagement with readers in a virtual world.
In this course learners will explore the use of various popular social media platforms to promote books and reading, find and evaluate analytics for each social media platform and understand more about the importance of having a library social media policy in place. Additionally they will generate ideas for sharing books, reading programs, and social media promotion while learning how to increase engagement among their digital community.
Course Description: This two-week online course will provide learners with an understanding and plan for using social media to promote readers' advisory in public libraries. Through online meetings, assignments, and discussions participants will learn the differences between multiple social media platforms, how to measure success of posts, and how to craft creative, lively elements to engage a public library's online community. By the end of the course, learners will have closely examined at least three social media channels, created samples of readers' advisory prompts, and have an understanding of best practices using social media for Readers' Advisory. The instructor will provide resources, best practices, and useful tips and techniques that can be applied immediately. During the course, attendees will participate in discussion forums and two online meeting with ample opportunity for questions, sharing experiences, and brainstorming ideas for future use. This course is designed for learners to immediately apply the concepts to their own libraries and communities.
Meeting One: Thursday, August 17, 2017 11am PST/12pm MST/1pm CST/2pm EST
Meeting Two: Thursday, August 24, 2017 11am PST/12pm MST/1pm CST/2pm EST
Note: Please make every effort to ensure that you are able to attend these two meetings before enrolling in the course. If this is not possible, archived recordings will be made available.
Course Outline: When you log in to the Infopeople online learning site, you will see weekly modules with these topics:
- Week 1: Digitally-based Readers' Advisory
- Differences in Readers' Advisory conversation in-person and online
- Examination of differences between multiple social media tools
- Creating/phrasing content and "voice"
- Social media use policies and Golden Rules of social media
- Week 2: Social Media and Readers' Advisory in Practice
- Selecting best social media channel(s) for Readers' Advisory for Library
- Evaluating success/metrics of multiple social media platforms
- Best practices for responding to positive/negative posts
- Creating a social media content calendar/reading promotion
Pre-course Assignment: Participants should register for personal accounts on Facebook, Twitter, Instagram, Pinterest, tumblr, and Goodreads
Time Required: To complete this course, you can expect to spend 2 ½ hours per week, for a total of five course hours. Each week's module contains an online meeting, readings, and various options for assignments and discussions. You can choose the options most relevant to your work and interests. Although you can work on each module at your own pace, at any hour of the day or night, it is recommended that you complete each week's work within that week to stay in sync with other learners.
Who Should Take This Course: This course will be of greatest interest to public library staff, however, academic and high school librarians will find ideas in this course that can be shaped to best serve their students and faculty. Other non-profit staff may also find useful tips for creating content, developing an online persona, and managing a social media calendar.
Online Learning Details and System Requirements may be found at: infopeople.org/training/online_learning_details.
Learner Requirements: Passing familiarity with most social media platforms (Facebook, Twitter, Instagram, Pinterest) helpful but not required.
After the official end date for the course, the instructor will be available for limited consultation and support for two more weeks, and the course material will stay up for an additional two weeks after that. These extra weeks give those who have fallen behind time to work independently to complete the course.
Keywords: Reader's advisory, Social media |
NDA stands for ‘non-disclosure agreement’ and is a legal contract between at least two parties that highlights confidential information or knowledge. It can also be known as a confidentiality agreement.
An NDA is used when one party wishes to share an idea or information with a second party, however, does not intend for any third parties to have access to the concept. The NDA agreement ensures that the second party is sworn to secrecy on the idea until they are else allowed. This allows the original party to protect their idea or material.
In the event of an NDA being breached, there is bound to be legal ramifications. The betrayed party will have the right to pursue damages.
Within the app development industry, NDA’s are used when a client with a vision wishes to seek help from a developer. When looking to bring their idea to life, a client may wish to speak to several different development agencies before determining which one will be the best fit for their project. In the event that a client does not choose to proceed with a certain developer, their idea will remain safe thanks to the signed NDA.
Got an idea yourself? Shoot us an email to get in touch to get things rolling. Oh and don’t worry, your secrets are safe with us.
‘In Plain English’ is a series that, in 200 words or less, describes technical “jargon” in a non-technical way. The descriptions aim to provide ‘just enough’ detail to allow non-technical stakeholders to understand and contribute to, high-level technical discussions. |
Explain the central problem of “choice of technique”.
ANSWER: The problem of how to produce refers to selection of technique to be used for production of goods and services. Generally, there are two types of techniques :
- Labour intensuve technique – where more of labour and less capital is used.
- Capital intensuve techique – where more of capital and less of labour is employed.
So decision has to be made between these in such a manner ao that maximum output is produced at minimum cost, using least possible scarce resources. |
Who are notetakers?Notetakers produce a set of notes for people who can't take their own because they are lipreading or watching a sign language interpreter. They're most common in schools, colleges and universities, but are also used at work, on training courses and at other events.
What are the different types of notetaking?
ElectronicElectronic notetakers take notes on a laptop. Most use two devices – one for the notetaker and one for the person with hearing loss (the user). The operator types a summary of what's being said into the computer and the text appears on the user's screen. This allows the user to interact with the operator and add their own notes. It's up to the user, not the notetaker, to decide what they want to keep. Or they can just take notes directly on their own laptop and pass them over to the user afterwards.
Electronic notetaking doesn't produce a full verbatim (word for word) account of what's been said. If this is what you need, you should use a speech-to-text reporting service.
Manual notetakingA manual notetaker is trained to take clear notes in handwritten English – they're often used in educational settings.
Finding the right notetakerIf you have specific needs, you may need to spend some time finding the right notetaker to support you. For example, if you're studying for a science degree, it's important that your notetaker knows something about the subject. Some notetakers specialise in a particular area.
Notetakers need regular breaks, and you shouldn't expect them to work through lunch and coffee breaks. If the event is longer than two hours, you should book two notetakers. |
How many wind turbine facts can you count on your hands? Wind Turbines are quite a majestic invention that has evolved immensely over the years. You can see them anywhere from on hills in open fields to busy city landscapes.
With the ever growing population and global warming, there is a much greater need for energy – renewable energy at that.
Wind Energy is one of the most cost effective alternatives that there is and has been around for thousands of decades and many more to come.
To brush up on our knowledge of Wind Turbines, let’s look at some facts that you might not be aware of.
Wind Turbine Facts:
- In the olden days windmills were mainly used to crush grain and pump water, but in the more modern days they are mainly used to harvest electricity.
- Nowadays there is a lot more planning and technicalities that go into wind turbines than when they were first invented. One wind turbine alone consists of as much as 8000 components.
- These incredible machines might look small from far way, but the closer you get the sooner you will realize the size that they actually are. They can reach up to the height of the Statue of Liberty!
- The more wind, the more energy which us why these wind turbines are so large – the higher up in the sky, the more wind they can catch which will in turn provide us humans with more electricity.
- Other than most energy sources, wind energy is actually very affordable both to use and for operation. Besides the cost effectiveness, it is also a very clean source of energy which means a lot less pollution the more it is used.
- Wind Energy does in fact not use any water which can help us save trillions of litres of water for future generations to come.
- The blades on these machines are evidently very large in size, but did you know they can reach a speed of up to 320 km/h?
- The largest wind turbine is located in Hawaii – it stands 20 stories tall and has blades the length of a football field.
- Wind Turbines can be placed on floating objects and send energy back to the land with underwater cables.
- A single wind turbine can power up to 500 houses on average
- A farm that consists of only Wind Turbines are known as wind farms and are becoming more and more popular in the modern lifestyle
Now that we have covered some random facts about wind energy and wind turbines, let’s also take a look at some of the products that we provide to the Energy Industry:
- Service & Shaft Validation
- Bearings Units & Housings
- Sealing Solutions
- Remote Monitoring
- Power Transmission
- Wind Turbine Parts
- Water Turbine Parts
With the above information put together you have now broadened your knowledge about wind turbine facts and can see how Fincham Bearings and Industrial plays a role in making sure these machines function at their best at all times.
If you are in need of any of the above mentioned products, please feel free to Contact Us today and we can discuss exactly what you need. |
Launch of 104 satellites in one go will take India and its space research organization ISRO into the record books and while the nation is still celebrating the success, there is a harsh reality that is waiting to unfold.
According to G Madhavan Nair, the former chairman of the country’s premier space body, things aren’t so bright for such record breaking missions as there are some hidden dangers that India would need to deal with sooner or later. Nair was hinting at the large number of nano satellites that were launched alongside bigger satellites and placed in orbits where India’s Earth Observation satellites are also placed.
The nano satellites were placed into a polar orbit 506 km above the Earth by the PSLV in a flawless mission. Nair pointed out that these satellites were placed in the same region of space where India’s Earth observation satellites are or will be in future.
With a short usability and operational period, these nano satellites are a danger to bigger satellites that are currently orbiting or will orbit in future. The nano-satellites effectively become space junk after their operational life is over and continue to remain in orbit posing danger to other satellites.
“The debris that these nano-satellites will leave after their brief existence in space are potential source of damage to us. Safety of our satellites is more important,” Nair maintained. He cautioned that ISRO should carefully weigh a few million dollars of commercial gain from launching foreign nano-satellites into 500-km orbits against the potential harm to the present and future Earth observation satellites close to their lanes.
He also noted that in case of a future collision between the debris from any of these nano-satellites and a working satellite belonging to another country, India will have to pay for the damages.
Nair says that he has doubts regarding such missions and even if they are launched, the nano satellites should be placed in lower orbits to ensure that the space junk left behind doesn’t collide with other satellites but instead fall towards Earth because of our planet’s gravity. Earth’s pull will bring the space junk into our atmosphere, where the non-operational nano satellites will burn up and pose no danger to other satellites. |
In this Technological world, instrumentation & control engineering is used in almost every industrial process and generating system, where consistent and reliable operation are required. Mini Process Control Demonstrator Nvis 3002 explains students and professionals the concepts and working of Thermal Process Control which enables them to learn advance and more complex thermal process; and contribute in the growth of instrumentation arena. Instrumentation provided the means of monitoring recording and controlling a process to maintain it at a desired state. It formulates students to accumulate, develop and practice the fundamentals of thermal process control. Mini Process Control Demonstrator
Nvis 3002 has Temperature Sensor, Level Sensor, Level Indicators, Additionally it has safety measures too such as emergency shutdown and overheat protector. There is a wide range of experiments that can be performed on the Platform. It also has facility of computer interfacing with real-time graphical analysis which helps to perform mathematical calculations required to state stability of process using methods of control system.
Control system is a broad concept and the following might apply to on automated system such as a Robot or to a process control system such as a temperature controlling of chemical/water in a boiler. This feature increases the scope of doing research and implementing one`s innovative ideas related to thermal process control. |
Determinants of adoption of renewable energy in Kenya
Kenya being on the equator experiences enough solar energy of between 4-6 KWh/M2 which provides excellent opportunity for solar energy development. Nonetheless, the cost of acquiring it is becoming an inhibiting factor as demonstrated by the slow adoption of the technology despite the huge potential the country possesses. Moreover adoption of biogas as a source of energy is also very low. Therefore, this study sought to investigate the determinants of adoption of solar and biogas using cross sectional data collected from 70 districts across the country. The study used bivariate probit model so as to account for interdependence in adoption decisions. However, the results indicated that decisions to adopt solar and biogas are independent. Thus the study used separate probit equations to investigate the impact of household head characteristics, household characteristics and economic factors on adoption of both solar and biogas. The result revealed that household heads with secondary and post secondary education and household size significantly influence adoption of solar energy while gender of the household head and household size significantly influences adoption of biogas. The study recommended that government and other stakeholders should create awareness and sensitize the learned people regarding the benefits of adopting solar energy so as to increase adoption of solar energy among the educated people. Further, government should create incentives to encourage men to adopt biogas by sensitizing them on the importance of biogas a source of renewable energy. |
Strategy: Consider Types of Information
Information may be delivered in a variety of formats: books, articles, pamphlets, reports, social media and more. Understanding format categories, characteristics, and production cycles will help you to choose the best source for your needs.
Information types differ in many ways, including:
- Tone & Formality casual or specialized language
- Purpose persuade, inform, sell, entertain
- Form & Distribution book, article, tweet, print, digital, fee based, free
- Authorship & Editorial Process self published, editorial review, peer review
- Audience popular, professional, scholarly
Source Examples & Typical Characteristics
Consider the Information LifeCycle
The information life cycle describes the circulation of information and media coverage following a newsworthy event. Considering the time needed to create and distribute information formats can help you determine what information you are likely to find about your topic.
See the example timeline of coverage of the shooting of Michael Brown in Ferguson, Missouri.
The Day of an Event: Social Media
The Day After an Event: News papers and media
The Week or Weeks After an Event: Weekly Popular Magazines and New Magazines
Six Months to a Year or More After an Event: Academic, Scholarly Journals
A Year to Years After an Event: Scholarly Books
A Year to Years After an Event: Government Reports |
- Analogous estimation – Comparing with a past similar activity. I have traveled to the nearest city once in the past and I took 2 hours. I am travelling again today, and I consider 2 hours as my estimate.
- Parametric estimation – Average of multiple similar activities (index). I have traveled to the nearest city 20 times in the past and I am traveling again. I am taking an average of these twenty occurrences from the past and considering it as my estimate. Parametric is always more accurate than analogous
- Three point estimation – (O+P+M)/3 or (O+4xM+P)/6. For every activity optimistic, pessimistic and most likely values are estimated and from these values a single point value is arrived at using one of the above formulas.
- Bottom up estimation – Adding up activity level estimates and tallying with the work package level estimates
- Alternatives analysis. For example : manual testing Vs automated testing, normal curing Vs steam curing, swimming pool Vs club membership.
- Reserve analysis (buffer) – Amount of management and contingency reserves required for the project
- Law of diminishing returns – Example – after a limit, adding more resources to a task will give minimal duration compression |
At present our production of renewable methods of copper there are two categories: the first is the direct melting of scrap
into various grades of copper alloy or refined copper, it is also called the direct use of law; second is to Copper by the
first method by fire processing cast copper anode. And then into the electrolytic copper and electrolytic refining process in
the electrolytic recovery of other valuable elements. Second approach using copper scrap, usually there are three kinds of
different processes, namely, a method, two stage method and the three-stage method.
l section of law
The classification over the yellow recycled copper or recycled copper added directly into the anode copper refining
reflection method. The advantage is that process short, simple equipment, plant fast, low investment, but the method of
recycled copper in dealing with complex components, the output of smoke and dust components are complex, difficult to handle;
At the same time refining furnace operation duration, labor-intensive, low productivity, and lower metal recovery.
2 Erduan method
Copper by first obtained by the blast furnace copper smelting reduction. And then furnace refining of copper into anode
copper reflection; or recycled copper first by Converting to Make blister. Then refined into a furnace in the reflection
anode copper. Since these two methods to go through the two processes, so called Erduan law. Blast Furnace received a higher
copper impurities, was black, so called black copper.
3 three-stage method
Copper by the first blast furnace by the reduction smelting of copper into the black, black and copper in blister copper
converter blowing Tempered times, times of blister copper refining furnace and then in the reflection into anode copper. Raw
material processing to go through three processes to produce qualified anode copper, so called three-stage method. Three-
stage method has better utilization of raw materials, output of the smoke composition is simple, easy to handle, blister
grade higher refining furnace operation easier, equipment and higher productivity advantages, but there are more complex
processes, equipment and more investment and and fuel consumption advantages of more. Therefore, China addition to regulation
membrane large enterprises or special waste to be addressed, the
General processing of scrap copper and a multi-method method uses two stages. |
- Double Laminated Insulating
- Insulating Laminated
- Laminated Insulating
- Triple Insulating
- Glass Substrates
- Heat Treatment
- BIG Glass
BIG GLASS CONFIGURATIONS AVAILABLE UP TO 130" x 236".
Coatings are thin layers of metal applied to glass to improve solar performance. The first coatings utilized on building facades were reflective coatings which provide a mirror-like appearance and reduce solar heat gain by reflecting the sun’s energy away from the building.
Today, the most popular coatings applied to glass are low-emissivity (Low-E) coatings. Coatings with low-emissivity properties have low heat transfer properties and offer higher light transmission than traditional reflective coatings.
Viracon offers a broad selection of both reflective and Low-E coatings. Our coatings can be applied to clear or tinted glass substrates. In addition, a silk-screen pattern can be applied to the same surface as the coating for excellent solar performance and appearance.
Appearance and Performance
The specific coating needed for a given project is typically dictated by a required solar performance or a desired appearance. Viracon’s “Search By Appearance” and “Search By Performance” tools simplify the process of selecting specific glass coating and color combinations.
When describing glass products there are industry standard recommended surface designations. Each ply of glass has two surfaces. The surface facing the exterior of the building is referred to as surface #1, the back of this glass ply is surface #2. For glass units with multiple glass plies, there could be 6 or more surfaces. Shown here are a few examples:
For cooling dominated buildings, the best solar performance is achieved when the coating is applied to the #2 surface, therefore Viracon coatings are located on the #2 surface.
Viracon utilizes an alphanumeric code for each coated glass product. The code designates the coating as well as the glass color the coating is applied to. This nomenclature is meant to aid in specifying our fabricated glass products however is not enough on its own to clearly identify the full glass unit. In a specification, it is important to include the Viracon nomenclature along with an outline including each component of the glass unit.
The first portion of the code represents the coating family. Examples of coating families include VE, VRE, and VS. Any coating family with the letter “E” in the code is a Viracon Low-E coating and those without an “E” are Viracon Reflective Coatings. Within each family, the coatings available have varying degrees of light transmittance. In our nomenclature, this is represented by the number following the dash.
The number between the Viracon coating family and the nominal light transmittance of the coating is the color of glass the coating is applied to.
Coating Availability by Product Configuration
Coating Availability for Laminated Configuration
Enhanced VRE and VE
BIG GLASS BROCHURE
VLT WAVELENGTH GRAPH |
Coal Surface Mining on Indian Lands: From Checkerboard to Crazy Quilt
This paper seeks to describe the regulatory environment affecting coal exploration, mining and reclamation on Indian lands. Its focus is the applicability of regulatory provisions affecting coal exploration, mining, and reclamation on Indian lands. I leave to others detailed analysis of SMCRA's regulatory and environmental standards,4 as well as other matters directly affecting coal mining economics, such as taxation and product valuation for royalty purposes. Hence, this paper first will summarize briefly the statutes, regulations, and legal concepts governing leases or contracts for Indian-owned coal.5 It will then trace the development of coal surface mining regulation on Indian lands, including the evolution of Indian lands regulation under the Surface Mining Control and Reclamation Act of 1977 (SMCRA)6 by the Office of Surface Mining Reclamation and Enforcement (OSM). It will examine Bureau of Indian Affairs (BIA) and Bureau of Land Management (BLM) regulations governing coal exploration on Indian-owned lands.7 The paper then will review the OSM regulations governing coal mining operations and reclamation.8 It will then outline the allocation of regulatory authority over coal surface mining on lands arguably defined as “Indian lands,” as framed by controversy surrounding SMCRA's statutory definition of “Indian lands.”9 Finally, it [10-3] will suggest ideas for coal miners
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The book containing this article may be available in hard copy, or the article may be available individually. Please contact the Rocky Mountain Mineral Law Foundation at [email protected] or 303-321-8100. |
Case Study Analysis: Boeing and Perrier
Galbraith’s Star model, as described by Palmer et al (2009), identifies five key components of organizational change that must be in alignment for success. The Star model notes that strategy, structure, processes and lateral capability, reward systems, and people practices are the five necessary elements to ensure an organization can adapt and thrive during implementation of change. In the case of Boeing, they could have benefited by having a set strategy in place that specifically focused on process and people.
Strategy, according to the Star model, is the vision, direction and competitive advantage an organization has in their respective industry. Vision must be bought off on at the highest level and must be explained and pushed down throughout the organization. The direction of the organization during and after the change must be clearly defined as well. In order to maintain success in the business environment, the organization must also maintain their competitive advantage, executing strategies to continue to grow and remain viable in their business.
The structure of a business, when examined under the Star model, establishes the organization’s power and authority, reporting relationships and roles within the organization. The chain of command is the power and authority, granting the decision makers ability to determine what is best for the company and allows for the reporting relationships, or hierarchy, within the business to be defined. Clearly defined roles within an organization encourage accountability and establish a framework for teamwork and collaboration across departments.
The Star model explains processes and lateral capability as the internal and external networks, processes, teams, integrative roles and matrix structures. All of these elements directly contribute to the formal and informal activities within the organization, or the flow of information. A horizontal flow of information directly impacts the workflow and relationships within an organization, while a vertical flow of information would be more inclined to affect budgeting or planning.
In the Star model the reward system and people practices are very closely related. Rewards systems influence the motivation of an organization’s members to make employees’ goals in line with the organization’s strategic objectives. People practices influence and define employee mindsets through training and development, rotation and promotions within the organization. These two aspects of the Star model contribute to the morale of the workforce and directly impact the productivity of the organization. By investing in their team of people, a company will ensure their success is shared and appreciated by the entire organization.
The five elements that make up the Star model, clearly define the steps to setting up a strategy to prepare for and embrace organizational change. Defining the roles of each element of the organization allow for communication throughout the organization and encourage employee buy-in, thus promoting the success of the organizations need for change. Boeing definitely needed to undergo some changes to remain viable in their industry and had they had a strategy in place to counter the fears, their transition period could have been much simpler and easier to digest by the workforce.
Numerous studies have been conducted on how implementation of organizational change impacts a business. One of these noted by Palmer et al. (2009) is the Boeing study of the change in leadership and the internal and external influences that affected the change in this organization (p. 153-54). After reviewing the Boeing case, it appears the Star model may be best suited to help identify and rectify the issues that caused turmoil at Boeing approximately ten year ago. The Star model is described as a framework that guides the evaluation, planning...
References: Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change. New York, NY: McGraw-Hill/Irvine.
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Definition of Clinkering
1. clinker [v] - See also: clinker
Click the following link to bring up a new window with an automated collection of images related to the term: Clinkering Images
Lexicographical Neighbors of Clinkering
Literary usage of Clinkering
Below you will find example usage of this term as found in modern and/or classical literature:
1. Engineers and Engineering by Engineers Club of Philadelphia (1914)
"1146 BITUMINOUS COALS; PREDETERMINATION OF THEIR clinkering ACTION BY LABORATORY TESTS By FC HUBLEY Presented at a Joint Meeting of the American ..."
2. The Journal of the Society of Chemical Industry by Society of Chemical Industry (1884)
"In other respects the system has fully answered expectations, the furnaces being easy to manage, the clinkering being done once in 24 hours (while at ..."
3. Refuse Disposal and Power Production by Walter Francis Goodrich (1904)
"Chapter VII clinkering THE clinkering of a furnace, or the removal of the residuum after destroying a charge, is perhaps the ..." |
Is leadership the product of the person or the place?
One camp says it’s the force of the individual. Through a combination of genetics and experience, some are leaders. And leaders act upon circumstances, make the market, revolutionize the industry, jump the trend.
Another camp says that leadership is the force of the place, the situation, the Zeitgeist (German for “spirit of the times”). Here, leaders are forged from present pressures and tectonic-like tipping-points. The momentum of the moment molds the players in the play.
The leader makes the times, the times make the leader. Which is it?
Both. The qualities of the leader—be they courage, intelligence, insight, or empathy—must compliment the current state of affairs. The person and the situation are inextricably linked; can’t have one without the other. But how do these forces combine to cause leadership? The answer lies, curiously enough, in evolutionary theory.
Many of us claim to understand evolution. We toss terms like “survival value” and explain event sequences as “evolutionary processes.” But how many have actually read Darwin’s 1859 The Origin of the Species? I dug into it to untangle the web of persons and situations, individuals and times, leaders and leadership.
Darwin was very clear about two natural cycles: production and maintenance. The cycle of production is that which produces variation. Deep in the genetic code of all species lays a “tendency for spontaneous variation.” The genotype (genetic composition) and consequent phenotype (observable characteristics) of all species just plain vary once in a while. There’s no rhyme or reason to it. The process is immune to environmental conditions. It appears to be—even with electron microscopes—random, accidental, and unknowable.
The cycle of maintenance is that which maintains variation after it’s been produced. Here is “survival of the fittest.” Here is the where the environment either selects for or rejects variations produced and introduced by the cycle of production. This process is perfectly observable and logical. Keep in mind that in no case does the cycle of maintenance create the variation, but it is the ultimate arbiter of whether it flowers or flounders, thrives or dies.
The giraffe’s neck makes the case. If asked why the giraffe’s neck is long, most will reply it’s because there’s digestible foliage in the forest’s canopy for which there is less competition. Most would be dead wrong.
The length of the giraffe’s neck has nothing to do with food in the high fronds. That length is a result of the cycle of production. Those high fronds are the environment—the cycle of maintenance—which selects or rejects post-hoc. The environment chose the peculiar neck but it didn’t make it.
What this has to do with leaders and leadership is two-fold. First, leaders are not manufactured by their times. They are instead best understood as unique and genuine spontaneous variations born of the cycle of production and endowed with consciousness and volition. Second, leaders cannot lead unless their talents are conducive to the times—the cycle of maintenance. If leaders (a noun) are not surrounded by conditions that favor their talents, they cannot lead (a verb). But when these forces align—person-place, production-maintenance—leadership (both noun and verb) can unfold.
Two towering figures illustrate this interplay. Benjamin Franklin might have been remembered as a clever inventor and diarist had it not been for the War of Independence. The war didn’t create Franklin; he was his own man. But it did call for his particular qualities. He and the moment were well matched. Another is Winston Churchill; a churlish chap, seemingly ill-suited for the modern world because of his quixotic 19th century principles. Still, his gifts were exactly what times required. WWII didn’t make Churchill, it selected him. He made sense.
With this in mind, leaders—potential and proven—should ask some questions. Are their qualities aptly matched with their firm’s dynamics? Are they well-fit for their position? Even if they possess abundant leadership qualities, if ill-suited, they’ll go unrecognized by organizations, peers and reports alike. That’s frustrating, and always compromises performance and satisfaction for all involved. Jaguars don’t do well in deserts just as strong personalities don’t do well in gentle organizational cultures.
Fortunately, unlike instinctual animals— long-necked giraffes, migrating birds, light-drawn moths—we humans possess volition. That means if introspective about our leadership qualities, we don’t’ have to be passive receptors of environmental currents. We can instead intentionally develop competencies that equip us for extant challenges. We can also move within the firm to a unit or department or team that’s better allied with our idiosyncratic skills. Or, we can go to another firm where our qualities are consistent with their demands. What I’m saying is this: those of us that find ourselves in the wrong place at the wrong time can adjust by developing complimentary skills, move to a more harmonious position in our firm, or up-root to re-root in friendlier soil.
A profound implication of this analogy is the impact that leaders have on their environments. Just as the introduction of a new species changes the floral and faunal equilibrium of a region, so does leadership. By their thoughts and deeds, leaders change the organization and culture that they are leading. In so doing, leaders may lead themselves out of leadership. For instance, a transformational, people-oriented leader may be exactly what is needed during times of crisis. But if that leader overcomes the challenges to set the organization on firm footing, his or her qualities may no longer be needed. A transactional, process-oriented leader may be better suited. Ironic, isn’t it, that successful leaders sufficiently change the conditions of their organizations so that those conditions are no longer favorable to their unique talents?
This may be why chief executive officers should stay no longer than five years. If they haven’t transformed the organization in that time, then they weren’t properly matched in the first place. If they have transformed the organization, then it’s a different environment, and it’s well-nigh time they move on.
We are creatures of nature, and as such are subject to its fundamental dynamics. But we are not merely visceral, primitive beings. We are instead singularly brimming with free-will. Our leadership is our own. But our talent is for naught if our competencies are not consistent with the conditions and culture of our clans. We have the power to change ourselves or change our surroundings. True leaders not only know who they are, but also know where they belong.
For a more in-depth treatment, read my extended version in the Journal of Leadership Studies.
Latest posts by James Bailey (see all)
- What Happens when Good and Great Leadership Conjoin? - August 3, 2018
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- 4 Self-Improvement Myths That May Be Holding You Back - February 2, 2018 |
Having an idea for a new business does not make it a success just by the mere service or product alone. There has to be a strategy behind opening the new business with a goal to reach. This strategy, or plan, needs to help the vision come into being, keep it sustained, and help it become successful. In the business world, this strategy is called a business plan. They can be as complicated, or as simple as it needs to be. For example, selling lemonade in the driveway sounds simple, but it still needs a plan. What are the supplies needed to make lemonade? Will you use plastic cups to sell it out of? What is the cost of making the lemonade, the cups, and signs? How much does each cup need to cost to make a profit? Are bio-degradable cups too expensive to be an option? Since you are selling a product out in the environment, what are the plans in case it is cold or raining? Again, these are not hard decisions to make for such a small business, but still a business plan needs to be formed to make the lemonade stand a success.
According to the U.S. Small Business Administration (SBA) at www.sba.gov there are several elements to a good business plan: executive summary, market analysis, company description, organization and management, marketing and sales management, service or product line, funding request, financials, and an appendix for additional information. A business plan should be reviewed on a quarterly basis and be flexible if changes are found to be needed.
Save the Best for Last
Even though the Summary is the most important part of the business plan, writing it should be saved until last. This statement will encompass what the entire plan for success will be. There should be a clear statement of your business, product, how you plan to sell and distribute items, number of staff, along with what direction the business will grow. Writing this after the details are completed will make writing the summary less daunting.
Where does the Green Come From
The most daunting task in a plan is the market analysis and financials, but the detail on this section will depend on whether funding needs to be obtained. If the funds have already been secured, then less work will be needed. If you are still trying to secure a loan, a detailed report will be necessary. Do your research and find out all the costs involved including the product, shipping, packaging, and marketing of your business. Never underestimate the power of the internet. If creating a website intimidates you, then add the cost of getting one professionally done.
Without organization and management planned out, there would be little chance of success for your business. It is rare to find a one man business, thus a clear chart for how the management will work in the business in needed. Be sure to have an organizational chart which shows each level of management, starting from the lowest employee up to president.
You Touch It, You Bought It
The service, or product line, section should give all the details of your service or product. List any copyrights and patents obtained, or in the process of obtaining. Be sure to include any research and development that will be planned. With environmental conservation looming large in society, including how green your product is from start to its recycling potential will give your plan an enormous boost.
As mentioned before, the level of financial analysis needed will be determined on whether funding will need to be secured still. The funding request section will be where all the detail is given for any potential loan or backer for your business. Complete details will need to be provided on what funding has been secured already, and where the rest of the funding will come from. Since this may involve a loan, a detailed plan for five years should be included with long term goals and plans. This is the chance to convince investors that your service or product will be a homerun and their monies will be handled responsibly.
Do Not be Afraid to Ask for Help
Thankfully, you do not have start this alone. At the SBA site, there are links on finding mentors to help with the development of the plan, and to help get the business of the ground. There are sections on how to obtain a loan and contractors to help you. On www.businessplans.org there are samples of successful business plans. Find one similar to your market and use it as a design tool. If thinking about all these steps seems daunting, there are software programs that can help with every step of the way. You cannot have a successful business plan if you do not ever start one. |
ST. PETERSBURG, Fla. – Florida lags behind other leading solar states in solar power per capita, according to a new report released today by Environment Florida Research & Policy Center and its national federation. The report, Lighting the Way: The Top Ten States that Helped Drive America’s Solar Energy Boom in 2013, shows strong solar growth across the nation and ranks the states on the amount of solar per capita through 2013. While solar in Florida grew from186 megawatts in 2012 to 213 megawatts in 2013 – a 7 percent increase, it lags substantially behind other states, ranking 19th in the nation for the amount of solar per capita in 2013. Nationwide, solar capacity tripled in the last two years to more than 12,000 megawatts.
WEST PALM BEACH, Fla. – With South Florida “ground zero” when it comes to some of the worst impacts of global warming, from rising seas to disappearing Everglades, Congressional delegates Frankel and Murphy, along with local elected leaders, joined Environment Florida Research & Policy Center today to call for more state and national action in the fight to cut carbon pollution. Speakers gathered at Florida Atlantic University’s Pine Jog Environmental Education Center to release a new report, Moving America Forward, that highlight’s the impact of the Clean Cars Program and other measures that have helped Florida reduce its emissions.
TAMPA, Fla. — As the debate over fracking mounts in Florida, residents on the frontlines of fracking in Pennsylvania today recounted their stories of illness, water contamination, and damage to their livelihoods due to dirty drilling operations. Environment Florida Research & Policy Center released the residents’ Shalefield Stories as the latest evidence for rejecting fracking near the Everglades or anywhere in the Sunshine State.
NAPLES, Fla. - A new Environment Florida Research and Policy Center report, “Fracking by the Numbers,” measures the damage being done by dirty drilling across the country. As state and national agencies consider fracking permits in Florida, the report is the first study of its kind to measure the footprint of fracking damage to date— including toxic wastewater, water use, chemical use, air pollution, land damage and global warming emissions.
TAMPA, Fla. – On the shores of the Hillsborough River, Environment Florida and the Gulf Restoration Network held an event to release “Ten Scary Facts About Florida Water,” a new factsheet which compiles 10 of the most frightening realities about pollution in the area's most iconic waterways. |
All molding and casting processes can be used to overmold. It is the process of molding over an insert, which becomes integral to the part on cooling.
Some molds allow previously molded parts to be reinserted to allow a new plastic layer to form around the first part. This is often referred to as overmolding. This system can allow for production of one-piece tires and wheels.
2-shot or multi-shot molds are designed to "overmold" within a single molding cycle and must be processed on specialized injection molding machines with two or more injection units. This process is actually an injection molding process performed twice. In the first step, the base color material is molded into a basic shape. Then the second material is injection-molded into the remaining open spaces. That space is then filled during the second injection step with a material of a different color. |
ERIC Number: ED212630
Record Type: RIE
Publication Date: 1982-Feb
Reference Count: 0
A Model for Understanding, Preventing and Controlling Burnout.
High stress and job dissatisfaction interact negatively to produce the condition known as burnout. Teacher burnout is the state of exhaustion, despair, and futility which results from the belief that achievement and satisfaction in teaching is either not possible or not worth the effort required to produce it. By making repeated measures of employee job satisfaction and stress, trends can be observed, and remedial steps can be taken. This can be done by plotting stress and dissatisfaction on a graph. The resulting interaction model of stress and job satisfaction creates three areas for discussion. The first is the assumption that stress and job satisfaction can be measured and presented in parallel form. Research into this field has resulted in several valid instruments, but more sophisticated methods should still be developed. The second area for discussion is techniques of stress management. General suggestions for protection from stress involve physical health maintenance, finding support groups or counseling, participating in workshops, and making a positive change in lifestyle. The third area of concern in the prevention of burnout is organizational development, or aspects of the work environment that can be manipulated to create job satisfaction. (FG)
Publication Type: Speeches/Meeting Papers; Reports - Evaluative
Education Level: N/A
Authoring Institution: N/A
Note: Paper presented at the Annual Meeting of the American Association of Colleges for Teacher Education (Houston, TX, February 17-20, 1982). |
WHAT ARE THE GREENHOUSE GAS PROTOCOL'S SCOPES?
- SCOPE 1: direct emissions arising from combustion facilities and refrigerant facilities located inside the operational perimeter (consumption of fuels; vehicles leaks).
- SCOPE 2: indirect emissions arising from the production of electricity, steam, heat or cold purchased and consumed by the company.
- SCOPE 3: all indirect emissions due to the company’s activities that are not taken into account in scope 2. This covers all the emissions arising from the complete value chain, including suppliers’ and consumers’ emissions. For instance, scope 3 emissions can encompass agriculture, transportation and distribution of purchased goods and services. |
What sounds make us feel safe in public?
ANN ARBOR—Rationally speaking, most people know that random, violent crime is rare. But that doesn’t keep them from getting the creeps when they walk through a parking structure or other public place that’s not well-lit or crowded.
This leads people to avoid places that are otherwise safe. How to reduce that fear? New research by University of Michigan marketing professor Aradhna Krishna shows that certain ambient sounds create a feeling of safety in such places.
“There is a feeling of unease when people are alone in public places, such as a parking garage, metro station or airport tunnel,” said Krishna, the Dwight F. Benton Professor of Marketing and director of the Sensory Marketing Laboratory at Michigan’s Ross School of Business.
“This doesn’t just give people bad feelings. It can have negative business effects when people actively avoid such areas. We know some retailers have used ambient sounds to affect customers’ moods and time perceptions. We wondered if the correct ambient sound could also make people feel secure.”
Krishna and colleagues conducted a field study in a parking garage on the Champs-Élysées in Paris and four lab experiments to examine the effects of different types of ambient noise—and no noise—on people’s feelings and behavior at an underground parking lot and a simulated metro station.
The researchers played classical instrumental music, bird songs and no sound at the underground parking lot. People who heard the bird songs felt a higher sense of perceived safety than those who heard the instrumental music, or no sounds.
Another experiment added human vocal sounds to the mix, and it showed people reacted positively to both the bird songs and human vocal songs. Both bird sounds and human vocal sounds made people feel a social presence, which then gave them an increased sense of safety.
They then tested the effect of sounds on consumer behavior. Study participants were shown a video of a metro station with the various sounds—human voices, bird songs, instrumental and no sound. They were asked a series of questions about the station and their perceptions, and whether they would be likely to stop and buy a monthly pass at that station.
Those shown the video played with human vocals and bird songs rated the station as safer and were more likely to say they would by a monthly pass there than people who heard the instrumental music or no song.
“We provide some real-world evidence that appropriately chosen ambient sounds introduced in public spaces perceived to be dangerous can increase human comfort and feelings of safety,” Krishna said. “Bird songs and human vocal sounds give a sense of social presence and seem to be the most effective to use. They even lead to more positive consumer responses and overall higher satisfaction with these places.”
Krishna also lends a note of caution “to not use ambient sounds to give a false sense of security when places are actually unsafe.”
The study will be published in a forthcoming edition of the International Journal of Research in Marketing. Krishna’s co-authors are Eda Sayin of the IE Business School in Madrid; Caroline Ardelet of the Université Paris Ouest Nanterre in France; Gwenaëlle Briand Decré of the LUNAM University, University of Angers in France; and Alain Goudey of the NEOMA Business School in Reims, France. |
After so many years of environmental dithering, things are starting to move and change is coming. Unilever, one of the world’s largest corporations has signed an important deal with Veolia. This company provides services to local governments specifically in water, waste, transport and energy management. Unilever, a huge print and packaging buyer, is working with Veolia to improve local recycling infrastructures, specifically for plastics recycling and recovery.
Kraft Heinz is the world’s fifth-largest food and beverage company, so it buys an awful lot of print. Recently Kraft Heinz has been paying more attention to its environmental impact, specifically its recycling objectives.
If you’ve got an interest in the packaging business, be that as a manufacturer or converter, you need to know about the Ellen MacArthur Foundation’s new coalition. Launched in 2010, the Ellen MacArther Foundation works with governments, industry and academia to develop an economic framework that is designed so that waste is not wasted, but instead is used as raw material for something else or gets reused. Such circular economies minimise emissions by closing as much as possible energy and material loops.
Amazing innovations are going on with inks as the graphics industry works to maintain its competiveness and improve environmental impacts. Nano inks are used for printed electronics, sensors and ceramics printing. For a few years now they have been used for commercial and packaging printing, on the basis that they can enhance colour gamut and overall print quality. We know relatively little about the effect of these inks on human health or the environment. One would like to think that impact on health has already been thoroughly researched and tested, but that appears to be the hope rather than the reality.
Despite all the excitement about cutting out plastic, it’s unrealistic to think that all printed plastics will disappear. However it’s not unrealistic to start thinking about improved collection and recycling models for them. This is a massive problem and one that impacts printers in the packaging and sign and display sectors particularly. Unlike paper and board, few plastics readily biodegrade so their value is low. |
Dr. Albert Kingsbury invented the hydrodynamic thrust bearing in 1912. Since then, Kingsbury, Inc. has been the leader in the design and manufacture of tilt-pad fluid film thrust and journal bearings for all types of rotating machinery, with hundreds of thousands of installations worldwide.
Over the years Kingsbury has committed itself to engineering bearing solutions to meet specific application challenges and to continuous improvement through dedicated research and development efforts.
In addition to its core line of flooded, tilting pad hydrodynamic bearings, Kingsbury offers the options of directed lubrication and fixed profile geometries, as well as rolling element, specialty bearings. All are designed to enhance equipment performance in machinery for power generation, oil and gas, refineries, marine propulsion systems, and process equipment used for rock crushing, mining, steel making, defense and many other applications.
To keep pace with the demand for faster speeds, heavier loads, improved performance, and dependability in challenging conditions, more and more equipment manufacturers have confidence in the proven bearing technologies of Kingsbury.
Vision: In 1912, Albert Kingsbury installed the first fluid-film thrust bearing on a turbine generator at Pennsylvania Water & Power Company's Holtwood Station and revolutionized the power industry.
At the turn of the 20th century, Holtwood Station on the Susquehanna River near Lancaster, PA was one of the most sophisticated hydroelectric plants of its time. Each of its ten 10,000 kilowatt generators accepted 45 tons of force from the water passing through its turbines. Under these heavy loads, conventional roller bearings could not last more than two months before failing.
Facing financial ruin, the utility was desperate for a solution. Fortunately, an engineering professor and consultant named Albert Kingsbury, anticipating the need for a friction-free bearing capable of handling much heavier loads, was completing tests on his new invention, a pivoted shoe bearing that rested on a film of oil.
Holtwood invited Kingsbury to install his fluid film bearing in one unit as a test. After faltering just once, the bearing performed flawlessly and supported 100 times the load of previous bearings. The other nine generators at Holtwood were eventually retrofitted with Kingsbury bearings and soon power plants around the country followed suit.
Ingenuity: Over the decades Kingsbury fluid-film bearings have won recognition in academic and industrial circles, all the while winning over high profile customers including major OEMs, utilities, refineries and the US Navy.
Kingsbury's contributions to mechanical engineering have been recognized over the last century with 135 patents since 1915, 60 of which were awarded to Dr. Kingsbury himself. Other awards garnered by Dr. Kingsbury include the Franklin Institute's Elliott Cresson Gold Medal, Philadelphia's John Scott Medal, honorary degrees from Worcester Polytechnic and University of New Hampshire and the Modern Pioneer Award from the National Association of Manufacturing. The company was also presented with the Navy prestigious E award for manufacturing excellence.
Perseverance: Over the past century, Kingsbury bearings have continued to evolve as the company has expanded.
Kingsbury engineers are known for their success in developing innovative problem-solving technologies that increase the load and speed capacity of fluid-film bearings delivering optimal efficiency in a wide range of machinery. No other bearing maker rivals our expertise in application engineering, design and customer support.
Kingsbury thrust and journal bearings enhance the performance of rotating equipment in many markets and industries for applications that include turbines, compressors, pumps, gearboxes, ship propulsion systems, rock crushers, tunnel boring machines and cranes.
Integrity: Preserving the Kingsbury legacy of technical and professional excellence now and into the future.
Today, Kingsbury is hard at work on solutions for tomorrow's bearing challenges, always mindful of Dr. Albert Kingsbury's legacy of excellence and innovation. In fact, the company has remained stable and privately held by the descendants of Dr. Kingsbury even while the rest of the industry has experienced numerous mergers and consolidations.
With new products and technical advances, a focused team of professionals and a firm commitment to meet the needs of every customer, we enable superior machine performance through expert bearing solutions.
Michael J. Brawley is Kingsbury’s President/CEO. Mr. Brawley is the seventh President & CEO since Albert Kingsbury incorporated the business in 1921, and succeeds William R. (Bill) Strecker, who held the position since May 2007 until his retirement in July 2017.
Brawley began his employment in November 1985 at Kingsbury’s Corporate Headquarters as a Sales Applications Engineer. During his first 18 years, he held multiple positions within the Sales department with his last as Manager of Domestic Sales. He was promoted to Division Manager of Kingsbury’s newly formed Magnetic Bearings Division in March 2003 and afterward became Division Director in March 2005. Following the sale of the Magnetic Bearings Division in 2007, he took on the role of Division Manager of the Repair and Service Division in February 2008 and subsequently moved into the role of Vice President of the Repair and Service Division in April 2010. In July 2016, he assumed the title of Chief Operating Officer, North America Operations, where he was responsible for Kingsbury’s stateside manufacturing operations, including Philadelphia PA, Oshkosh WI, Hatboro PA and Yuba City CA.
Brawley holds a Bachelor of Science degree in Physics from Widener University, Master of Science in Mechanical Engineering from Drexel University, and Master of Business Administration from Colorado State University. He was elected by the board of directors to the position of President/CEO in March, 2017.
Mick McCann is Vice President of Sales and Marketing. McCann started at Kingsbury in January 1994 as a Sales Applications Engineer responsible for customers in the southeast United States. In 1998, McCann's sales responsibilities were expanded to include Far East Asia. Since that time, McCann has made regular visits to China and Japan to cultivate Kingsbury's business interests. In 1999, McCann was promoted to the position of Senior Sales Applications Engineer. By 2003, he became responsible for the management of the Domestic Sales staff and has held additional titles of Sales Supervisor and Manager of Sales along the way. McCann was appointed Director of Sales & Marketing in May 2007.
McCann holds a Bachelor's Degree in Mechanical Engineering from Villanova University and an MBA from St. Joseph's University.
In April 2010, the Board of Directors appointed Mick Vice President, Sales and Marketing.
Dr. Morched Medhioub joined Kingsbury, Inc. as director of the company's new European office in Göttingen Germany in November, 2011. Dr. Medhioub has more than 20 years of expertise in the field of hydrodynamic bearings, and is an alumnus of the prestigious University of Braunschweig in Germany, where he received his undergraduate and doctoral degrees in Engineering. His accomplished background in fluid-film thrust and journal bearings, coupled with his experience as former managing director of Sartorius Bearing Technology, make Dr. Medhioub perfectly-suited for his new sales and engineering leadership role at Kingsbury.
In September, 2013, Dr. Medhioub was appointed Managing Director of Kingsbury GmbH.
Scan DeCamillo, Manager of Research and Development, is responsible for design, analysis, and development of fluid film bearings for industrial and military applications. He began his work in this field in 1975 and has developed performance and structural bearing analysis tools throughout his career. He holds patents and has authored several papers on bearing research, most recently on advancing hydrodynamic bearing technology in high-speed turbomachinery.
Mr. DeCamillo received his B.S. in Mechanical Engineering (1975) from Drexel University. He is a registered Professional Engineer in Pennsylvania as well as a member of STLE, ASME, and the Vibration Institute.
Sean O’Hara is the Chief Financial Officer. O’Hara began his career at Kingsbury in September 1988 in the Information Technology department. In 1993, O’Hara was promoted to the position of Manager of Information Technology. In 2001, O’Hara was promoted to Director of Corporate Information Technology. By 2007, O’Hara assumed the leadership role of Finance along with Information Technology. O’Hara was appointed Director of Finance responsible for Accounting, Information Technology, Human Resources, and Traffic in 2009.
O’Hara holds an MBA from Holy Family University.
In April 2010, the Board of Directors of Kingsbury, Inc. appointed O’Hara to Chief Financial Officer.
Joy L. Johnson joined Kingsbury, Inc. as Executive Secretary supporting the President and CEO, Board of Directors, Shareholders and several members of the Executive Team in August, 2013. Ms. Johnson has more than twenty years of experience supporting executive level employees and served as liaison to previous Board of Directors.
Ms. Johnson was appointed Corporate Secretary of Kingsbury, Inc. in July 2017.
Through over one hundred years of operation, Kingsbury engineers have amassed a wealth of information about bearing performance from thousands of field installations. But Kingsbury engineers never stop pushing the limits of bearing performance, searching for solutions to the challenges posed by high speed machinery in today's increasingly demanding oil and gas applications.
Kingsbury's R&D Mission
The Critical Role of Research and Development
Joseph Wilkes, Kingsbury's Vice President of Engineering, sums up the role of research and development best: "Our customers are demanding lower vibration levels, and there is more focus and analysis of the various frequencies that make up the overall vibration level. Ten or more years ago, many considered vibration as a single value, where now they are looking at the subsynchronous, synchronous, and supersynchronous frequencies much more closely."
According to Scan DeCamillo, Kingsbury's manager of Research & Development, "Turbomachinery is increasing both in size and in speed, which imposes great demands on bearings and machine dynamics. Since the industry began demanding greater machine efficiency several years ago, Kingsbury's direct lubrication designs have proved invaluable in maintaining low pad temperatures and improved efficiency. However, stability and vibration challenges have also surfaced. Our R&D efforts have allowed us to address vibration issues through patented designs, while maintaining the benefits of direct lubrication bearings."
Advanced, high-speed data acquisition equipment in Kingsbury's R&D facility allows our engineers to replicate, study and develop solutions to these pressing issues. Pad flutter and high sub-synchronous vibration, for example, can cause pivot fretting and wear, leading to increased bearing clearance and alarms over time. Instead of simply treating the symptoms, Kingsbury's engineering staff developed unique axial and radial SSV features that actually eliminated the source of the problems.
This approach exemplifies Kingsbury's commitment to eliminating bearing issues before they become problems, to enhance machine efficiency and minimize downtime. |
This project made use of six bituminous materials and ten aggregate gradations in plant mix paving operations. The test sections were installed by state forces in 1942 and 1943. The object was to determine which aggregate gradation with a specific bituminous material was best suited for an application of 75 pounds per square yard surface treatment.
The bituminous materials used were MC-5, RC-5, RT-12, PAC-5 (85 to 100 penetration), PAC-7 (120 to 150 penetration), and PAC-8 (150 to 200 penetration). Twenty sections of MC-5 and ten sections of RC-5 were laid in 1942; all the sections containing the other materials were placed in 1943. A lay-out of the project by sections is shown in Fig. 1.
There were three aggregates or aggregate combinations as follows: Limestone, Limestone and Concrete Sand, and Limestone and River Sand. The Limestone type consisted of four gradations made from mixing No. 9 and a fine stone designated as No. 11F. The Limestone and Concrete Sand type consisted of three gradations of No. 9 stone and the coarse sand. The Limestone and River Sand type consisted of three combinations of River Sand and No. 9 stone. These ten gradations are outlined in Table 1 and shown on the gradation chart in Fig. 2.
The gradation range for the 11F stone used in gradings G-1 to G-4 is in Table 1A. This was a much finer stone than the present No. 11 outlined in the same table. A plot of these gradation ranges along with one representing the Kentucky River sand is presented in Fig. 3.
Digital Object Identifier
Drake, William B., "Evaluation of Plant Mix Surface Treatments" (1951). Kentucky Transportation Center Research Report. 1347. |
How Everyday Plastics Reduce Our Environmental Footprint
Plastics are lightweight and strong, allowing us to do more with less material, which often results in a smaller environmental footprint.
Watch Albert Lawrence, Duff Goldman, Taniya Nayak, and Zack Giffin break down some of the many sustainability benefits of plastics.
More Ways Plastics Help the Environment
It’s easier than you think! Did you know that more than 18,000 grocery and retail stores collect plastic grocery bags for recycling? Or that some college sports stadiums can generate 100 tons of waste per game?
Recycling helps generate local revenue, supports local recycling jobs, and enables us to continue to benefit from valuable resources. Read up on all 9 of our easy tips to help make sure you’re recycling everything you can - at home or on the go.
Even though we rely on them every day, plastics can still surprise us.
This happens in many different ways - reducing food and packaging waste, supporting fuel efficiency in our vehicles, and doing more with less energy. Every day, plastics help us lower our environmental impact in dramatic ways.
Find out how these amazing materials are related to our environmental footprint with these 7 surprising facts.
In 2016, Trucost asked an interesting question in one of their studies: what is the cost of using plastics compared to using other materials? The answer turned out to be . . . surprising.
What makes a plastic jar of roasted peanuts such a great example of how plastics have lesser environmental costs than alternative materials?
Plastic packaging can help reduce the amount of material we need to protect our food - the facts may surprise you!
The term "sustainability" is relatively new - so what does it really mean when it comes to plastics? The ideas are complex, especially when we think about both what plastics are and how they are used.
Enter sustainable materials management, which digs deep into these ideas to provide a deeply detailed measure of environmental sustainability.
Learn more about this emerging field and how we can grow our understanding.
Plastic does a lot more than give your car bold color and a beautiful finish. Reducing a vehicle's weight by as little as 10% can increase fuel economy by up to 7%. What better way to do that than with lightweight and durable plastic materials?
Sometimes big environmental changes come from unexpected places - and plastic's power surprises us once again.
Take a look at how plastics are revolutionizing cars.
So much time, energy, and material goes into the production of our food. The amount of food wasted every year in U.S. is staggering. How do we fix that problem?
Plastic packaging can lead to less food waste by helping preserve fresh flavors in frozen food, reducing spoilage and significantly extending shelf life.
Eat healthier, waste less food - frozen foods packaged in plastic are a great way to achieve both goals at once! |
Israeli biological municipal solid waste (MSW) treatment company Arrow Ecology is hoping to offer its low-cost ArrowBio biological waste treatment system to the South African waste market.
Arrow Ecology sales manager Ofer Ben Ami explains to Engineering News that the ArrowBio process is a patented technology that succeeds in treating unsorted MSW to recover materials from the waste, as well as producing biogas, which is an alternative, clean and green energy for municipal transportation and power plants.
“The process has been tested for six years in a laboratory and in field tests at a semi-industrial plant near Hadera, in Israel,” he says.
The plant, in Tel Aviv, has been operational since December 2003 and has been approved by scientists from Europe, the US and Australia as being more effective and economical than all other existing MSW treatment methods, he notes.
“Arrow Ecology has won a $150-million contract in Sydney, Australia, with local partner and solid waste processing and disposal service provi- der WSN Environmental Solutions. Arrow Ecology has also been awarded a Los Angeles tender for MSW treatment, with the contract being prepared for signing soon,” says Ben Ami.
Through Arrow Ecology’s local partner in Mexico, the company won a long-term contract for a plant in Pachuca, Mexico, and its techno- logy has been declared one of the two best available technologies by waste removal company Waste Management, of the US.
Ben Ami mentions that the main advantages of the technology include the production of high-quality biogas (70% methane), which is an envi- ronment-friendly fuel that can be used for power plants and municipal transportation.
The technology recovers 80% to 90% of all waste materials, including metals, plastics, cardboard and glass, which can be recycled, and there is no need for the presorting of waste.
The system decreases air, water and ground pollution and leaves no unpleasant odours, and also lowers the effect of global climate change caused by methane gas from landfills. Methane production is also increased when sorted organic material is received.
Ben Ami explains that the ArrowBio process is an integrated solution that receives sorted or unsorted MSW as an input, eliminating the need for prior separation or classification of mixed waste.
“The waste is delivered by trucks and, after presorting large materials such as cardboard, it is dumped into a large vat, where water is present to assist with the first separation by gravity of different materials,” he says.
The preliminary liquid-based waste prepa- ration and separation stage is based on the principle that inorganic materials, such as metals and glass, as well as organic materials, have a specific weight that is greater than [that of] water, while plastics and biodegradable organic matter have a specific weight gravity that is equal to or less than [that of] water.
The heavy components that sink to the bottom are separated from the organic stream. These include ferrous metals, nonferrous metals and glass.
These materials travel down a processing line, where they are separated by a number of methods, including magnetic force, eddy current, shredders, screens and hydrocrushers. The remaining materials are returned to the water vat and go through the light materials process.
The light organic waste already separated from the heavy components is transported by conveyor into a pipe, where it is washed by strong water streams. After rough screening, the smaller elements are channelled to a hydrocrushing unit.
Larger items go to a sorting conveyor, where the polyethylene terephthalate and high-density polyethylene are screened out manually – the metals by magnets, while the film plastic is blown out by an air sifter. All the other waste goes into a rough shredder and then the hydrocrusher.
Biodegradable material enters the filtering systems where residual contaminants are filtered out. The grit, sand, broken glass and small metal elements are screened out using a settling vat. Larger elements enter a secondary air sifter and are either returned for a second cycle in the system, or expelled from the system for landfill.
The remaining energy-rich organic watery solu- tion, referred to as biological soup, contains bio- degradable material, organic matter and paper that can be treated in the bioreactors to yield noncontaminated fertiliser, water and biogas.
During the biological reaction, the fluid undergoes another two processes, which are orchestra- ted through naturally occurring microorganisms.
In the first bioreactor tank, acidogenic fermentation transforms complex organic material into simpler organic acids and fatty acids. This acid-rich organic matter is heated to between 36 ˚C and 40 ˚C and transported to the methano- genic fermentation reactor for anaerobic degradation of the organic materials and the generation of clean fertiliser, water and biogas.
“Some of the biogas is used for energy needs and for heating the methanogenic tank and the rest is sold as ‘green energy’. Fertiliser is sold to farmers and nurseries and the water is purified and sent back to the beginning of the process,” says Ben Ami.
He concludes that the environmental aspects of this system include no carbon pollution, no unpleasant odours, the ability to treat excess water to municipal standards, and the production of a high-quality organic fertiliser. |
1 2 C H A P T E R CORPORATE FORMATIONS AND CAPITAL STRUCTURE LEARNING OBJECTIVES After studying this chapter, you should be able to 1 Explain the tax advantages and disadvantages of alternative business forms 2 Apply the check-the-box regulations to partnerships, corporations, and trusts 3 Determine the legal requirements for forming a corporation 4 Explain the requirements for deferring gain or loss upon incorporation 5 Understand the tax implications of alternative capital structures 6 Determine the tax consequences of worthless stock or debt obligations 7 Understand the financial statement implications of forming a corporation 2-1
2 2-2 Corporations Chapter 2 CHAPTER OUTLINE Organization Forms Available Check-the-Box Regulations Legal Requirements for Forming a Corporation Tax Considerations in Forming a Corporation Section 351: Deferring Gain or Loss Upon Incorporation Choice of Capital Structure Worthlessness of Stock or Debt Obligations Tax Planning Considerations Compliance and Procedural Considerations Financial Statement Implications When starting a business, entrepreneurs must decide whether to organize it as a sole proprietorship, partnership, corporation, limited liability company, or limited liability partnership. This chapter discusses the advantages and disadvantages of each form of business association. Because many entrepreneurs find organizing their business as a corporation advantageous, this chapter looks at the definition of a corporation for federal income tax purposes. It also discusses the tax consequences of incorporating a business. The chapter closes by examining the tax implications of capitalizing a corporation with equity and/or debt as well as the advantages and disadvantages of alternative capital structures. This textbook takes a life-cycle approach to corporate taxation. The corporate life cycle starts with corporate formation, discussed in this chapter. Once formed and operating, the corporation s taxable income (or loss), federal income tax and other liabilities, and the tax consequences of distributions to its shareholders must be determined. Finally, at some point the corporation may outlive its usefulness and be dissolved. The corporate life cycle is too complex to discuss in one chapter. Therefore, additional coverage follows in Chapters C:3 through C:8. OBJECTIVE 1 Explain the tax advantages and disadvantages of alternative business forms ADDITIONAL COMMENT The income/loss of a sole proprietorship reported on Schedule C carries to page 1 of Form 1040 and is included in the computation of the individual s taxable income. Net income, if any, also carries to Schedule SE of Form 1040 for computation of the sole proprietor s self-employment tax. ORGANIZATION FORMS AVAILABLE Businesses can be organized in several forms including Sole proprietorships Partnerships Corporations Limited liability companies Limited liability partnerships A discussion of the tax implications of each form is presented below. SOLE PROPRIETORSHIPS A sole proprietorship is a business owned by one individual. It often is selected by entrepreneurs who are beginning a new business with a modest amount of capital. From a tax and legal perspective, a sole propriertorship is not a separate entity. Rather, it is a legal extension of its individual owner. Thus, the individual owns all the business assets and reports income or loss from the sole proprietorship directly on his or her individual tax return. Specifically, the individual owner (proprietor) reports all the business s income and expenses for the year on Schedule C (Profit or Loss from Business) or Schedule C-EZ (Net Profit from Business) of Form A completed Schedule C is included in Appendix B, where a common set of facts (with minor modifications) illustrates the similarities and differences in sole proprietorship, C corporation, partnership, and S corporation tax reporting. If the business is profitable, the profit is added to the proprietor s other income. EXAMPLE C:2-1 EXAMPLE C:2-2 John, a single taxpayer, starts a new computer store, which he operates as a sole proprietorship. John reports a $15,000 profit from the store in its first year of operation. Assuming he has enough income from other sources to be taxed at a 35% marginal tax rate, John s tax on the $15,000 of profit from the store is $5,250 (0.35 $15,000). 1 If the business is unprofitable, the loss reduces the proprietor s total taxable income, thereby providing tax savings. Assume the same facts as in Example C:2-1 except John reports a $15,000 loss instead of a $15,000 profit in the first year of operation. Assuming he still is taxed at a 35% marginal tax rate, the $15,000 loss on the new venture produces tax savings of $5,250 (0.35 $15,000). 1 The $15,000 Schedule C profit in Example C:2-1 will increase adjusted gross income (AGI). The AGI level affects certain deduction calculations (e.g., medical, charitable contributions, and miscellaneous itemized) and may result in a taxable income increase different from the $15,000 AGI increase.
3 Corporate Formations and Capital Structure Corporations 2-3 ADDITIONAL COMMENT Although this chapter emphasizes the tax consequences of selecting the entity in which a business will be conducted, other issues also are important in making such a decision. For example, the amount of legal liability assumed by an owner is important and can vary substantially among the different business entities. TAX ADVANTAGES. The tax advantages of conducting business as a sole proprietorship are as follows: The sole proprietorship, as a separate business, is not subject to taxation. Rather, the sole proprietor, as an individual, is taxed at his or her marginal tax rate on income earned by the business. The proprietor s marginal tax rate may be lower than the marginal tax rate that would have applied had the business been organized as a corporation. The owner may contribute cash to, or withdraw profits from, the business without tax consequences. Although the owner usually maintains separate books, records, and bank accounts for the business, the money in these accounts belongs to the owner personally. The owner may contribute property to, or withdraw property from, the business without recognizing gain or loss. Business losses may offset nonbusiness income, such as interest, dividends, and any salary earned by the sole proprietor or his or her spouse, subject to the passive activity loss rules. TAX DISADVANTAGES. The tax disadvantages of conducting business as a sole proprietorship are as follows: The profits of a sole proprietorship are currently taxed to the individual owner, whether or not the profits are retained in the business or withdrawn for personal use. By contrast, the profits of a corporate business are taxed to its shareholders only when the corporation distributes the earnings as dividends. At times, corporate tax rates have been lower than individual tax rates. In such times, businesses conducted as sole proprietorships have been taxed more heavily than businesses organized as corporations. A sole proprietor must pay the full amount of Social Security taxes because he or she is not considered to be an employee of the business. By contrast, shareholder-employees must pay only half their Social Security taxes; the corporate employer pays the other half. (The employer, however, might pass this half onto employees in the form of lower wages.) Sole proprietorships may not deduct compensation paid to owner-employees. By contrast, corporations may deduct compensation paid to shareholder-employees. Certain tax-exempt benefits (e.g., premiums for group term life insurance) available to shareholder-employees are not available to owner-employees. 2 A sole proprietor must use the same accounting period for business and personal purposes. Thus, he or she cannot defer income by choosing a business fiscal year that differs from the individual s calendar year. By contrast, a corporation may choose a fiscal year that differs from the shareholders calendar years. REAL-WORLD EXAMPLE The IRS estimates the following business entity returns to be filed for 2006: Entity Partnership C corporation S corporation Number 2.61 million 2.25 million 3.76 million PARTNERSHIPS A partnership is an unincorporated business carried on by two or more individuals or other entities. The partnership form often is used by friends or relatives who engage in a business together and by groups of investors who want to share the profits, losses, and expenses of some type of investment such as a real estate project. A partnership is a tax reporting, but not taxpaying, entity. The partnership acts as a conduit for its owners. Its income, expenses, losses, credits, and other tax-related items flow through to the partners who report these items on their separate tax returns. Each year a partnership must file a tax return (Form 1065 U.S. Partnership Return of Income) to report the results of its operations. When the partnership return is filed, the preparer must send each partner a statement (Schedule K-1, Form 1065) that reports the 2 Section 162(l) permits self-employed individuals to deduct as a trade or business expense all of the health insurance costs incurred on behalf of themselves, their spouses, and their dependents.
4 2-4 Corporations Chapter 2 partner s allocable share of partnership income, expenses, losses, credits, and other taxrelated items. The partner then must report these items on his or her separate tax return. As with a sole proprietorship, the partner s allocable share of business profits is added to the partner s other income and taxed at that partner s marginal tax rate. A completed Form 1065 appears in Appendix B. EXAMPLE C:2-3 EXAMPLE C:2-4 Bob is single and owns a 50% interest in the BT Partnership, a calendar year entity. The BT Partnership reports a $30,000 profit in its first year of operation. Bob s $15,000 share flows through from the partnership to Bob s individual tax return. Assuming Bob is taxed at a 35% marginal tax rate, his tax on the $15,000 is $5,250 (0.35 $15,000). Bob must pay the $5,250 in taxes whether or not the BT Partnership distributes any of its profits to him. If a partnership reports a loss, the partner s allocable share of the loss reduces that partner s other income and provides tax savings based on the partner s marginal tax rate. The passive activity loss rules, however, may limit the amount of any loss deduction available to the partner. (For a discussion of these rules, see Chapter C:9 of this textbook.) Assume the same facts as in Example C:2-3 except that, instead of a profit, the BT Partnership reports a $30,000 loss for its first year of operation. Assuming Bob is taxed at a 35% marginal tax rate, his $15,000 share of the first year loss produces a $5,250 (0.35 $15,000) tax savings. ADDITIONAL COMMENT In some states, a limited partnership can operate as a limited liability limited partnership (LLLP) whereby the general partners obtain limited liability. See Chapter C:10 for additional discussion. A partnership can be either general or limited. In a general partnership, the liability of each partner for partnership debts is unlimited. Thus, these partners are at risk for more than the amount of their capital investment in the partnership. In a limited partnership, at least one partner must be a general partner, and at least one partner must be a limited partner. As in a general partnership, the general partners are liable for all partnership debts, and the limited partners are liable only to the extent of their capital investment in the partnership, plus any amount they are obligated to contribute if called upon. Limited partners generally may not participate in the management of the partnership. TAX ADVANTAGES. The tax advantages of doing business as a partnership are as follows: The partnership as an entity pays no tax. Rather, the income of the partnership passes through to the separate tax returns of the partners and is taxed directly to them. A partner s tax rate may be lower than a corporation s tax rate on the same level of taxable income. Partnership income is not subject to double taxation. Although partnership profits are accounted for at the partnership level, they are taxed only at the partner level. Additional taxes generally are not imposed on distributions to the partners. With limited exceptions, partners can contribute money or property to, or withdraw money or property from, the partnership without recognizing gain or loss. Subject to limitations, partners can use losses to offset income from other sources. A partner s basis in a partnership interest is increased by his or her share of partnership income. This basis adjustment reduces the amount of gain recognized when the partner sells his or her partnership interest, thereby preventing double taxation. ADDITIONAL COMMENT If two or more owners exist, a business cannot be conducted as a sole proprietorship. From a tax compliance and recordkeeping perspective, conducting a business as a partnership is more complicated than conducting the business as a sole proprietorship. TAX DISADVANTAGES. The tax disadvantages of doing business as a partnership are as follows: All the partnership s profits are taxed to the partners when earned, even if reinvested in the business. A partner s tax rate could be higher than a corporation s tax rate on the same level of taxable income. A partner is not considered to be an employee of the partnership. Therefore, he or she must pay the full amount of self-employment taxes on his or her share of partnership
5 Corporate Formations and Capital Structure Corporations 2-5 income. Some tax-exempt fringe benefits (e.g., premiums for group term life insurance) are not available to partners. 3 Partners generally cannot defer income by choosing a fiscal year for the partnership that differs from the tax year of the principal partner(s). However, if the partnership demonstrates a business purpose, or if it makes a special election, it may use a fiscal year. Chapters C:9 and C:10 of this volume discuss partnerships in greater detail. CORPORATIONS Corporations can be divided into two categories: C corporations and S corporations. A C corporation is subject to double taxation. Its earnings are taxed first at the corporate level when earned, then again at the shareholder level when distributed as dividends. An S corporation, by contrast, is subject to single-level taxation, much like a partnership. Its earnings are accounted for at the corporate level but are taxed only at the shareholder level. ADDITIONAL COMMENT Unlike a sole proprietorship and a partnership, a C corporation is a separate taxpaying entity. This form can be an advantage because corporate rates start at 15%, which may be much lower than an individual shareholder s rate, which might be as high as 35%. EXAMPLE C:2-5 TAX STRATEGY TIP If a shareholder is also an employee of the corporation, the corporation can avoid double taxation by paying a deductible salary instead of a dividend. The salary, however, must be reasonable in amount. See Tax Planning Considerations in Chapter C:3 for further discussion of this technique along with an example demonstrating how the reduced tax rate on dividends lessens the difference between salary and dividend payments. EXAMPLE C:2-6 TAX STRATEGY TIP By having a corporation accumulate earnings instead of paying dividends, the shareholder converts current ordinary income into deferred capital gains. The corporation, however, must avoid the accumulated earnings tax (see Chapter C:5). C CORPORATIONS. A C corporation is a separate entity taxed on its income at rates ranging from 15% to 35%. 4 A corporation must report all its income and expenses and compute its tax liability on Form 1120 (U.S. Corporation Income Tax Return). A completed Form 1120 appears in Appendix B. Shareholders are not taxed on the corporation s earnings unless these earnings are distributed as dividends. For years 2003 through 2010, dividends received by a noncorporate shareholder are taxed at the same rate that applies to net capital gains. This dividend rate is 15% for taxpayers whose tax bracket exceeds 15%. (See Chapter I:5 of the Individuals volume for details of this provision.) Jane owns 100% of York Corporation s stock. York reports taxable income of $50,000 for the current year. The first $50,000 of taxable income is taxed at a 15% rate, so York pays a corporate income tax of $7,500 (0.15 $50,000). If the corporation distributes none of its earnings to Jane during the year, she pays no taxes on York s earnings. However, if York distributes its current after-tax earnings to Jane, she must pay tax on $42,500 ($50,000 $7,500) of dividend income. Assuming she is in the 35% marginal tax bracket, the tax Jane pays on the dividend income is $6,375 (0.15 $42,500). The total tax on York s $50,000 of profits is $13,875 ($7,500 paid by York $6,375 paid by Jane). Even when a corporation does not distribute its profits, double taxation may result. The profits are taxed to the corporation when they are earned. Then they may be taxed a second time (as capital gains) when the shareholder sells his or her stock or when the corporation liquidates. On January 2 of the current year, Carl purchases 100% of York Corporation stock for $60,000. In the same year, York reports taxable income of $50,000, on which it pays tax of $7,500. The corporation distributes none of the remaining $42,500 to Carl. On January 3 of the next year, Carl sells his stock to Mary for $102,500 (his initial investment plus the current year s accumulated earnings). Carl must report a capital gain of $42,500 ($102,500 $60,000). Thus, York s profit is effectively taxed twice first at the corporate level when earned and again at the shareholder level when Carl sells the stock. Tax Advantages. The tax advantages of doing business as a C corporation are as follows: A corporation is an entity separate and distinct from its owners. Its marginal tax rate may be lower than its owners marginal tax rates. So long as these earnings are not distributed and taxed to both the shareholders and the corporation, aggregate tax savings may result. If retained in the business, the earnings may be used for reinvestment and the retirement of debt. This advantage, however, may be limited by the accumulated earnings tax and the personal holding company tax. (See Chapter C:5 for a discussion of these two taxes.) 3 Partners are eligible to deduct their health insurance costs in the same manner as a sole proprietor. See footnote 2 for details. 4 As discussed in Chapter C:3, the corporate tax rate is 39% and 38% for certain levels of taxable income.
6 2-6 Corporations Chapter 2 Shareholders employed by the corporation are considered to be employees for tax purposes. Consequently, they are liable for only half their Social Security taxes, while their corporate employer is liable for the other half. Shareholder-employees are entitled to tax-free fringe benefits (e.g., premiums paid on group term life insurance and accident and health insurance). The corporation can provide these benefits with before-tax dollars (instead of after-tax dollars). By contrast, because sole proprietors and partners are not considered to be employees for tax purposes, they are ineligible for certain tax-free fringe benefits, although they are permitted to deduct their health insurance premiums. A corporation may deduct as an ordinary and necessary business expense compensation paid to shareholder-employees. Within reasonable limits, it may adjust this compensation upward to shelter corporate taxable income. A C corporation can use a fiscal instead of a calendar year as its reporting period. A fiscal year could permit a corporation to defer income to a later reporting period. (A personal service corporation, however, generally must use a calendar year as its tax year. 5 ) Special rules allow a shareholder to exclude 50% of the gain realized on the sale or exchange of stock held more than five years, provided the corporation meets certain requirements. SELF-STUDY QUESTION How are corporate earnings subject to double taxation? ANSWER Corporate earnings initially are taxed to the corporation. In addition, once these earnings are distributed to the shareholders (dividends), they are taxed again. Because the corporation does not receive a deduction for the distribution, these earnings have been taxed twice. Also, double taxation can occur when a shareholder sells his or her stock at a gain. Through 2010, qualified dividends and long-term capital gains both are subject to the 15% maximum tax rate. Tax Disadvantages. The tax disadvantages of doing business as a C corporation are as follows: Double taxation of income results when the corporation distributes its earnings as dividends to shareholders or when shareholders sell or exchange their stock. Shareholders generally cannot withdraw money or property from the corporation without recognizing income. A distribution of cash or property to a shareholder generally is taxable as a dividend if the corporation has sufficient earnings and profits (E&P). (See Chapter C:4 for a discussion of E&P.) Net operating losses provide no tax benefit to the owners in the year the corporation incurs them. They can be carried back or carried forward to offset the corporation s income in other years. For start-up corporations, these losses provide no tax benefit until the corporation earns a profit in a subsequent year. Shareholders cannot use these losses to offset income from other sources. Capital losses provide no tax benefit to the owners in the year the corporation incurs them. They cannot offset the ordinary income of either the corporation or its shareholders. These losses must be carried back or carried forward to offset corporate capital gains realized in other years. S CORPORATIONS. An S corporation is so designated because special rules governing its tax treatment are in Subchapter S of the IRC. Nevertheless, the general corporate tax rules apply unless overridden by the Subchapter S provisions. Like a partnership, an S corporation is a pass-through entity. Income, deductions, losses, and credits are accounted for by the S corporation, which generally is not subject to taxation. They flow through to the separate returns of its owners, who generally are subject to taxation. On the other hand, an S corporation offers its owners less flexibility than does a partnership. For example, the number and type of S corporation shareholders are limited, and the shareholders cannot allocate income, deductions, losses, and credits in a way that differs from their proportionate ownership. Like C corporation shareholders, S corporation shareholders enjoy limited liability. To obtain S corporation status, a corporation must make a special election, and its shareholders must consent to that election. Each year, an S corporation files an information return, Form 1120S (U.S. Income Tax Return for an S Corporation), which reports the results of its operations and indicates the items of income, deduction, loss, and credit that pass through to the separate returns of its shareholders. 5 Sec See Chapter C:3 for the special tax year restrictions applying to personal service corporations.
7 Corporate Formations and Capital Structure Corporations 2-7 EXAMPLE C:2-7 Chuck owns 50% of the stock in Maine, an S corporation that uses the calendar year as its tax year. For its first year of operation, Maine reports $30,000 of taxable income, all ordinary in character. Maine pays no corporate income taxes. Chuck must pay taxes on his $15,000 (0.50 $30,000) share of Maine s income whether or not the corporation distributes this income to him. If his marginal tax rate is 35%, Chuck pays $5,250 (0.35 $15,000) of tax on this share. If Maine instead reports a $30,000 loss, Chuck s $15,000 share of the loss reduces his tax liability by $5,250 (0.35 $15,000). TAX STRATEGY TIP If a corporation anticipates losses in its early years, it might consider operating as an S corporation so that the losses pass through to the shareholders. When the corporation becomes profitable, it can revoke the S election if it wishes to accumulate earnings for growth. TAX STRATEGY TIP Relatively low individual tax rates may increase the attractiveness of an S corporation relative to the C corporation form of doing business. Tax Advantages. The tax advantages of doing business as an S corporation are as follows: S corporations generally pay no tax. Corporate income passes through and is taxed to the shareholders. The shareholders marginal tax rates may be lower than a C corporation s marginal tax rate, thereby producing overall tax savings. Corporate losses flow through to the separate returns of the shareholders and may be used to offset income earned from other sources. (Passive loss and basis rules, however, may limit loss deductions to shareholders. See Chapter C:11.) This treatment can be beneficial to owners of start-up corporations that generate losses in their early years of operation. Because capital gains, as well as other tax-related items, retain their character when they pass through to the separate returns of shareholders, the shareholders are taxed on these gains as though they directly realized them. Consequently, they can offset the gains with capital losses from other sources. Furthermore, they are taxed on these gains at their own capital gains rates. Shareholders generally can contribute money to or withdraw money from an S corporation without recognizing gain. Corporate profits are taxed only at the shareholder level in the year earned. Generally, the shareholders incur no additional tax liability when the corporation distributes the profits. A shareholder s basis in S corporation stock is increased by his or her share of corporate income. This basis adjustment reduces the shareholder s gain when he or she later sells the S corporation stock, thereby avoiding double taxation. Tax Disadvantages. The tax disadvantages of doing business as an S corporation are as follows: Shareholders are taxed on all of an S corporation s current year profits whether or not these profits are distributed and whether or not the shareholders have the wherewithal to pay. If the shareholders marginal tax rates exceed those for a C corporation, the overall tax burden may be heavier, and the after-tax earnings available for reinvestment and debt retirement may be reduced. Nontaxable fringe benefits generally are not available to S corporation shareholderemployees. 6 Ordinarily, fringe benefits provided by an S corporation are deductible by the corporation and taxable to the shareholder. On the other hand, S corporation shareholder-employees pay half of Social Security taxes while the S corporation employer pays the other half. S corporations generally cannot defer income by choosing a fiscal year other than a calendar year unless the S corporation can establish a legitimate business purpose for a fiscal year or unless it makes a special election. Chapter C:11 discusses S corporations in greater detail. In addition, Appendix F compares the tax treatment of C corporations, partnerships, and S corporations. 6 S corporation shareholders are eligible to deduct their health insurance costs in the same manner as sole proprietors and partners. See footnote 2 for details.
8 2-8 Corporations Chapter 2 ADDITIONAL COMMENT All 50 states have adopted statutes allowing LLCs. REAL-WORLD EXAMPLE All the Big 4 accounting firms have converted general partnerships into LLPs. LIMITED LIABILITY COMPANIES A limited liability company (LLC) combines the best features of a partnership with those of a corporation even though, from a legal perspective, it is neither. An LLC with more than one owner generally is treated as a partnership while offering its owners the limited liability of a corporation. This limited liability extends to all the LLC s owners. In this respect, the LLC is similar to a limited partnership with no general partners. Unlike an S corporation, an LLC may have an unlimited number of owners who can be individuals, corporations, estates, and trusts. As discussed below, under the check-the-box regulations, the LLC may elect to be taxed as a corporation or be treated by default as a partnership. If treated by default as a partnership, the LLC files Form 1065 (U.S. Partnership Return of Income) with the IRS. LIMITED LIABILITY PARTNERSHIPS Many states allow a business to operate as a limited liability partnership (LLP). This business form is attractive to professional service organizations, such as public accounting firms, that have adopted LLP status primarily to limit their legal liability. Under state LLP laws, partners are liable for their own acts and omissions as well as the acts and omissions of individuals under their direction. On the other hand, LLP partners are not liable for the negligence or misconduct of the other partners. Thus, from a liability perspective, an LLP partner is like a limited partner with respect to other partners acts but like a general partner with respect to his or her own acts as well as the acts of his or her agents. Like a general partnership or LLC with more than one owner, an LLP can elect to be taxed as a corporation under the check-the-box regulations. If treated as a partnership by default, the LLP files Form 1065 (U.S. Partnership Return of Income) with the IRS. OBJECTIVE 2 Apply the check-the-box regulations to partnerships, corporations, and trusts TAX STRATEGY TIP When applying the federal checkthe-box regulations, taxpayers also must check to see whether or not their state will treat the entity in a consistent manner. CHECK-THE-BOX REGULATIONS Most unincorporated businesses may choose whether to be taxed as a partnership or a corporation under rules commonly referred to as the check-the-box regulations. According to these regulations, an unincorporated business with two or more owners is treated as a partnership for tax purposes unless it elects to be taxed as a corporation. An unincorporated business with one owner is disregarded as a separate entity and thus treated as a sole proprietorship unless it elects to be taxed as a corporation. 7 An eligible entity (i.e., an unincorporated business) may elect its classification by filing Form 8832 (Entity Classification Election) with the IRS. The form must be signed by each owner of the entity, or any officer, manager, or owner of the entity authorized to make the election. The signatures must specify the date on which the election will be effective. The effective date cannot be more than 75 days before or 12 months after the date the entity files Form A copy of the form must be attached to the entity s tax return for the election year. EXAMPLE C:2-8 EXAMPLE C:2-9 On January 10 of the current year, a group of ten individuals organizes an LLC to conduct a bookbinding business in Texas. In the current year, the LLC is an eligible entity under the checkthe-box regulations and thus may elect (with the owners consent) to be taxed as a corporation. If the LLC does not make the election, it will be treated as a partnership for tax purposes by default. Assume the same facts as in Example C:2-8 except only one individual organized the LLC. Unless the LLC elects to be taxed as a corporation, it will be disregarded for tax purposes by default. Consequently, its income will be taxed directly to the owner as if it were a sole proprietorship. 7 This rule does not apply to corporations, trusts, or certain special entities such as real estate investment trusts, real estate mortgage investment conduits, or publicly traded partnerships. Reg. Sec (b)(8). Publicly traded partnerships are discussed in Chapter C:10. Special check-the-box rules apply to foreign corporations. These rules are beyond the scope of this text.
9 Corporate Formations and Capital Structure Corporations 2-9 If an entity elects to change its tax classification, it cannot make another election until 60 months following the effective date of the initial election. Following the election, certain tax consequences ensue. For example, following a partnership s election to be taxed as a corporation, the partnership is deemed to distribute its assets to the partners, who are then deemed to contribute the assets to a new corporation in a nontaxable exchange for stock. If an eligible entity that previously elected to be taxed as a corporation subsequently elects to be treated as a partnership or a disregarded entity, it is deemed to have distributed its assets and liabilities to its owners or owner in a liquidation as described in Chapter C:6. If a partnership, the deemed distribution is followed by a deemed contribution of assets and liabilities to a newly formed partnership. 8 OBJECTIVE 3 Determine the legal requirements for forming a corporation ADDITIONAL COMMENT States are not consistent in how they tax corporations. Certain states have no state income taxes. Other states do not recognize an S election, thereby taxing an S corporation as a C corporation. LEGAL REQUIREMENTS FOR FORMING A CORPORATION The legal requirements for forming a corporation depend on state law. These requirements may include Investing a minimum amount of capital Filing articles of incorporation Issuing stock Paying state incorporation fees One of the first decisions an entrepreneur must make when organizing a corporation is the state of incorporation. Although most entrepreneurs incorporate in the state where they conduct business, many incorporate in other states with favorable corporation laws. Such laws might provide for little or no income, sales, or use taxes; low minimum capital requirements; and modest incorporation fees. Regardless of the state of incorporation, the entrepreneur must follow the incorporation procedure set forth in the relevant state statute. Typically, under this procedure, the entrepreneur must file articles of incorporation with the appropriate state agency. The articles must specify certain information, such as the formal name of the corporation; its purpose; the par value, number of shares, and classes of stock it is authorized to issue; and the names of the individuals who will initially serve on the corporation s board of directors. The state usually charges a fee for incorporation or filing. In addition, it periodically may assess a franchise tax for the privilege of doing business in the state. TAX CONSIDERATIONS IN FORMING A CORPORATION Once the entrepreneur decides on the corporate form, he or she must transfer money, property (e.g., equipment, furniture, inventory, and receivables), or services (e.g., accounting, legal, or architectural services) to the corporation in exchange for its debt or equity. These transfers may have tax consequences for both the transferor investor and the transferee corporation. For instance, the sale of property for stock usually is taxable to the transferor. 9 However, if Sec. 351(a) (which treats an investor s interest in certain transferred business assets to be changed in form rather than disposed of ) applies, any gain or loss realized on the exchange may be deferred. In determining the tax consequences of incorporation, one must answer the following questions: What property should be transferred to the corporation? What services should the transferors or third parties provide for the corporation? 8 Reg. Sec (g). An alternative way for a corporation to be taxed as a flow-through entity is to make an election to be taxed as an S corporation. See Chapter C:11. 9 Sec
10 2-10 Corporations Chapter 2 What liabilities, in addition to property, should be transferred? How should the property be transferred (e.g., sale, contribution to capital, or loan)? Example C:2-10 and Table C:2-1 compare the tax consequences of taxable and nontaxable property transfers. EXAMPLE C:2-10 BOOK-TO-TAX ACCOUNTING COMPARISON The IRC treats most corporate formations as nontaxable transactions. Property received in a corporate formation transaction generally is recorded on the tax books using the carryover basis rules. Services are recorded at their FMV. The financial accounting rules, however, record services and noncash property received for stock at either the FMV of the stock issued or the FMV of the noncash consideration received, whichever is more readily determinable. Also see Financial Statement Implications later in this chapter. For several years Brad has operated a successful manufacturing business as a sole proprietorship. To limit his liability, he decides to incorporate his business as Block Corporation. Immediately preceding the incorporation, he reports the following balance sheet for his sole proprietorship, which uses the accrual method of accounting: Adjusted Basis Fair Market Value Assets: Cash $ 10,000 $ 10,000 Accounts receivable 15,000 15,000 Inventory 20,000 25,000 Equipment $120,000 Minus: Depreciation (35,000) 85, ,000 Total $130,000 $150,000 Liabilities and owner s equity: Accounts payable $ 30,000 $ 30,000 Note payable on equipment 50,000 50,000 Owner s equity Total 50,000 $130,000 70,000 $150,000 When Brad transfers the assets to Block in exchange for its stock, he realizes a gain because the value of the stock received exceeds his basis in the assets. If the exchange is taxable, Brad recognizes $5,000 of ordinary income on the transfer of the inventory ($25,000 FMV $20,000 basis) and, because of depreciation recapture, $15,000 of ordinary income on the transfer of the equipment ($100,000 FMV $85,000 basis). However, if the exchange meets the requirements of Sec. 351(a), it is tax-free. In other words, Brad recognizes none of the income or gain realized on the transfer of assets and liabilities to Block. STOP & THINK Question: Joyce has conducted a business as a sole proprietorship for several years. She needs additional capital and wants to incorporate her business. The assets of her business (building, land, inventory, etc.) have a $400,000 adjusted basis and a $1.5 million FMV. Joyce is willing to exchange the assets for 1,500 shares of Ace Corporation stock each having a $1,000 fair market value. Bill and John are willing to invest $500,000 each in Joyce s business for 500 shares of stock. Why is Sec. 351 important to Joyce? Does it matter to Bill and John? Solution: If not for Sec. 351, Joyce would recognize gain on the incorporation of her business. She realizes a gain of $1.1 million ($1,500,000 $400,000) on her contribution of proprietorship assets to a new corporation in exchange for 60% of its outstanding shares (1,500 [1, ] 0.60). However, she recognizes none of this gain because she meets the requirements of Sec Section 351 does not affect Bill or John because each is simply purchasing 20% of the new corporation s stock for $500,000 cash. They will not realize or recognize gain or loss unless they subsequently sell their stock at a price above or below the $500,000 cost. If all exchanges of property for corporate stock were taxable, many entrepreneurs would find the tax cost of incorporating their business prohibitively high. In Example C:2-10, for example, Brad would recognize a $20,000 gain on the exchange of his assets for the corporate stock. Moreover, because losses also are realized in an exchange, without special rules, taxpayers could exchange loss property for stock and recognize the loss while maintaining an equity interest in the property transferred.
11 Corporate Formations and Capital Structure Corporations 2-11 TABLE C:2-1 Overview of Corporate Formation Rules Tax Treatment for: Taxable Property Transfer Nontaxable Property Transfer Transferors: 1. Gain realized FMV of stock received Same as taxable transaction Money received FMV of nonmoney boot property (including securities) received Amount of liabilities assumed by transferee corporation Minus: Adjusted basis of property transferred Realized gain (Sec. 1001(a)) 2. Gain recognized Transferors recognize the entire amount of Transferors recognize none of the realized gain unless realized gain (Sec. 1001(c)) one of the following exceptions applies (Sec. 351(a)): Losses may be disallowed under related party a. Boot property is received (Sec. 351(b)) rules (Sec. 267(a)(1)) b. Liabilities are transferred to the corporation Installment sale rules may apply to the for a nonbusiness or tax avoidance purpose realized gain (Sec. 453) (Sec. 357(b)) c. Liabilities exceeding basis are transferred to the corporation (Sec. 357(c)) d. Services, certain corporate indebtednesses, and interest claims are transferred to the corporation (Sec. 351(d)) The installment method may defer recognition of gain when a shareholder receives a corporate note as boot (Sec. 453) 3. Basis of property FMV (Cost) (Sec. 1012) Basis of property transferred to the corporation received Plus: Gain recognized Minus: Money received (including liabilities treated as money) FMV of nonmoney boot property Total basis of stock received (Sec. 358(a)) Allocation of total stock basis is based on relative FMVs Basis of nonmoney boot property is its FMV 4. Holding period of Day after the exchange date Holding period of stock received includes holding property received period of Sec property or capital assets transferred; otherwise it begins the day after the exchange date Transferee Corporation: 1. Gain recognized The corporation recognizes no gain or loss Same as taxable transaction except the corporation on the receipt of money or other may recognize gain under Sec. 311 if it transfers property in exchange for its stock appreciated nonmoney boot property (Sec. 351(f)) (including treasury stock) (Sec. 1032) 2. Basis FMV (Cost) (Sec. 1012) Generally, same as in transferor s hands plus any gain recognized by transferor (Sec. 362) If the total adjusted basis for all transferred property exceeds the total FMV of the property, the total basis to the transferor is limited to the property s total FMV 3. Holding period Day after the exchange date Transferor s carryover holding period for the property transferred regardless of the property s character (Sec. 1223(2)) Day after the exchange date if basis is reduced to FMV
12 2-12 Corporations Chapter 2 To allow taxpayers to incorporate without incurring a high tax cost and to prevent taxpayers from recognizing losses while maintaining an equity claim to the loss assets, Congress enacted Sec OBJECTIVE 4 Explain the requirements for deferring gain or loss upon incorporation TAX STRATEGY TIP A transferor who wishes to recognize gain or loss must take steps to avoid Sec. 351 by failing at least one of its requirements or by engaging in sales transactions. See Tax Planning Considerations later in this chapter for details. EXAMPLE C:2-11 SECTION 351: DEFERRING GAIN OR LOSS UPON INCORPORATION Section 351(a) provides that transferors recognize no gain or loss when they transfer property to a corporation solely in exchange for the corporation s stock provided that, immediately after the exchange, the transferors are in control of the corporation. Section 351 does not apply to a transfer of property to an investment company, nor does it apply in certain bankruptcy cases. This rule is based on the premise that, when property is transferred to a controlled corporation, the transferors merely exchange direct ownership for indirect ownership through stock ownership of the transferee corporation, which gives them an equity claim to the underlying assets. In other words, the transferors maintain a continuity of interest in the transferred property. Furthermore, if the only consideration the shareholders receive is stock, they have not generated cash with which to pay their taxes. Therefore, they may not have the wherewithal-to-pay. If the transferors of property receive other consideration in addition to stock, such as cash or debt instruments, they will have the wherewithal-to-pay and under Sec. 351(b) may have to recognize some or all of their realized gain. A transferor s realized gain or loss that is unrecognized for tax purposes, however, is not exempt from taxation. It is only deferred until the shareholder sells or exchanges the stock received in the Sec. 351 exchange. Shareholders who receive stock in such an exchange take a stock basis that reflects the deferred gain or loss. For example, if a shareholder receives stock in exchange for property and recognizes no gain or loss, the stock basis equals the basis of property transferred less liabilities assumed by the corporation (see Table C:2-1). Further discussion of this tax treatment appears later in this chapter. Under an alternative approach, the stock basis can be calculated as follows: FMV of qualified stock received minus any deferred gain (or plus any deferred loss). This latter approach highlights the deferral aspect of this type of transaction. If the shareholder later sells the stock, he or she will recognize the deferred gain or loss inherent in the basis adjustment. Assume the same facts as in Example C:2-10. If Brad satisfies the conditions of Sec. 351, he will not recognize the $20,000 realized gain ($15,000 gain on equipment $5,000 gain on inventory) when he transfers the assets and liabilities of his sole proprietorship to Block Corporation. Under the alternative approach, Brad s basis for the Block stock is decreased to reflect the deferred gain. Thus, Brad s basis in the Block stock is $50,000 ($70,000 FMV $20,000 deferred gain). If Brad later sells his stock for its $70,000 FMV, he will recognize the $20,000 gain at that time. The specific requirements for deferral of gain and loss under Sec. 351(a) are The transferors must transfer property to the corporation. The transferors must receive stock of the transferee corporation in exchange for their property. The transferors of the property must be in control of the corporation immediately after the exchange. Each of these requirements is explained below. THE PROPERTY REQUIREMENT The rule of gain or loss nonrecognition applies only to transfers of property to a corporation in exchange for the corporation s stock. Section 351 does not define the term property. However, the courts and the IRS have defined property to include money and almost any other asset, including installment obligations, accounts receivable, inventory, equip-
13 Corporate Formations and Capital Structure Corporations 2-13 ment, patents and other intangibles representing know-how, trademarks, trade names, and computer software. 10 Excluded from the statutory definition of property are 11 Services (such as legal or accounting services) rendered to the corporation in exchange for its stock Indebtedness of the transferee corporation not evidenced by a security Interest on transferee corporation debt that accrued on or after the beginning of the transferor s holding period for the debt The first of these exclusions perhaps is the most important. A person receiving stock as compensation for services must recognize the stock s FMV as ordinary income for tax purposes. In other words, an exchange of services for stock is a taxable transaction even if Sec. 351 applies to other transfers. 12 A shareholder s basis in the stock received as compensation for services is the stock s FMV. EXAMPLE C:2-12 Amy and Bill form West Corporation. Amy exchanges property for 90 shares (90% of the outstanding shares) of West stock. Amy s exchange is nontaxable because Amy has exchanged property for stock and controls West immediately after the exchange. Bill performs accounting services in exchange for ten shares of West stock worth $10,000. Bill s exchange is taxable because he has provided services in exchange for stock. Thus, Bill recognizes $10,000 of ordinary income the FMV of the stock as compensation for his services. Bill s basis in the stock is its $10,000 FMV. THE CONTROL REQUIREMENT Section 351 requires the transferors, as a group, to be in control of the transferee corporation immediately after the exchange. A transferor may be an individual or any type of tax entity (such as a partnership, another corporation, or a trust). Section 368(c) defines control as ownership of at least 80% of the total combined voting power of all classes of stock entitled to vote and at least 80% of the total number of shares of all other classes of stock (e.g., nonvoting preferred stock). 13 The minimum ownership levels for nonvoting stock apply to each class of stock rather than to the nonvoting stock in total. 14 EXAMPLE C:2-13 Dan exchanges property having a $22,000 adjusted basis and a $30,000 FMV for 60% of newly created Sun Corporation s single class of stock. Ed exchanges $20,000 cash for the remaining 40% of Sun stock. The transaction qualifies as a nontaxable exchange under Sec. 351 because the transferors, Dan and Ed, together own at least 80% of the Sun stock immediately after the exchange. Therefore, Dan defers recognition of his $8,000 ($30,000 $22,000) realized gain. (Ed realizes no gain because he contributes cash.) Because services do not qualify as property, stock received by a person who exclusively provides services does not count toward the 80% control threshold. Unless transferors of property own at least 80% of the corporation s stock immediately after the exchange, the control requirement will not be met, and the entire transaction will be taxable. EXAMPLE C:2-14 Dana transfers property having an $18,000 adjusted basis and a $35,000 FMV to newly created York Corporation for 70 shares of York stock. Ellen provides legal services worth $15,000 for the remaining 30 shares of York stock. Because Ellen does not transfer property to York, her stock is not counted toward the 80% ownership threshold. On the other hand, because Dana transfers property to York, his stock is counted toward this threshold. However, Dana is not in control of York immediately after the exchange because he owns only 70% of York stock. Therefore, Dana recognizes all $17,000 ($35,000 $18,000) of his gain realized on the exchange. Dana s basis in his York stock is its $35,000 FMV. Ellen recognizes $15,000 of ordinary income, the FMV of stock received for her services. Ellen s basis in her York stock is $15,000. The tax consequences to Ellen are the same whether or not Dana meets the control requirement. 10 For an excellent discussion of the definition of property, see footnote 6 of D.N. Stafford v. U.S., 45 AFTR 2d , 80-1 USTC 9218 (5th Cir., 1980). 11 Sec. 351(d). 12 Secs. 61 and In determining whether the 80% requirements are satisfied, the constructive ownership rules of Sec. 318 do not apply (see Rev. Rul , C.B. 212). See Chapter C:4 for an explanation of Sec Rev. Rul , C.B. 115.
14 2-14 Corporations Chapter 2 If the property transferors own at least 80% of the stock immediately after the exchange, they, but not the provider of services, will be in control of the transferee corporation. EXAMPLE C:2-15 Assume the same facts as in Example C:2-14, except a third individual, Fred, contributes $35,000 in cash for 70 shares of York stock. Now Dana and Fred together own more than 80% of the York stock ( ) immediately after the exchange. Therefore, the Sec. 351 control requirement is met, and neither Dana nor Fred recognizes gain on the exchange. Ellen still must recognize $15,000 of ordinary income, the FMV of the stock she receives for her services. TRANSFERORS OF BOTH PROPERTY AND SERVICES. If a person transfers both services and property to a corporation in exchange for the corporation s stock, all the stock received by that person, including stock received in exchange for services, is counted toward the 80% control threshold. 15 EXAMPLE C:2-16 Assume the same facts as in Example C:2-14 except that, in addition to providing legal services worth $15,000, Ellen contributes property worth at least $1,500. In this case, all of Ellen s stock counts toward the 80% ownership threshold. Because Dana and Ellen together own 100% of the York stock, the exchange meets the Sec. 351 control requirement. Therefore, Dana recognizes no gain on her property exchange. However, she still must recognize $15,000 of ordinary income, the FMV of the stock received as compensation for services. When a person transfers both property and services in exchange for a corporation s stock, the property must have more than nominal value for that person s stock to count toward the 80% control threshold. 16 The IRS generally requires that the FMV of the stock received for transferred property be at least 10% of the value of the stock received for services provided. If the value of the stock received for the property is less than 10% of the value of the stock received for the services, the IRS will not issue an advance ruling stating that the transaction meets the requirements of Sec EXAMPLE C:2-17 Assume the same facts as in Example C:2-16 except that Ellen contributes only $1,000 worth of property in addition to $15,000 of legal services. In this case, the IRS will not issue an advance ruling that the transaction meets the Sec. 351 requirements because the FMV of stock received for the property ($1,000) is less than 10% of the value of the stock received for the services ($1, $15,000). Consequently, if the IRS audits her tax return for the year of transfer, it probably will challenge Dana s and Ellen s position that the transfer is nontaxable under Sec TRANSFERS TO EXISTING CORPORATIONS. Section 351 applies to transfers to an existing corporation as well as transfers to a newly created corporation. The same requirements must be met in both cases. Property must be transferred in exchange for stock, and the property transferors must be in control of the corporation immediately after the exchange. EXAMPLE C:2-18 Jack and Karen own 75 and 25 shares, respectively, of Texas Corporation stock. Jack transfers property with a $15,000 adjusted basis and a $25,000 FMV to the corporation in exchange for an additional 25 shares of Texas stock. The Sec. 351 control requirement is met because, immediately after the exchange, Jack owns 80% ( ) of Texas stock. Therefore, Jack recognizes no gain. If a shareholder transfers property to an existing corporation for additional stock but does not own at least 80% of the stock after the exchange, the control requirement is not met. Thus, Sec. 351 denies tax-free treatment for many transfers of property to an existing corporation by a new shareholder. A new shareholder s transfer of property to an existing corporation is nontaxable only if that shareholder acquires at least 80% of the corporation s stock, or if enough existing shareholders also transfer additional property so that the transferors as a group, including the new shareholder, control the corporation immediately after the exchange. 15 Reg. Sec (a)(2), Ex. (3). 16 Reg. Sec (a)(1)(ii). 17 Rev. Proc , C.B. 568, Sec
15 Corporate Formations and Capital Structure Corporations 2-15 EXAMPLE C:2-19 Alice owns all 100 shares of Local Corporation stock, valued at $100,000. Beth owns property with a $15,000 adjusted basis and a $100,000 FMV. Beth contributes the property to Local in exchange for 100 shares of newly issued Local stock. The Sec. 351 control requirement is not met because Beth owns only 50% of Local stock immediately after the exchange. Therefore, Beth recognizes an $85,000 ($100,000 $15,000) gain. If an existing shareholder exchanges property for additional stock to enable another shareholder to qualify for tax-free treatment under Sec. 351, the stock received must be of more than nominal value. 18 For advance ruling purposes, the IRS requires that this value be at least 10% of the value of the stock already owned. 19 EXAMPLE C:2-20 STOP & THINK Assume the same facts as in Example C:2-19 except that Alice transfers additional property worth $10,000 for an additional ten shares of Local stock. Now both Alice and Beth are transferors, and the Sec. 351 control requirement is met. Consequently, neither Alice nor Beth recognizes gain on the exchange. If Alice receives fewer than ten shares, the IRS will not issue an advance ruling that the exchange is tax-free under Sec Question: Matthew and Michael each own 50 shares of Main Corporation stock having a $250,000 FMV. Matthew wants to transfer property with a $40,000 adjusted basis and a $100,000 FMV to Main in exchange for an additional 20 shares. Can Matthew avoid recognizing $60,000 ($100,000 $40,000) of the gain realized on the transfer? Solution: If Matthew simply exchanges the property for additional stock, he must recognize the gain. The Sec. 351 control requirement will not have been met because Matthew will own only 70 of the 120 outstanding shares (or 58.33%) immediately after the exchange. Gain recognition can be avoided in two ways: 1. Matthew can transfer sufficient property (i.e., $750,000 worth) to Main to receive 150 additional shares so that, immediately after the exchange, he will own 80% (200 out of 250 shares) of Main stock. 2. Alternatively, Michael also can contribute additional property to qualify as a transferor. Specifically, he can contribute to the corporation at least $25,000, or 10% of the $250,000 value of the Main stock that he already owns so that together the two transferors will own 100% of Main stock immediately after the exchange. DISPROPORTIONATE EXCHANGES OF PROPERTY AND STOCK. Section 351 does not require that the value of the stock received by the transferors be proportional to the value of the property transferred. However, if the value of the stock received is not proportional to the value of the property transferred, the exchange may be treated in accordance with its economic effect, that is, a proportional exchange followed by a gift, payment of compensation, or extinguishment of a liability owed by one shareholder to another. 20 If the deemed effect of the transaction is a gift from one transferor to another, for example, the donor will be treated as though he or she received stock equal in value to that of the property contributed and then gave some of the stock to the donee. EXAMPLE C:2-21 Don and his son John transfer property worth $75,000 (adjusted basis to Don of $42,000) and $25,000 (adjusted basis to John of $20,000), respectively, to newly formed Star Corporation in exchange for all 100 shares of Star stock. Don and John receive 25 and 75 shares of Star stock, respectively. Because Don and John are in control of Star Corporation immediately after the exchange, they recognize no gain or loss. However, because Don and John did not receive the stock in proportion to the FMV of their respective property contributions, Don might be deemed to have received 75 shares (worth $75,000), then to have given 50 shares (worth $50,000) to John. If the IRS deems such a gift, it might require Don to pay gift taxes. Don s basis in his remaining 25 shares is $14,000 [(25 75) $42,000 basis in the property transferred]. John s basis in the 75 shares is $48,000 [$20,000 basis in the property transferred by John ($42,000 $14,000) basis in the shares deemed to have been gifted by Don]. 18 Reg. Sec (a)(1)(ii). 19 Rev. Proc , C.B. 568, Sec Reg. Sec (b)(1).
16 2-16 Corporations Chapter 2 IMMEDIATELY AFTER THE EXCHANGE. Section 351 requires that the transferors be in control of the transferee corporation immediately after the exchange. This requirement does not mean that all transferors must simultaneously exchange their property for stock. It does mean, however, that all the exchanges must be agreed to beforehand, and the agreement must be executed in an expeditious and orderly manner. 21 EXAMPLE C:2-22 TAX STRATEGY TIP If one shareholder has a prearranged plan to dispose of his or her stock, and the disposition drops the ownership of the transferor shareholders below the required 80% control, such disposition can disqualify the Sec. 351 transaction for all the shareholders. As a possible protection, all shareholders could provide a written representation that they do not currently have a plan to dispose of their stock. EXAMPLE C:2-23 Art, Beth, and Carlos form New Corporation. Art and Beth each transfer noncash property worth $25,000 in exchange for one-third of the New stock. Carlos contributes $25,000 cash for another one-third of the New stock. Art and Carlos transfer their property and cash, respectively, on January 10. Beth transfers her property on March 3. Because all three transfers are part of the same prearranged transaction, the transferors are deemed to be in control of the corporation immediately after the exchange. Section 351 does not require the transferors to retain control of the transferee corporation for any specific length of time after the exchange. Control is required only immediately after the exchange. The IRS has interpreted this phrase to mean that the transferors must not have a prearranged plan to dispose of their stock outside the control group. If they do have such a plan, they are not considered to be in control immediately after the exchange. 22 Amir, Bill, and Carl form White Corporation. Each contributes to White appreciated property worth $25,000 in exchange for one-third of White stock. Before the exchange, Amir arranges to sell his stock to Dana as soon as he receives it. This prearranged plan implies that Amir, Bill, and Carl do not have control immediately after the exchange. Therefore, each must recognize gain in the exchange. THE STOCK REQUIREMENT Under Sec. 351, transferors who exchange property solely for transferee corporation stock recognize no gain or loss if they control the corporation immediately after the exchange. Stock for this purpose may be voting or nonvoting. However, nonqualified preferred stock is treated as boot. Preferred stock is stock with a preferred claim to dividends and liquidating distributions. Such stock is nonqualified if The shareholder can require the corporation to redeem it, The corporation is either required to redeem the stock or is likely to exercise a right to redeem it, or The dividend rate on the stock varies with interest rates, commodity prices, or other similar indices. These features render the preferred stock more like cash or debt than like equity. Thus, it is treated as boot subject to the rules discussed below. In addition, stock rights or stock warrants are not considered stock for purposes of Sec Topic Review C:2-1 summarizes the major requirements for a tax-free exchange under Sec EFFECT OF SEC. 351 ON THE TRANSFERORS If all Sec. 351 requirements are met, the transferors recognize no gain or loss on the exchange of their property for stock in the transferee corporation. The receipt of property other than stock does not necessarily render the entire transaction taxable. Rather, it could result in the recognition of all or part of the transferors realized gain. RECEIPT OF BOOT. If a transferor receives any money or property other than stock in the transferee corporation, the additional money or property is considered to be boot. Boot may include cash, notes, securities, or stock in another corporation. Upon receiving boot, the transferor recognizes gain to the extent of the lesser of the transferor s realized 21 Reg. Sec (a)(1). 22 Rev. Rul , C.B Reg. Sec (a)(1)(ii).
17 Corporate Formations and Capital Structure Corporations 2-17 Topic Review C:2-1 Major Requirements of Sec The nonrecognition of gain or loss rule applies only to transfers of property in exchange for a corporation s stock. It does not apply to an exchange of services for stock. 2. The property transferors must be in control of the transferee corporation immediately after the exchange. Control means ownership of at least 80% of the voting power and at least 80% of the total number of shares of all other classes of stock. Stock disposed of after the exchange pursuant to a prearranged plan does not meet the immediately after the exchange requirement. 3. The nonrecognition rule applies only to the gain realized in an exchange of property for stock. If the transferor receives property other than stock, such property is considered to be boot. The transferor recognizes gain to the extent of the lesser of the FMV of any boot received or the realized gain. gain or the FMV of the boot property received. 24 A transferor never recognizes a loss in an exchange qualifying under Sec. 351 whether or not he or she receives boot. The character of the recognized gain depends on the type of property transferred. For example, if the shareholder transfers a capital asset such as stock in another corporation, the recognized gain is capital in character. If the shareholder transfers Sec property, such as equipment or a building, the recognized gain is ordinary in character to the extent of any depreciation recaptured under Sec or Thus, depreciation is not recaptured unless the transferor receives boot and recognizes a gain on the depreciated property transferred. 26 If the shareholder transfers inventory, the recognized gain is entirely ordinary in character. EXAMPLE C:2-24 ADDITIONAL COMMENT If multiple assets were aggregated into one computation, any built-in losses would be netted against the gains. Such a result is inappropriate because losses cannot be recognized in a Sec. 351 transaction. EXAMPLE C:2-25 Pam, Rob, and Sam form East Corporation and transfer the following property: Transferor Asset Transferor s Adj. Basis FMV Consideration Received Pam Machinery $10,000 $12, shares East stock Rob Land 18,000 25, shares East stock and $5,000 East note Sam Cash 17,500 17, shares East stock The machinery and land are Sec property and a capital asset, respectively. The exchange meets the requirements of Sec. 351 except that, in addition to East stock, Rob receives boot of $5,000 (the FMV of the note). Rob realizes a $7,000 ($25,000 $18,000) gain, of which he recognizes $5,000 the lesser of the $7,000 realized gain or the $5,000 boot received. The gain is capital in character because the property transferred was a capital asset in Rob s hands. Pam realizes a $2,500 gain on her exchange of machinery. However, even though Pam would have been required to recapture depreciation had she sold or exchanged the machinery, she recognizes no gain because she received no boot. Sam neither realizes nor recognizes gain on his cash purchase of East stock. COMPUTING GAIN WHEN SEVERAL ASSETS ARE TRANSFERRED. Revenue Ruling adopts a separate properties approach for computing gain or loss when a shareholder transfers more than one asset to a corporation. 27 Under this approach, the gain or loss realized and recognized is computed separately for each property transferred. The transferor is deemed to have received a proportionate share of stock, securities, and boot in exchange for each property transferred, based on the assets relative FMVs. Joan transfers two assets to newly created North Corporation in a transaction qualifying in part for tax-free treatment under Sec The total FMV of the assets is $100,000. The consideration 24 Sec. 351(b). 25 Section 1239 also may require some gain to be characterized as ordinary income. Section 1250 ordinary depreciation recapture will not apply to real property placed in service after 1986 because MACRS mandates straight-line depreciation. 26 Secs. 1245(b)(3) and 1250(c)(3) C.B. 140.
18 2-18 Corporations Chapter 2 received by Joan consists of $90,000 of North stock and $10,000 of North notes. The following data illustrate how Joan determines her realized and recognized gain under the procedure set forth in Rev. Rul Asset 1 Asset s FMV $40,000 $60,000 $100,000 Percent of total FMV 40% 60% 100% Consideration received in exchange for asset: Stock (Stock percent of total FMV) $36,000 $54,000 $ 90,000 Notes (Notes percent of total FMV) Total proceeds 4,000 $40,000 6,000 $60,000 10,000 $100,000 Minus: Adjusted basis (65,000) (25,000) (90,000) Realized gain (loss) ( $25,000) $35,000 $ 10,000 Boot received $ 4,000 $ 6,000 $ 10,000 Recognized gain (loss) None $ 6,000 $ 6,000 Under the separate properties approach, the loss realized on the transfer of Asset 1 does not offset the gain realized on the transfer of Asset 2. Therefore, Joan recognizes $6,000 of the total $10,000 realized gain, even though she receives $10,000 of boot. Joan s sale of Asset 1 to North so as to recognize the loss might be advisable. See, however, the Sec. 267 loss limitation rules that may apply to Joan if she is a controlling shareholder (pages C:2-34 and C:2-35). COMPUTING A SHAREHOLDER S BASIS. Boot Property. A transferor s basis for any boot property received is the property s FMV. 28 Stock. A shareholder computes his or her adjusted basis in stock received in a Sec. 351 exchange as follows: 29 Adjusted basis of property transferred to the corporation Plus: Any gain recognized by the transferor Minus: FMV of boot received from the corporation Money received from the corporation Liabilities assumed by the transferee corporation Adjusted basis of stock received Asset 2 Total EXAMPLE C:2-26 ADDITIONAL COMMENT Because Sec. 351 is a deferral provision, any unrecognized gain must be reflected in the basis of the stock received by the transferor shareholder and is accomplished by substituting the transferor s basis in the property given up for the basis of the stock received. This substituted basis may be further adjusted by gain recognized and boot received. SELF-STUDY QUESTION What is an alternative method for determining the basis of the assets received by the transferor shareholder? How is this method applied to Bob in Example C:2-26? Bob transfers a capital asset having a $50,000 adjusted basis and an $80,000 FMV to South Corporation. He acquired the property two years earlier. Bob receives all 100 shares of South stock, having a $70,000 FMV, plus a $10, day South note (boot property). Bob realizes a $30,000 gain on the exchange, computed as follows: FMV of stock received $70,000 Plus: FMV of 90-day note 10,000 Amount realized $80,000 Minus: Adjusted basis of property transferred (50,000) Realized gain $30,000 Bob s recognized gain is $10,000, i.e.,the lesser of the $30,000 realized gain or the $10,000 FMV of the boot property. This gain is long-term capital in character. The Sec. 351 rules effectively require Bob to defer $20,000 ($30,000 $10,000) of his realized gain. Bob s basis for the South stock is $50,000, computed as follows: Adjusted basis of property transferred $50,000 Plus: Gain recognized by Bob 10,000 Minus: FMV of boot received (10,000) Adjusted basis of Bob s stock $50, Sec. 358(a)(2). 29 Sec. 358(a)(1).
19 Corporate Formations and Capital Structure Corporations 2-19 If a transferor receives more than one class of qualified stock, his or her basis must be allocated among the classes of stock according to their relative FMVs. 30 EXAMPLE C:2-27 ANSWER The basis of all boot property is its FMV, and the basis of stock received is the stock s FMV minus any deferred gain or plus any deferred loss. Bob s stock basis under the alternative method is $50,000 ($70,000 FMV of stock $20,000 deferred gain). Assume the same facts as in Example C:2-26 except Bob receives 100 shares of South common stock with a $45,000 FMV, 50 shares of South qualified preferred stock with a $25,000 FMV, and a 90-day South note with a $10,000 FMV. The total adjusted basis of the stock is $50,000 ($50,000 basis of property transferred $10,000 gain recognized $10,000 FMV of boot received). This basis must be allocated between the common and qualified preferred stock according to their relative FMVs, as follows: $45,000 Basis of common stock $50,000 $32,143 $45,000 $25,000 $25,000 Basis of preferred stock $50,000 $17,857 $45,000 $25,000 Bob s basis for the note is its $10,000 FMV. TRANSFEROR S HOLDING PERIOD. The transferor s holding period for any stock received in exchange for a capital asset or Sec property includes the holding period of the property transferred. 31 If the transferor exchanged any other kind of property (e.g., inventory) for the stock, the transferor s holding period for the stock begins on the day after the exchange. Likewise, the holding period for boot property begins on the day after the exchange. EXAMPLE C:2-28 STOP & THINK Assume the same facts as in Example C:2-26. Bob s holding period for the stock includes the holding period of the capital asset transferred. His holding period for the note starts on the day after the exchange. Question: The holding period for stock received in exchange for a capital asset or Sec property includes the holding period of the transferred item. The holding period for inventory or other assets begins on the day after the exchange. Why the difference? Solution: Because stock received in a Sec. 351 exchange represents a continuity of interest in the property transferred, the stock should not only be valued and characterized in the same manner as the asset exchanged for the equity claim, but also accorded the same tax attributes. Because the holding period of a capital asset is relevant in determining the character of gain or loss realized (i.e., long-term or short-term) on the asset's subsequent sale, stock received in a tax-free exchange of the asset should be accorded the same holding period for the purpose of determining the character of gain or loss realized on the stock's subsequent sale. By the same token, because the holding period of a noncapital asset is less relevant in determining the character of gain or loss realized on the asset's subsequent sale, stock received in a tax-free exchange of the asset need not be accorded the same holding period for the purpose of determining the character of gain or loss realized on the stock's subsequent sale. Given the very nature of a noncapital asset, this gain or loss generally is ordinary in character, in any event. Moreover, if stock received in exchange for a noncapital asset were accorded a holding period that includes that of the transferred property, a transferor could sell the stock in a short time to realize a long-term capital gain, thereby converting ordinary income (potentially from the sale of the noncapital asset) to capital gain from the sale of stock. Topic Review C:2-2 summarizes the tax consequences of a Sec. 351 exchange to the transferor and the transferee corporation. Also see finanacial statement implications of forming a corporation later in this chapter. 30 Sec. 358(b)(1) and Reg. Sec (b)(2). 31 Sec. 1223(1). Revenue Ruling ( C.B. 117) provides that a single share of stock may have two holding periods: a carryover holding period for the portion of such share received in exchange for a capital asset or Sec property and a holding period that begins on the day after the exchange for the portion of such share received for inventory or other property. The split holding period is relevant only if the transferor sells the stock received within one year of the transfer date.
20 2-20 Corporations Chapter 2 Topic Review C:2-2 Tax Consequences of a Sec. 351 Exchange To Shareholders: 1. Transferors recognize no gain or loss when they exchange property for stock. Exception: A transferor recognizes gain equal to the lesser of the realized gain or the sum of any money received plus the FMV of any non-cash property received. The character of the gain depends on the type of property transferred. 2. The basis of the stock received equals the adjusted basis of the property transferred plus any gain recognized by the transferor minus the FMV of any boot property received minus any money received (including liabilities assumed or acquired by the transferee corporation). 3. The holding period of stock received in exchange for capital assets or Sec property includes the holding period of the transferred property. The holding period of stock received in exchange for any other property begins on the day after the exchange. To Transferee Corporation: 1. A corporation recognizes no gain or loss when it exchanges its own stock for property or services. 2. The corporation s basis in property received is the transferor s basis plus any gain recognized by the transferor. However, if the total adjusted basis of all transferred property exceeds the total FMV of the property, the total basis to the transferee is limited to the property s total FMV. 3. The corporation s holding period for property received includes the transferor s holding period. ADDITIONAL COMMENT The nonrecognition rule for corporations that issue stock for property applies whether or not the transaction qualifies the transferor shareholder for Sec. 351 treatment. EXAMPLE C:2-29 TAX CONSEQUENCES TO TRANSFEREE CORPORATION A corporation that issues stock or debt for property or services is subject to various IRC rules for determining the tax consequences of that exchange. GAIN OR LOSS RECOGNIZED BY THE TRANSFEREE CORPORATION. Corporations recognize no gain or loss when they issue their own stock in exchange for property or services. 32 This rule applies whether or not Sec. 351 governs the exchange and whether or not the corporation issues new stock or treasury stock. West Corporation pays $10,000 to acquire 100 shares of its own stock from existing shareholders. The next year, West reissues these 100 treasury shares for land having a $15,000 FMV. West realizes a $5,000 ($15,000 $10,000) gain on the exchange but recognizes none of this gain. Corporations also recognize no gain or loss when they exchange their own debt instruments for property or services. On the other hand, a corporation recognizes gain (but not loss) if it transfers appreciated property to a transferor as part of a Sec. 351 exchange. The amount and character of the gain are determined as though the property had been sold by the corporation immediately before the transfer. EXAMPLE C:2-30 Alice, who owns 100% of Ace Corporation stock, transfers to Ace land having a $100,000 FMV and a $60,000 adjusted basis. In exchange, Alice receives 75 additional shares of Ace common stock having a $75,000 FMV, and Zero Corporation common stock having a $25,000 FMV. Ace s basis in the Zero stock, a capital asset, is $10,000. Alice realizes a $40,000 gain [($75,000 $25,000) $60,000] on the land transfer, of which $25,000 (i.e., the FMV of the boot property received) must be recognized. In addition, Ace recognizes a $15,000 capital gain ($25,000 $10,000) upon transferring the Zero stock to Alice. TRANSFEREE CORPORATION S BASIS FOR PROPERTY RECEIVED. A corporation that acquires property in exhange for its stock in a transaction that is taxable to the transferor takes a cost (i.e., its FMV) basis in the property. On the other hand, if the 32 Sec
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Jumping is a phenomenon that happens on a regular basis with enterprise alternative seekers. 17 Accounting, which has been known as the “language of business”, 18 measures the outcomes of a company’s economic actions and conveys this information to quite a lot of users, together with buyers , creditors , administration , and regulators 19 Practitioners of accounting are referred to as accountants The phrases “accounting” and “financial reporting” are sometimes used as synonyms.
The primary goal could also be achieved through a variety of totally different activities and may be outlined by way of associated subordinate objectives, but ultimately, every thing the particular person does (e.g., make provides and acquire property or providers) is directed at achieving that major aim.
You can innovate a brand new model by altering the mix of products and services, postponing choices, altering the individuals who make the selections, or altering incentives within the worth chain. This contains new products, companies, or processes, similar to integrated provide chain solutions (Sawhney et al., 2006).
Entrepreneur also can refer to an individual who systematizes and administers a enterprise and normally takes the risk for the sake of profit or turnover. Before we talked about social enterprise in a social techology context, the term already existed.
The forces which represent the business surroundings are its suppliers, opponents, consumer groups, media, government, prospects, financial conditions, market circumstances, buyers, applied sciences, traits, and a number of different institutions working externally of a business represent its business setting. |
Superior Route Analysis- The Traveling Salesman Problem
“Given a list of cities and the distances between each pair of cities, what is the shortest possible route that visits each city exactly once and returns to the origin city?” This is a very common problem among salesmen, called the traveling salesman problem (TSP). The salesmen have to visit their customers in different cities and return back to their origin city everyday. Therefore, they have long been eager to know the answer to the TSP so that they can finish their job earlier.
Now, the salesmen are able to get their answers on the fly! With the help of SuperGIS Desktop and SuperGIS Server, they can simply plot the location of the customers they need to visit on the online map, and the best route for them will automatically be displayed on the map.
Here’s how to do it. First, you need to prepare a line layer representing the road network system and a polygon layer representing the cities. Open them in SuperGIS Desktop and then you need to build a superior route analysis using Process Designer. Last, save the project file as a .sgd file, and publish it using SuperGIS Server Manager.
To build the superior route analysis, drag “Superior Route” to the process designer. The analysis need 2 inputs, one is the road network; the other, stops. The road network can be generated from “Generate Network”, so drag it into the process designer and set the road line layer as its input. The stops can be generated from “Create Stops”, so drag it into the designer as well. The input of “Create Stops” is a point layer. Use “Create Feature Class” to create a point layer, and use “Add Points” to allow users to add their stops by clicking on the map. Remember to set “Input Point Coordinates” as a process parameter. The output of the “Superior Route” is not a line feature, so you also need to drag “Export To Line Features” to convert the output into a line feature. Set the “Output Line Features” as process result and add it to the map. Refer to the figure below to build your geo-process. Save the file as a .sgd file and you are ready to publish it!
To publish the map, open SuperGIS Manager and select ”Publish a map service”. Click Add to add a new service. Enter the name and title, and select the .sgd file. Then click Publish. To activate the geo-processing service, select the service and click Config. Then Select Processing, and check Publish the following processes.
Select the service and click Config
Check Publish the following processes
After publishing the map service, a web application should also be created so that users can perform the analysis online. To create a web application, open SuperGIS Manager and select “Create a Web Application”. Select Ultra and click Create. Then follow the steps to create an ultra website.
Select Ultra and click Create
Follow the steps to create an ultra website
Now, you can go to the website, and use the process tool to perform the analysis. Simply add the places you need to visit by clicking on the map, and SuperGIS Server will do the rest for you! |
Historically has been considered as the major determinant of a buyer choice by economists.
Which of the following is not one of the external factors affecting price decisions?
If a firm is pursuing a product quality leadership pricing objective, it would charge a high price to cover the high product quality and high cost of R&D.
If demand is elastic rather than inelastic and the firm is interested in increasing total revenue, the firm should
lower the price
In non?regulated monopolies, companies are:
sometimes constrained in making pricing decisions due to fear of government regulation
Demand sets a(n):
ceiling to the price that a company can charge for its product.
In perceived value pricing,
nonprice marketing mix variables are used to build up demand.
Which of the following is not one of the reasons offered why the cost plus approach to pricing is still popular?
The approach considers both demand and competition.
When a company faces intense competition or changing consumer wants and at the same time suffers from over capacity, it is most likely to adopt a in its pricing strategy.
show the relationship between price and quantity demanded. are typically downward sloping.
Steven Goss found that when he raised his price, the quantity purchased by consumers dropped slightly, but overall he made more money. Goss is facing a(n):
inelastic demand curve
Which pricing method is being used when a firm competes for business and bases its price on expectations of how competitors will price rather than on a relation to its own costs of demand?
sealed bid pricing
In a normal demand curve, changes in demand and price are:
Realistic Gel Corporation competes in a market characterized by many buyers and sellers who trade over a range of prices rather than a single price. (The range of prices occurs because sellers can differentiate their offer to buyers.) Realistic is engaged incompetition.
Which of the following statements about the price elasticity of demand is true?
Buyers are less price sensitive when the product they are buying is unique. Buyers are less sensitive when the product is high in quality, prestige or exclusiveness. Buyers are less price sensitive when substitute products are hard to find or when they cannot easily compare the quality of substitutes.
Which of the following is not one of the conditions favorable to a market penetration pricing policy?
Production costs per unit increase as the level of production increases.
A market skimming pricing policy:
starts with a high price which is gradually lowered
The additional charge for bucket seats over a bench seat in an automobile is an example of:
optional product pricing.
By?product pricing may
Either increase the final price of the main product.Ordecrease the final price of the main product.
Robin Sloan received an invoice with the following terms of payment: 10/20, N/30. These terms mean that:
payment is due within 30 days but the buyer can deduct 10 percent of anything paid within 20 days
When McCormiks Restaurant store offers a 15 percent discount on all purchases to individuals 55 years of age or older, McCormiks is practicing:
Kandy Industries sells its products FOB origin. In this case:
each customer pays for its own freight costs. and the seller becomes a high?cost firm to distant customers
Under which of the following does the seller agree to pay all of the freight cost to a customer
freight absorption pricing
The Lapham Company will sell up to 500 units of its product for $15 each, but charges only $13 per unit if the buyer purchases more than 500 units at one time. Lapham is offering:
Which of the following is not necessary for price discrimination to work: a The cost of segmenting the market should not exceed the extra revenue obtained from price discrimination
The various segments of the market must show identical intensities of demand
Under which circumstances should a firm attempt to initiate a price cut?
A price increase may carry which of the following meanings to the buyer?
The item is an unusually good value. The item is “hot” (in demand) and may be unobtainable unless purchased soon .The seller is charging what the traffic will bear.
Cash discounts are offered to buyers in an effort to
improve the sellers liquidity. b reduce bad debts. c reduce credit collection costs
L.C.’s Wholesale Club charges its customers low prices to attract high sales volume. The high volume results in lower costs which in turn allows L.C. to keep prices low. L.C. appears to be practicing pricing.
The NS Wagon Company earns $500,000 in profits on sales of $6,000,000. It has total assets of $3,000,000 and net worth of $1,750,000. Calculate its net profit margin (i.e., return on sales or net profit percentage)
8.3% (net profit ÷ sales = net profit margin (aka return on sales) $500,000 / $6,000,000 = 8.3%)
A boy purchases a wagon for $22.80 and sells it for $38. What is his markup on his selling price?
40% (Answer: Mp = P-V/P Where Mp = markup on Price, V = variable coat. P = Price Mp = (38-22.80)/38 = 40%)
You have a plan to increase your advertising by $300,000. Your current selling price is $80 per unit and your variable cost of making each unit is $50. Your current markup on selling price is 37.5%. How many units must you sell to breakeven on the additional $300,000.
10,000 units (answer : Breakeven volume = fixed cost/(price-variable cost) = 300,000/(80-50) = 10,000 units)
A firm makes shoes for a cost of $20 pair and sells them for a price that earns them a 60% markup on price. What price does the firm sell the shoes for?
$50 (Answer: P-V = MpP P-20 = .6P
P- .6P = 20 0.4P = 20 P = 20/0.4 = 50)
The Better Shoes company is selling 300,000 shoes at $100 a pair. It estimates that the price elasticity (aka, customer price sensitivity) is -1.7 and is planning on lowering its price in the domestic to $96. It has reason to believe the price change will increase its sales volume to 320,400 shoes.
true (Elasticity predicts a 1% change in price changes volume y 1.7% Percentage increase in quantity = 4 x 1.7 = 6.8%
Quantity increases to = 1.068 (300,000) = 320,400 pairs of shoes)
The Gulf Wagon manufacturing company traditionally charges a selling price of P = $22 per wagon. It has the following costs:
A variable cost = V = $12 per wagon A fixed or period cost = F = $400,000
What quantity of wagons must it sell to cover its total costs (aka the breakeven quantity (BEQ))?
40,000 wagons (BEQ = F/(P-V) BEQ = $400,000 / ($22 – $12) = $400,000 /$10 = 40,000)
The Gulf Wagon manufacturing company desires a 25% return on sales (also known as the net profit margin) and anticipates a sales volume of Q = 50,000 wagons. It has the following costs:
The variable cost = V = $12 per wagon The fixed or period cost = F = $400,000
What selling price must it charge to cover its total costs and produce the desired return on sales (RoS)?
26.67 per wagon (Average cost per wagon (aka breakeven price) = V + F/Q Average cost per wagon (aka breakeven price) = 12 + 400,000/50,000 Average cost per wagon (aka breakeven price) =12 + 8 = $20 Selling Price = average cost ÷ (1-RoS) Selling Price = $20 / (1 – 0.25) = $26.67 )
The Faster Shoe Company earns $500,000 in profits on sales of $6,000,000. It has total assets of $3,000,000 and the shareholders’ net worth of $1,750,000. Calculate its return on investment (ROI).
16.67% (net profit ÷ assets = return on investment (ROI) $500,000 / $3,000,000 = 16.67% )
branding is apart of:
Branding: Some customers see
Expensive, a social waste, Packaging, prefer to Inspect Own Purchase (Fruit, Fish, Meat)
Branding: Most customers see
Guides To Consistent Quality, Fast Search
Branding: example of bad packaging
Sign Of Bad Product 1957 India example of 25% of all packaged goods adulterated up to 50% by weight
Branding: example of a good fast search
Supermarket Have 7000 – 10,000 items – How To Shop without Names?)
Branding: From a Seller’s point of view
Get more money for a well known Brand (13% higher price),Encourages Repeat Buying ,Allows For Segmentation , Build Corporate Image (Brand Equity) , Stock Control (pre UPC) Reduce Price Comparison ,Presell (Allows for Pull Strategy), Use Shelf Display Promotion
Branding: when to brand
Extra Demand Must Cover Costs ,Have Good Quality Control ,Should Stay With Product, Wide and Consistent Availability (Location)
Branding: When not to brand
Assume The Responsibility and Cost of Advertising and Promotion, Does Too Well
branding: example of “Does to well”
Coke, SkiDoo, Kleenex, Aspirin
Nature of Product RCoal, Pins, Nails, Cotton,
Branding: accept possible backlash
12% of names help , 36% of names reduce purchase , 52% of names are nonentities
branding:Example of individual brand names
General Mills Procter & Gamble
branding:example of blanket family name brands
Heinz, General Electric, Philips
branding:example of separate family names
Sears: Kenmore, Craftsman
branding:example of Family name with individual brand name
Kellogg’s corn flakes
branding:example of global brand names (same in all countries)
Coke, Exxon, Kodak,
Line Extension (Lite, Caffeine-Free, Mint Flavored)
Brand Extension (Liquid Spic and Span, Lifesaver Holes)
Multibrand Strategy (Electrolux Owns Frigidare, Kelvinator,Westinghouse, RP&G) owns Nine different detergents
branding: battle of the brands
Manufacture’s brand versus Wholesaler’s brand versus Retailer’s brand
Branding: national versus middleman/house
Manufacture’s brand versus Retailer’s brand
Branding: retailer’s advantage using National
Pre-sold, risk is borne by manufacture, less inventory
branding: retailer’s advantage using Own House
price flexibility, switch suppliers, shelf position
Branding: disadvantages using National
lower margin, may withdraw, loyalty not to store
branding: disadvantages using Own House
Do own promotion, carry the risk, higher inventory, find suppliers(consistent quality)
Branding: the fifth P(packaging and labeling)
Self-Service Consumer Opportunity for story, Part of Store Security ,Offers real Benefits
a product is anything that has value to a consumer and can be offered through a voluntary exchange
a company’s product line consists of its various product mixes
harold is a loyal coca-cola customer. Loyal customers like harold are typically less price sensitive than other consumers, benefitting businesses like coca cola
a customized carved wood cedar wood sign for your house is an example of a convenience product
Kellogg’s sells many different breakfast cereals, including korn flakes, rice krispies, ect. This is an indication of the breadth of the kellogg’s product mix
the complete set of all products offered by a firm is called it’s:
A __ is a group of associated items that consumers tend to use together or think of as a part of a group of similar products
for a major university, undergraduate studies, graduate studies , and professional programs would be ____ within the university ‘s product mix
A(n)_____ is a name, symbol, design , or a term that identifies a seller’s good or service as distinct from those of other sellers
a firm’s product mix breadth is its:
number of product lines
___is the number of items within a product line
product line depth
the decision to delete a product is never taken lightly because, generally, manufacturers have:
made substantial investments in brand development and manufacturing
the primary purpose of a brand is to :
distinctly identify one seller’s goods or services from competitor’s offerings
marketers spend billions of dollars annually attempting to build effective brands.The basic benefit of a brand is that it :
provides a way for a firm to differentiate its product offerings from those of its competitors.
for a brand to be effective, it needs to be :
easy for consumers to recognize and remember
when consumers associate a brand with a certain level of quality and familiar attributes allowing consumers to make quick decisions , the brand:
brands are assets that can be legally protected through:
copyrights and trademarks
___ is the set of assets and liabilities linked to a brand that add to or subtract from the value provided by the product or service
a firm’s product mix breadth is its:
number of product lines
___is the number of items within a product line
product line depth
if many consumers in marketplace are familiar with a brand and what it stands for and have an opinion about the brand the brand has considerable:
sometimes brand names become synonymous with a product itself. if that happens, the firm:
could lose its trademark
kleenex tissues, clorox bleach, and scotch tape brands have:
become synonymous with the product itself
in a competitive market, perceived value is determined by consumers mostly:
in relationship to the value of the competitor’s offerings.
nora is deciding whether to purchase brand names sneakers or a store brand. She has purchased other shoes with the same brand name in the past but was only marginally satisfied. in this situation, nora is likely to purchase the store brand sneakers because they offer:
greater perceived value
recent apple computer company ads showed a young, casually dressed, friendly and knowledgeable person as an apple computer type, while the Microsoft computer person was portrayed as a stiff, geeky, awkward person. Apple was trying to create comparative:
one of the major tools used by marketers to meet the needs of loyal customers :
frequent buyer/user award programs are used to :
maintain contact with loyal customers
brands can be owned by:
any firm in the supply chain
another name for a manufacturer’s brand is a :
the basic reason manufacturers spend time and money building their own brand is to :
build brand equity
brands that are owned by __ are called private label brands
private label brands that are owned and managed by :
which of the following types of products and services is most likely to be sold without a brand name :
consumers might not realize that old spice health and wellness products and Iams pet nutrition products are made by the same company. they are examples of
when proctor and gamble added teeth whitening products under the crest brand, the firm was engaged in:
shell master card, created cooperatively by shell oil company and master card is an example of:
efforts to change a brands focus to target new markets or change the image of a brand are called:
can provide info. to consumers not found on the primary packaging. is important to the retailer in terms of convenience in handling. can be an important positioning tool by helping to convey the branding image. can allow for cost efficiencies due to larger order and shipment sizes.
which is not one of the important functions of labels on products and packages?
protecting against damage to the product
what u.s , gov. agency reviews food and packaging labels to ensure claims made by the manufacturer about the product are true?
food and drug administration
one of the advantages of selling specialty goods and services is that when consumers want them, they will:
search for them
zappos, an online show company, knows shoes are typically a ___good, with consumers often spending time comparing alternatives. they overcome that, aspect of consumers’ search process by offering a free, no questions asked return policy
marketers selling milk , bread, and other consumer staples, know most customers do not spend much time searching or comparing alternatives. for most consumers, these are ___goods
marketers need to think about the product offer on three levels. which of the following levels includes associated services such as warranties, financing, support and after-sale service?
when manufacturers try to understand what customers are looking for, they are thinking about the ___component of the product offer.
core customer value
when a company launches a new product with an existing brand name this is known as:
a brand extension
when a salesperson approaches you to sell a cemetery plot, this is considered what type of product?
when politicians sell themselves like toothpaste, then it would be nice if the voter could have the same assurance that the claims they make were tested for validity with the same rigor that toothpaste manufacturers are required to follow.
place is the most strategic of the four P’s
A(n)___is the set of institutions that transfer the ownership of and move goods from one point of production to the point of consumption
what is true about distribution centers?
they enable retailers to carry less merchandise in individual stores.
A(n)___ is a supply chain whose members act like a unified system
vertical marketing system
a(n)__is a document used by blocking a forklift driver indicating how much of each item to get from specific storage areas
A(n)___is a 13 digit code retailers can use to track inventory
when cynthia’s boutique receives dresses, they already have price tags and are on hangers. Cynthia’s boutique receives___merchandise
because of its size and market power, walmart is able to operate a(n)___supply chain.
in an administered vertical marketing system
there is no common ownership, and the dominant member has significant power to impose its ideas and objectives.
franchising involves a(n)___supply chain
franchising represents a popular version of a contractual vertical marketing system where:
the franchise operates a retail outlet using the name and format of the franchisor, for which the franchisee pays a fee plus royalty. a franchisor provides assistance with locating the business, developing products, advertising and management. The franchise can combine entrepreneurship with the advantages of a coordinated marketing channel. the franchisor has incentives through the royalties to continue to innovate and improve operations.
in a corporate vertical marketing system:
the participants-such as warehouses, transportation companies, and retail outlets–are typically owned by a parent company to ensure harmonious relations throughout the supply chain
in a(n)___supply chain, none of the participants has any control over the others .
in an independent supply chain, the participants collaborate solely on the interactions between the immediate customer and supplier. on the other hand, in a vertical marketing system:
firms work together with a common on the customer or operation of the supply chain. Ownership may overlap, but the emphasis is on working toward common goals and objectives. long-term relationships are more important than gaining a temporary advantage. supply chain members work as a unified system.
although conflict is likely to occur in any supply chain, it is generally more pronounced when:
the supply chain members are independent entities
yesterday, lorinda overheard a surprisingly unpleasant encounter between the manager of a hardware store where she works and a sales rep who sells a well-known line of tools. the rep insisted that his tools should be more prominently and that a better assortment would mean more sales. the manager had other plans and told him so , and the conversation turned into a loud argument. what lorinda observed is an example of:
supply chain conflict
one of the benefits of shortened lead times associated with a jit system is:
better forecasting because firms are not forecasting as far into the future
shorter lead times allow retailers:
to reduce the needed level of inventories
after installing an electronic data interchange, kay jewlers was able to reduce___, the amount between the recognition that an order needs to be placed and the arrival of the needed merchandise
manufacturers trying to implement a just-in-time delivery system need to start with:
information about customer demand
customers have little knowledge of or concern for inventory control. customers want:
the right products that meet their needs
rick is adapting the new routing software his company bought for its distribution center . he will likely include information about__in the software program in order to maximize distribution efficiency.
rate of sales at various stores, road conditions, truck capacity, store operating hours.
ticketing and marketing refers to :
creating and placing price and identification labels
some retailers require their suppliers to ship merchandise ___,thus eliminating the time and expense associated with ticketing and marketing
merchandise that arrives in the delivery truck ready to be sold is considered:
RFID offers participants in the supply chain a powerful tool for tracking inventories and reducing handling. the main reason why it has Not been more widely adopted is that:
RFID is expensive to use
___has dramatically reduced the time and labor associated with checking and receiving merchandise
in a pull supply chain,___
orders for merchandise are generated at the store level based on sales data captured at POS terminals.
in CPFR inventory management systems, ___
retailers send sales information to the manufacturer.
CPFR refers to ___ inventory management systems.
collaborative planning , forecasting, and replenishment
when electronic data interchanges (EDIs) are used to describe the benefits of new products and provide pictures and information they support the___ element in the four Ps of marketing
as a very small golf equipment manufacturer , dr. putt maintained information using bookkeeping and inventory management software and communicated with customers through email. As business expanded, dr. putt needed an electronic data interchange system that would allow him to:
receive sales data . initiate purchase orders. send and receive invoices . receive returned merchandise documentation
traditionally, marketing channel management has been the responsibility of:
traditionally , logistics has been the responsibility of:
in marketing’s four P’s , place refers to all activities required to get:
the right products to the right customer when that customer wants it
logistics managers tend to focus on marketing sales while marketing managers tend to focus on keeping costs low
logistics managers and marketing managers ought to focus on making profitable sales and retaining profitable customers by delivering the solutions that their targeted customers want more effectively than competitive marketing systems
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Everyone relies on motivation to get through the work day. When the 2 p.m. slump comes around, a cup of coffee isn't always enough to finish the remaining three hours. For this reason, boosting employee motivation is important for businesses. New research published in the journal Neuron sheds some light on a tool that improves intrinsic motivation: curiosity. According to the study, curiosity can improve learning outcomes and memory, so it's an effective tool for training programs. You can use this information to help your employees learn new skills.
The magic of curiosity
Researchers from the University of California at Davis gathered 19 volunteers to assess the physical effects of curiosity on the brain. Each participant was hooked into a functional magnetic resonance imaging machine and researchers captured photos of areas of the brain that lit up when highly active. The participants looked at a trivia questionnaire that included inquiries like "What year did the Beatles sing 'Hey Jude?'" Then, volunteers ranked each question based on how curious they were about the answer.
The MRI showed that when subjects were curious, the parts of their brains associated with reward and pleasure lit up. Additionally, the area associated with memory creation, the hippocampus, ignited as well. Once the MRIs showed that the volunteers were curious, the researchers had them perform a task that did not involve a subject about which they were curious.
After all the observation, participants took a quiz to see how much they recalled. They took the same quiz one day later. The results showed that when participants were curious, they had the best learning outcomes, even if they were learning about a subject they found uninteresting.
Training tasks may not sound interesting, but they can be. Prime employees prior to training by launching the program with a fun topic. Many of ej4's eLearning videos employ this tactic. Though presenting information related to work, the videos are relatable and light. They open by noting something most people can relate to, which will hopefully help turn on your employees' curiosity. |
Reduce Energy Costs & Limit the Environmental Impact with Biogas
Operating a biogas plant is a chance to reduce energy costs with the production of electricity and heat. When heat is needed for the production process, the integration of an AD plant into existing production structures could realize enormous benefits. You could achieve perfect synergies by feeding the biogas plant with leftovers from the production process, simultaneously using the biogas heat from the CHP unit. Get some ideas and impressions from our case study of a limework manufacturer in Great Britain! |
|An offshore wind turbine. Photo credit: Energy.gov.|
By Anders Lorenzen
When it comes to offshore wind, the US is trailing miles behind Europe, both in terms of installed capacity and upcoming projects, designated sites and know how. This was illustrated perfectly when the first US offshore wind farm, Block Island Wind Farm, was inaugurated last year at a mere 30 megawatts (MW). This compares with the current world’s largest offshore wind farm, UK’s London Array, which has a generating capacity of 630 MW. And new offshore wind projects in the UK surpassing 1 gigawatt (GW) have recently been announced.
But in the States, there are big ambitions to sit alongside the big players in offshore wind power. This resulted in the Obama administration’s and the then Secretary of Energy, Ernest Moniz, recently unveiling a National Offshore Wind Strategy, which he hopes will accelerate deployment (so far there’s nothing to indicate that the new Trump administration will block that strategy). And one of the world’s largest offshore wind developers, the Danish energy company DONG Energy, recently opened an office in Boston, Massachusetts focusing on offshore wind development only.
The strategy, which Moniz announced together with then U.S. Secretary of the Interior Sally Jewell, envisaged that by 2050 an offshore wind capacity of 86 GW was the ambition. And it outlined which actions and innovations were needed to achieve that goal to reduce costs and timelines.
|Map detailing US offshore wind potential.|
It is symptomatic that the roadmap was unveiled in Boston, which looks likely to be the US capital for offshore wind. Following the strategy announcement, Moniz and Jewell toured Massachusetts` Clean Energy Center’s Wind Technology Testing Center (WTTC). They were joined by the then, White House Deputy Assistant to the President for Energy and Climate Change, Dan Utech. The WTTC is located in the Charlestown neighbourhood of Boston. It is specifically designed to help the wind industry test the next generation of land-based and offshore wind turbine blades. The state recently passed an ambitious energy bill that requires utilities to get 1.6 GW of their electricity from offshore wind by 2027.
While it might not look that way so far, Moniz stressed that offshore wind has progressed during Obama’s years in office: “offshore wind has experienced enormous progress during the Obama administration. The first offshore wind farm has now finished construction, and we have gone from zero offshore wind areas leased before this administration to eleven areas that total the size of Rhode Island. Today’s collaborative strategic plan is part of a long-term commitment to support innovation that enables widespread offshore wind deployment, and shows how offshore wind will benefit our country with new jobs, less pollution, and a more diversified electricity mix.”
The strategy focuses on these 3 key areas: 1) reducing technical costs and risks, 2) supporting effective stewardship and 3)improving the market conditions for investment in offshore wind energy.
The report estimates that by 2050 the US offshore wind industry would support 160,000 jobs, reduce power sector water consumption by 5 percent, and reduce greenhouse gas emissions by 1.8 percent. |
| Computers : Excel Level 2 For Business
Microsoft Excel Level 2 aims to provide you with the skills and knowledge to produce more effective and productive workbooks. It covers formulae and function techniques, more intricate formatting, setting complex printing options, using intricate charting features and working more effectively with existing worksheets and workbooks. This course is run in partnership with Rel Pattison Business Consulting. BSBWOR204 Use business technology BSBITU212 Create and use spreadsheets
Westfield Penrith on Tuesday Mornings
Beginning 12/3/2019 from 9:30:00 to 17:30:00
for 1 Day
Topics Covered include:
Navigate your way around Microsoft Excel 2010 - Create a new workbook - Open and navigate within workbooks and worksheets - Understand and work with ranges in a worksheet - Understand, create and work with formulas and functions used to perform calculations - Copy and paste data in Excel - Understand and use formula cell referencing to create more complex formulas - Use font formatting techniques to greatly enhance the look of a worksheet - Align the contents of cells in a number of ways Format rows and columns in a worksheet - Understand and use the number formatting features in Excel - Print your workbook data - Create effective charts in Microsoft Excel
You will obtain a thorough grounding in the basics of spreadsheeting and using Microsoft Excel 2010.
On the first session bring
Notebook and pen. Please wear warm clothing in Autumn and Winter as the air conditioning can be cold.
and purchase during the course
Special Issues To Note
Workshop, no concession |
Guidelines on Logo Designing
Critical analysis, creativity and planning are the essential steps in being able to create a logo, a visual symbol reflective of a brand’s identity. The following basics are helpful fundamentals to start in applying the three essential steps of creating a logo.
Discuss the logo design with the client company
Before your start on the logo design process for a company brand, the first thing that should be conducted first is to sit down with the client company, learn their visions and goals, find out what kind of logo do they envision, note down the do’s and don’ts on what the company wants, know their target market, and in securing all these information, you are 100% clear on the client company’s brand message.
In the process of critically analyzing how and what the logo design will come out to be, do a lot of research online on different logos carrying similar keywords to the brand that your planned logo is representing and learn everything about the various logo concepts by analyzing and connecting their designs to their brand’s theme message and get inspiration from these strategies, such that a well-designed logo should successfully stand for a brand’s identity encompassing these qualities in the logo design – unique, visually attractive and interesting, simple, and sensible to deliver the brand’s message.
The following strategies must be the basis for working on the logo design and they are: work with selected keywords and word alternatives to get fresh ideas that can be relevant to your logo design; study your researched logos, especially those that are of fad designs; design a simple but versatile logo; use basic drawing techniques by using a grid, pen and paper; play up with colors, fonts, layouts.
A story to tell in the logo design
It takes in-depth process of research and exploration to craft a well-thought of logo design that is not just mere artwork but that it should be a brand identity that can effectively communicate a core story. It is the logo designer’s job to bring out the brand story through the logo, such that when this is realized, the logo is able to tell a story of the brand without requiring any words and through that customers will be able to remember the brand and logo, as well.
Avoid mistakes in logo design
It is also equally important to watch for common mistakes which some logo designers fall into, such as: underestimating the importance of a proper color, knowing for a fact that the right color identifies the brand image; excessive experimentation may produce a creative logo but may fail in terms of identifying the logo design to the company’s brand; undervaluing custom typography since, it is a fact that custom lettering is more identifiable in a logo than a font downloaded off the internet. |
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A Ball Mill Critical Speed (actually ball, rod, AG or SAG) is the speed at which the centrifugal forces equal gravitational forces at the mill shell’s inside surface and no balls will fall from its position onto the shell. The imagery below helps explain what goes on inside a mill as speed varies. Use our online formula The mill speed is ...
derivation of expression for critical speed of ball mill 4.9 - 4512 Ratings ] The Gulin product line, consisting of more than 30 machines, sets the standard for our industry. We plan to help you meet your needs with our equipment, with our distribution and product support system, and the continual introduction and updating of products.
crushers, Hammer mill, Ball mill, tube mill, Rod mill, Compartment mill, .... Or b. Derive an equation form the basic principles for the critical speed of the ball mill. Or b. Derive an equation form the basic principles for the critical speed of the ball mill.
GRINDING MILL; Mining Machine; AUXILIARY EQUIPMENT; Mobile Primary Jaw Crusher. Mobile Primary Jaw Crusher Exchange system, Pre screening function Since the late 20th century, tens ... detail. Secondary Cone Crusher. Secondary Cone Crusher Parking function, Centralized lubrication Based on interchangeability and asso... |
One hundred less-developed countries attracted US$ 62 billion in clean energy investments from 2009 to 2013, according to a new report by the US-based Pew Charitable Trusts.
At US$ 2.2 billion, Peru’s clean energy market ranks 5th amongst non-OECD countries.
Released Tuesday, the report Power Shifts: Emerging Clean Energy Markets uses data from Bloomberg New Energy Finance and says clean energy investment in Peru is spread across a range of technologies.
Nearly nearly US$ 750 million was invested in biofuels, or one-third of the total, and the most amongst less-developed countries.
In 2009–13, investment in small-scale hydropower amounted to about US$ 670 million, the second-highest, while solar and wind received US$ 410 and US$ 250 respectively.
Only a very small of Peru’s total energy supply is from clean sources, however, with 63 per cent supplied by mostly large-scale hydroelectric dams, according to the German Agency for Technical Co-operation, GTZ.
Large hydropower, while renewable, can cause substantial ecological damage and release large amounts of methane and other greenhouse gases.
The country is speeding ahead to develop its massive gas and hydroelectric potential, but the government does have programmes to equip isolated communities with solar power.
Currently, less than a third of rural households have electric power.
According to the World Bank, demand for electricity in Peru is growing at 9 per cent per year, requiring about 500 megawatts in new supply, much of it destined for heavy industry.
Originally from Peru This Week |
It was a project that took five years to fight off critics and secure regulatory permits. But now the Sunrise Powerlink — a transmission line to ferry clean power like solar and wind from California’s desert to its southern coastal region — is done and live, according to its owner San Diego Gas & Electric on Monday.
The nearly $1.9 billion project erected giant towers and built both above ground and underground cables that now run over 110 miles from Imperial Valley to San Diego’s territory. The project required 28,000 flight hours from helicopters to complete nearly 75 percent of the towers along the way (see video). The project uses both 500-kilovolt and 230-kilovolt lines, and it will initially be able to carry up to 800 MW of electricity (eventually the transmission rate should hit 1,000 MW).
San Diego Gas & Electric plans to use the Sunrise Powerlink to transport wind and solar power, such as the eight projects totaling more than 1,000 MW that are set to rise in Imperial County, the company said.
The project was a hard-won victory for the utility, which faced critics who were worried about the project’s environmental impact and skeptical that the project would really be used to move renewable energy and not mostly electricity from fossil fuel power plants. Other similar transmission line projects have been tabled and cancelled because of such concerns.
The California Public Utilities Commission approved the project in December 2008 after rejecting a proposal from an administrative law judge to deny the project. The judge argued that the utility didn’t need the transmission line, which would cause significant environmental damage, to meet the state’s renewable energy mandate then. The commission also decided against a proposal from one of its own commissioners that would’ve required San Diego Gas & Electric to put in writing that it would use Sunrise mostly for moving renewable energy.
Clean power highways
Building new transmission lines, or upgrading existing ones, has come to be viewed as a necessity as more power plants are proposed and set to rise from remote regions where there is space to accommodate large-scale projects that could produce renewable energy more cheaply than smaller ones. For California, which has an aggressive goal of getting 33 percent of its electricity from renewable sources by 2020, many of the solar farms are materializing in the eastern part of the state, in arid deserts and on former farmland.
Utilities are largely turning to these large power projects to help them meet the state mandate. But the cost of building transmission lines – and the risks involved if the lines are knocked off line by stormy weather or other natural disasters – also has promoted the idea of building solar projects closer to where the electricity will be used.
The utilities commission approved a program in 2010 to require the state’s three largest utilities to hold auctions to buy renewable energy from projects no more than 20 MW in size. But 20MW still requires a big parcel of land, and some renewable energy proponents would like to see more solar equipment installed on commercial and residential rooftops instead. Those projects are more often kilowatt size.
Meanwhile, transmission line developers are looking at using newer technology to build projects that can carry a larger amount of renewable energy and do it more efficiently over long distances. China, which is building a lot of wind and solar farms, is where some of the world’s largest transmission projects are being built.
Photos courtesy of San Diego Gas & Electric |
Management Concepts and Applications/Management
Management means many things to many people . To a layman management means an impressive person occupying an air-condition chamber with an overstaked table and cushioned chair . Some people suggest management as commanding other . To many others, management is nothing more than clerical work and putting fancy signatures. But truly management is the process of planning, organising, staffing, directing, co-ordinating and controlling the activities of business enterprises. It is also described as the technique of leadership, decision making and a mean of co-ordinating
- 1 Definition and Meaning
- 2 Nature of Management
- 3 Levels of Management
- 4 Skills and Functions of a manager
- 5 Evolution of management Thoughts
Definition and Meaning
As there is no universally accepted definition for management, it is difficult to define it.
But a simple traditional definition, defines it as the "art of getting things done by others". This definition brings in two elements namely accomplishment of objectives, and direction of group activities towards the goal. The weaknesses of this definition is that firstly it uses the word "art", whereas management is not merely an art, but it is both art and science. Secondly, the definition does not state the various functions of a manager clearly.
A more elaborate definition given by George R. Terry, defines management as a process "consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources." Firstly it considers management as a "process" i.e. a systematic way of doing things. Secondly it states four management activities: Planning, organizing, actuating, and controlling. Planning is thinking of an actions in advance. organizing is coordination of the human and material resources of an organization. Actuating is motivation and direction of subordinates. Controlling means the attempt to ensure no deviation from the norm or plan. Thirdly it states that manager uses people and other resources. For example a manager who wants to increase the sales, might try not only to increase the sales force, but also to increase advertising budget. And fourthly, it states that management involves the act of achieving the organization's objectives.
A few definitions by experts are:
- "Management is an art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling)
- F.W. Taylor (father of scientific management)
- "Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others."
- Henri Fayol (father of modern management)
- "Management is the process by which co-operative group directs actions towards common goals."
- Joseph Massie
- "Management is that process by which managers create, direct, maintain and operate purposive organisation through systematic, coordinated and cooperative human efforts."
- "Management is the coordination of all resources through the process of planning, organising, directing and controlling in order to attain stated goals."
- Henry Sisk
- "Management is a social and technical process that utilises resources, influences human action and facilitates changes in order to accomplish an organization's goals."
- Tho Harmann, William Scott
- "Management is a process of working with and through others to achieve organizational objectives in a changing environment, central to this purpose is the effective and efficient use of limited resources."
- Rovert Kreitner
- "Management is a responsible person's or group’s thinking processes and administrative processes directed at achieving the purpose, needs, aspirations and objectives of an organization, project or task through people."
- Universal Management System Standard MSS 1000 - CQI Integrated Management Special Interest Group
Nature of Management
Management is a process which brings the scarce human and material resources together and motivates people for the achievement of objectives of the organization. Management is not a onetime act but an on-going series of interrelated activities. The sum total of these activities is known as management process. It consists of a set of interrelated operations or functions necessary to achieve desired organizational goals. A process is a systematic way of doing things. It is concerned with conversion of inputs into outputs. An analysis of management process will enable us to know the functions which managers perform.
- Goal oriented Process: The process of management comes with the purpose of achieving the organizational goals correctly and meaningfully. Hence, it is a goal oriented process.
- All Pervasive: Management is used by all departments of an organization and by all organizations, irrespective of size, nature and location. It is also practiced at each level of an organization.
- Multidimensional: Management covers all aspects of an organization ranging from work, people and operations. Different mechanisms and systems are set up for each aspect.
- Continuous Process: A series of functions are performed in organization by all its managers simultaneously. It keeps running in a cycle that repeats itself over and over again.
- Group Activity: Management is never done in solidarity. It is a group activity that involves participation of all the people of an organization, including the managers and the workers, for the desired achievement of objectives.
- Intangible Force: Management in its essence cannot be seen or touched, and hence is termed as intangible. But its effect can be felt and measured based on the results achieved by way of the organizational functions.
Management: Art or science?
Management involves characteristics of both art and science. While certain aspects of management make it a science, certain others which involve application of skills make it an art. Every discipline of art is always backed by science which is basic knowledge of that art. Similarly, every discipline of science is complete only when it is used in practice for solving various kind of problems. Whereas under "science" one normally learns the "why" of a phenomenon, under "art" one learns the "how" of it. In the words of Robert H. Hilkert: "In the area of management, science and art are two sides of the same coin".
In the beginning of development of management knowledge, it was considered as an art. There was a jungle of management knowledge. Any one used it to get things done in his own way. But later by codifying and systemizing the management, it became a science as well as being an art.
Management as an Art
Management can be an art in the sense that it has the following characteristics:
- Just like other arts it has to be practiced and performed. The knowledge should be learned and practiced, just as medical or legal practitioners practice their respective sciences.
- The manager gains experience by continual application of management knowledge and facing new experiences. This helps to develop more skills and abilities for translating knowledge into practice.
- Application calls for innovativeness and creativity.
- The fourth reason is that in many situations, theoretical knowledge of management may not be adequate or relevant for solving the problem. It may be because of complexity or unique nature of the problem.
The art is in knowing how to accomplish the desired results. This implies that there exists a body of knowledge which management uses to accomplish the desired results in organization
Management as a Science
Management as a science has the following characteristics:
- Its principles, generalizations and concepts are systematic. In this case the manager can manage the situation or organization in a systematic and scientific manner.
- Its principles, generalizations and concepts are formulated on the basis of observation, research, analysis and experimentation, as is the case with the principles of other sciences.
- Like other sciences, management principles are also based on relationship of cause and effect. It states that same cause under similar circumstance will produce same effect. Suppose if workers are paid more (cause), the produce more (effect).
- Management principles are codified and systematic, and can be transferred from one to another and can be taught.
- Management principles are universally applicable to all types of organizations.
there is no tailor - made answer to a question- Is management a science or art? To ascertain the nature of management with respect of science or art, there is a need to know the exact meaning of the words 'science' or 'art' and subsequently, their application to management.
Management: A profession?
The following criteria identifies the statues of a profession to management:
- Profession is a body of specialized knowledge.
- Professional knowledge in systemized and codified form can be learned through formal education system.
- A profession emphasizes on having a central body to formulate a code of behavior for its members.
- A profession calls for rendering competent and specialized services to clients.
- A profession maintains the scientific attitude and commitment for discovering new ideas and upgrading in order to improve quality of service and level of efficiency provided to clients.
- A profession requires members to exercise restraint and self-discipline.
Management knowledge meets the first two criteria because it has grown into a systematic body of knowledge and also it can be acquired and learned through the formal education.
There is no minimum qualification prescribed either for getting entry in the management profession or for becoming members of it. In practice, whosoever manages in known as manager, irrespective of qualifications. Peter Drucker in support of this view says that "no greater damage could be done to our economy or to our society than to attempt to professionalize management by licensing managers, for instance, or by limiting access to management to people with a special academic degree."
Regarding professional approach, a manager has to continuously strive for discovering new ideas, relationships and concepts and act in a dynamic and innovative manner to cope with the changing environment. Even so, managers are not respected as other professionals like doctors, advocates and chartered accountants.
Professional vs. Family Management
Professionalization of management
The following reasons are in a support of the professionalization of management:
- In joint stock company, ownership has been separated from its management and control. This situation has really contributed to the development of management as a profession.
- Rapid expansion and growth of management universities and institutions is an indicative of management professionalization trend.
- In a high-tech industrial society, manifold changes have occurred in the role of managers.
- In the context of globalization of economic operations, many strategic areas have been developed which require professional expertise and specialized knowledge (e.g. strategic planning, etc).
- Increased utilization of specialized management services (e.g. consultancy, human resource development, etc) requires a team of professional managers.
Family management implies management and control of business operations by a group of members belonging to a particular family, regardless of their knowledge about management. Thus the decisions and policies are largely influenced by family interest. Disputes and disagreements relating to family matters also tend to have a direct bearing on the functioning of the business organization. But in a professionally-managed enterprise, ownership is separated from management and control. Authority to manage and control business operations is delegated to professionally-qualified managers.
A study covering 30 nations around the world points out that 75% of all firms in the world are family firms. In some of which, family inheritance has been continuing for centuries. The phenomenal progress of Ford Motors, IBM, etc, bears testimony to their quality of leadership and management. In the words of K.K. Birla, "if people like Sir Jamshedji Tata or Rai Bahadur Gujarmal Modi were to start their business career again, I would any day put my rupee on them than on the best of the professionals."
Management and Administration
There has been a controversy regarding the interpretation of these two terms. There are different views in this regard:
According to first view (William Newman, Peter Drucker, etc), there is no basic difference between the two terms, and they are interchangeable. If there is any difference, it may perhaps be in their usage in practice. The term administration is used for non-business activities, and management is used for business activities.
According to second view (Kimball, Brech, other British writers, etc), management is a more comprehensive term which includes administration. Management involves "thinking" and administration involves "doing". Management is responsible for planning and organizing, and administration is responsible for directing and controlling. Whereas management refers to a high level of managerial activities such as goal-setting, policy formulation and strategy making, administration refers to an operative part concerned with lower level management activities such as execution of policies.
According to third view (Sheldon, Speriegal, Milward, etc), administration is a more comprehensive term which includes management. Administration involves "thinking" and management involves "doing". Administration is a top level function which concentrates on determination of plans, policies and objectives, whereas management is a lower level function which deals with the execution and direction of policies and operations. It doesn't mean that we need two separate sets of personnel, but each manager performs both the managerial as well as administrative functions. At top level more time is spent in administrative activity and as one moves down, more time is spent in management activity.
Difference between Administration and Management. 1. Management is the act or function of putting into practice the policies and plans decided upon by the administration. 2. Administration is a determinative function, while management is an executive function. 3. Administration makes the important decisions of an enterprise in its entirety, whereas management makes the decisions within the confines of the framework, which is set up by the administration. 4. Administrators are mainly found in large and multi-layered enterprises such as governments, military, religious and educational organizations or corporations. Management, on the other hand, is used by mid-size to small enterprises and may take administrative functions or even be labeled as administration but granted mostly a management function. For example the administration of a condominium is mostly a managerial body that is needs to convey an assembly to reach most decisions.
Levels of Management
Top Level of Management
It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. While this may be more visible in large organisations there is not normally such a sharp stratification in smaller organisations where the same person may perform strategic, tactical and operational roles.
The role of the top management can be summarized as follows -
Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. It prepares strategic plans & policies for the enterprise. It appoints the executive for middle level i.e. departmental managers. It controls & coordinates the activities of all the departments. It is also responsible for maintaining a contact with the outside world. It provides guidance and direction. The top management is also responsible towards the shareholders for the performance of the enterprise
Middle Level of Management
The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. Their role can be emphasized as -
They execute the plans of the organization in accordance with the policies and directives of the top management. They make plans for the sub-units of the organization. They participate in employment & training of lower level management. They interpret and explain policies from top level management to lower level. They are responsible for coordinating the activities within the division or department. It also sends important reports and other important data to top level management. They evaluate performance of junior managers. They are also responsible for inspiring lower level managers towards better performance.
Lower Level of Management
Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, “Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees”. In other words, they are concerned with direction and controlling function of management. Their activities include -
Assigning of jobs and tasks to various workers. They guide and instruct workers for day to day activities. They are responsible for the quality as well as quantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. They communicate workers problems, suggestions, and recommendatory appeals etc. to the higher level and higher level goals and objectives to the workers. They help to solve the grievances of the workers. They supervise & guide the sub-ordinates. They are responsible for providing training to the workers. They arrange necessary materials, machines, tools etc. for getting the things done. They prepare periodical reports about the performance of the workers. They ensure discipline in the enterprise. They motivate workers. They are the image builders of the enterprise because they are in direct contact with the workers.
Skills and Functions of a manager
the five functions of management ensures the organization runs smoothly.these five functions are :
The basic skills needed are:
- Neutral towards means & end etc.
Evolution of management Thoughts
Early Classical approach
Human Behaviour Approach
Human Relations, Leadership or Behavioural Science Approach
It bears the existing and newly developed theories and methods of the relevant social sciences upon the study of human behavior ranging from personality dynamics of individuals to the relations of culture.
Interpersonal B.A. => individual Psychology
Group B.A. => Social Psychology and Organizational Behaviour.
Features As management is the process of getting things done by people, managers should understand human behaviour. Emphasis is put on increasing productivity through motivation and good human relations. Motivation, leadership, communication, participative management and group dynamics are the central core of this approach.
Uses It suggests how the knowledge of human behaviour can be used in making people more effective in the organization. An individual’s behaviour is not determined by organization factors alone but also by his attitude, pressure, conflicts of cultural environment etc. Hence these factors must be taken into account.
Limitations Managers can be better placed by understanding human behaviour but equating management with human behaviour is untenable. |
- Knowledge management in both companies was differently organized that when they merged it was difficult to use one model.
- They had varying budgets for knowledge management funds.
- Their organizational structures were varied.
Knowledge culture at Ernst and young
- Knowledge management at Ernst and young highly structured into four compartments.
- The was knowledge clustered in teams based on their areas of expertise.
- The knowledge was internally shared through their Kweb while Eyinfolink gave access to external knowledge .
Knowledge culture at Cap Gemini
- More decentralized and less complicated.
- Easily accessible since their access portals were personalized .
- Cap Gemini university served as their innovation and transmission center since their staff could share their knowledge .
- The company had a virtual network that was accessible to their entire staff creating a sharing platform.
Success factors in E&Y km strategy.
- Strong team work fostering high contribution.
- Technical platform that provided easier access to knowledge their global workforce through the Kweb.
- Eyinfolink provided an easier link to external knowledge.
- Virtual collaboration and knowledge structured according to the area of expertise.
- Their organized knowledge was classified and named for easier access.
- Larger presences in the global platform therefore enlarging their information sources and making the company more diversified.
Disadvantages of Ernst and young knowledge structure
- Knowledge management at Ernst and young was structured into four compartments therefore complicating the process.
- The process was highly centralized thus the employees found making contributions complicated.
- The four centers of knowledge management made the process long therefore lowering the staffs contributions.
Advantages of the Cap Gemini's knowledge structure
- The Gemini's university was responsible for innovation and transmission of knowledge.
- Knowledge Galaxy the intranet tool that was used as a platform for knowledge sharing as well as a virtual collaboration tool provided a less complicated platform.
- Their technical platform was easier and less centralized.
Disadvantages of the Cap Gemini's knowledge structure
- Their organized knowledge was not classified or named.
- The company was only present in twenty countries and 80% of their business was in Europe therefore their knowledge bank was less diversified.
- Their knowledge bank had less information and therefore less knowledge.
How to export km from CG to E&Y
- Cap Gemini's knowledge access was simplified and for easier access the knew company should adopt this structure.
- Contributions to their knowledge bank were easy fostering easier and democratic contribution.
- Knowledge innovations to be coordinated through the cap Gemini's university.
Advise for the center for business knowledge
- CBK Served as the knowledge bank for Ernst and young but charged for their resource to the new company on a contract base.
- The new company should renew the contract until knowledge transfer to their new entity is complete.
- The new company to ensure that the knowledge in the CBK is transferred to the galaxy before terminating the contract.
- Since the technical platform for cap Gemini was more easily accessible than the highly centralized system in Ernest and young the new company should adopt the former platform.
- Cap Gemini technical platform also allowed a higher contribution environment to their knowledge bank the system should therefore be made the preference. Case application to present business situations.
- Businesses merging to enlarge and diversify their market presences.
- Reduction of inherent risks due to diversified business activities.
- Increasing profitability by improving the best practices through accumulation of knowledge.
- Increasing the human capital and hence increasing the knowledge capital. |
Free Course: Introduction to Lean
1. WWII had ended & Japan was struggling with 2. Adopting to the challenges. 3. Implications of Agreement. 4. Lean Production 5. Calculating Cost, Price, Profit/Loss 6. What is Value? 7. What is Waste? (Munda) 8. Related Concepts 9. What is Lean ?
Slides Content for references:
Introduction to Lean
– Limited capital
– A small domestic market
– Demand for a wide range of vehicle types
– High energy costs
– Competition was high as automakers from other countries were eager to establish themselves in Japan
– Japan was in a depression and the Americans had restricted credit
– Toyota was facing bankruptcy
– Toyota president (Kiichiro Toyota) proposed firing ¼ of workers, which caused a revolt
– The Toyota’s union was strong due to American had strengthened labor union rights (1946)
• WWII had ended & Japan was struggling with:
• Adopting to the challenges:
– Toyota & union worked out an agreement
• ¼ of workers were let go
• Kiichiro Toyota resigned
• Works got 2 guarantees:
– Lifetime employment
– Pay graded to seniority and tied to company profitability through a system of bonuses
• Workers agreed to:
– Flexible work assignments
– Help the company continually improve
• Workers were essentially a fixed cost as a result
• Implications of Agreement:
– Workers were essentially a fixed cost, same as the machinery, however the equipment could be depreciated. Therefore, Toyota had to get the
most of its workers.
• Continually train the work force to gain benefit from their skills, knowledge & experience.
• The employment contract was now based on cooperation, flexibility & mutual benefits.
• The company and workers became partners rather than enemies.
• Key players in the Toyota Production System (TPS)
• Eiji Toyoda – as a young engineer studied Ford Rouge
• Taiichi Ohno considered to be a production genius of TPS
• Operations Management Consulting Division (OMCD) was established and brought the suppliers into the TPS
• The goals of a Lean system is to do more with less: less time, less space, less human effort, less machinery & less materials.
• It is a philosophy of adding value by reducing all non value adding activities and eliminating waste.
Calculating Cost, Price, Profit/Loss
• In a closed system such prior to globalization we
could calculate the following:
Cost + Profit margin = Price
• That will not work today due to the global
economy and price competition. Today the model is:
Price (market place) ‐ Cost = Profit or Loss
• The market place is typically fixed or falling due to
What is Value?
Before we can improve the process we have to understand what Value is. Strictly speaking:
• Value is whatever the customer is willing pay for; everything else is some form of waste.
• To add value the process must do three things:
– It must be important to the customer; important enough for them to pay for the product or service
– There must be some kind of physical change that occurs by doing the process to make the product or perform the service
– It must be done right the first time
What is Waste?
• Waste (MUDA) is the opposite of Value, it is all things the customer is not willing to pay for.
• Consider a pallet maker
– The customer is willing to pay for:
• Cutting and assembly
– Not willing to pay for:
• Excess inventory
• Wait time
• Any other forms of muda
Types of Muda Waste? Part 1 of 3
o Motion – this may be man or machine (i.e. poor work place set up or
ergonomics, unnecessary walking, reaching or twisting, etc.)
o Waiting ‐ occurs when there is large batch production or excessive
WIP, equipment problems up or down stream, and/or defective
material (i.e. waiting for materials, line stoppages, etc.)
o Conveyance – caused by inefficient work place layout, overly large
equipment or traditional batch production. This is typically necessary
muda, but must be minimized
Types of Muda Waste? Part 2 of 3
o Correction – simply this is rework, it comprises all necessary materials,
time, and energy required to fix the defect or dispose of it.
o Over‐processing – this is doing more than what the customer is willing
to pay for., often driven by engineering groups seeking to achieve
certain technology goals.
o Inventory – keeping unnecessary raw material, parts, or
WIP. Often seen in MRP and push systems.
Types of Muda Waste? Pat 3 of 3
o Over‐production – Taiichi Ohno described this as the root
of all manufacturing evils. Examples include:
o Building and maintaining large warehouses to hold inventory
o Extra workers or equipment
o Extra energy, material handling equipment, storage containers
o Extra interest payments on loans
o It is also the root cause of other types of muda: motion, waiting,
conveyance, correction, & inventory
o Knowledge disconnection – could be horizontal, vertical or
temporal. This can exist within a company, between
company division/plants, its customer and/or suppliers.
• Mura – an unevenness in production typically due to fluctuating production plans.
• Muri – this means ‘hard to do’ and can be cause by variation in production, ergonomics, poor job or tool design, and/or poor specification, etc.
• Lean is not just muda elimination, it is also the creation of Flow and the continuous involvement of workers in improvement activities.
What is Lean?
Reduce waste or creating more value
Congrats ! You have completed Course |
So if 'bao nhiêu' is placed after the object, it is asking about cost? And before the object it is asking about quantity?
In the tips and notes giá is used with bao nhiêu to ask for price....but I haven't seen it used in the course yet.
This is an incorrect assumption. The meaning depends on the context of the sentence (and the main verb if there is one). In this sentence, you could swap the order and it would still mean "how much". (Just like in English, you can say "how much is your skirt?" or "your skirt is how much?")
Here, the subject is singular. Barring any main verb context, it would be awkward to mean "how many is your skirt?"
I don't think so, the verb có is missing: Bạn có bao nhiêu cái (áo)?
How much IS your skirt sounds like we want to buy it from you. We're more likely to ask how much was it?
It sounds like the recording says "cáy váy HE của bạn bao nhiêu", like the word "he" is placed in the sentence.
I also hear like the sentence started by "t". Played again and again and a hear a t instead of a c
The translation "how much was your skirt" should be accepted as the skirt is a possession that was purchased previously. Thêrefore past tense would be applied. Using is would only apply tô asking a shop assistant and in that case it would be " this skirt" not "your skirt" |
Processes - copper mining and production - European Copper InstituteThis page explains the copper mining and production route from ore-containing rock to a final product that is the highest-purity commercial metal in existence, used in a wide variety of applications essential . Copper minerals are found throughout the earth's crust. . The ore is enriched using a process called froth flotation.manufacturing process flow of minerals mines,Tin Mining and Processing: Everything you Need to KnowFeb 7, 2014 . Since then, the industry has come a long way to develop the current tin mining process and production levels of today. tin mining and processing . Tin Mining Process. Tin is extracted by roasting the mineral casseterite with carbon in a furnace to approximately 2500 degrees Fahrenheit. The next step.
How lead is made - material, used, processing, product, industry .Lead is extracted from ores dug from under-ground mines. More than 60 minerals contain some form of lead, but only three are usually mined for lead production. The most common is called galena. The pure form of galena contains only lead and sulfur, but it is usually found with traces of other metals in it, including silver,.Process Instrumentation and Analytics - Siemens Industry, Inc.Precious metals. 4 top gold producers: China, Australia, US, South Africa. Coal. 42% of the world's electricity. 7,678 million tons – global production in 2011 .. Solution mining and In-situ leaching. Liquid flow in mineral processing. Mining and mineral processing plants require liquid flow measurement in a variety of areas.
Copper Mining & Extraction Process Flow Chart - 911 Metallurgist
3 Technologies in Exploration, Mining, and Processing .
Tin Mining and Processing: Everything you Need to Know
Copper Mining and Processing: Everything you Need to Know
Manganese Mining and Processing: Everything you Need to Know
Process Instrumentation and Analytics - Siemens Industry, Inc.
ICMM • Where and how does mining take place?
FactSheet_2col v 3.5.1
AP-42, CH 11.26: Talc Processing - EPA
From Mine to Mobile Phone: The Conflict Minerals Supply Chain .
The Cement Manufacturing Process - Thermo Fisher Scientific
manufacturing process flow of minerals mines,Bauxite mining - Norsk Hydro
Mineral Processing - Dechema
manufacturing process flow of minerals mines,Mining methods - NSW Minerals Council
manufacturing process flow of minerals mines,Cobalt mining for lithium ion batteries has a high human cost .
Salt Production and Processing - Morton Salt
EET Manual Mining and Processing of Non-Metallic Minerals
[GIFS] The 5 Stages of the Mining Life Cycle | Operations | Mining .
Mineral Sands: An Overview of the Industry - Iluka Resources
Metal: Processing & Manufacturing | ANSYS
URANIUM MINING AND PRODUCTION OF CONCENTRATES IN . |
SpaceX and NASA announced that they will be launching the Dragon Space Capsule on April 30th to the International Space Station. You may remember our previous blog: SpaceX Dragon Space Capsule – 360˚ View, which includes a 360˚ interior view of the spacecraft.
The mission is designed as a comprehensive evaluation as one of the final steps before SpaceX becomes the first commercial carrier delivering payloads to the ISS. The goal is to demonstrate SpaceX’s capability to launch, rendezvous with the ISS and return to earth.
Mission time is roughly 4 days, and Dragon will dock at the space station for 18 days, offloading 521 kilograms of cargo and loading 660 kilograms from the station for return to earth. SpaceX also has 2 additional launches planned for later this year.
Check out the original article, SpaceX Given Green Light For First Launch To Space Station, courtesy of Wired.com.
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Pablo Fernández | A company uses its accounts (balance sheet and profit and loss account) and its annual report to communicate its past peformance and its current situation. So it is very important to properly understand the accounts to be able to say something sensible about any company.
What does it mean to properly understand the accounts?
In the first place, it’s fundamental to know what the figures in the balance sheet and the profit and loss account mean. This implies, of course, knowing what they don’t mean.
And in the second place, it’s important to realise that almost all the numbers on the balance sheet and in the profit and loss account in any one year could be different from what the company reports. All the figures in the accounts are subject to accounting criteria…which allow them (under the law) to be increased and reduced (stretching them and shrinking them).
The reasons why mistakes are made when interpreting accounts
In my 35 years of teaching and professional practice, I have noticed that almost all the mistakes made when accounts are interpreted by different users (students, executives, board members, journalists, judges, lawyers, legislators, professors…) arise as a result of the fact they don’t know:
- A company’s balance sheet and profit and loss account is a “version” (out of various possible ones) of its history.
- Only two figures can almost not be called into question: cashflow and financial debt (in consolidated balances they are also questionable).
- Cashflow is the only item where money is involved. Other items can be stretched and shrunk, but you can’t do that with money.
If a person has studied accounting, and is not clear about what I have said, it’s because they have had very little practice (with paper and pencil) or because they have not thought much about what they studied and practised. The reader will also know people who “pontificate” about accounting figures without knowing anything about it.
One example: Abengoa
The document ‘Abengoa and its audit: some questions’ is a brief response to some questions which former students prepared for us. Could what have happened been predicted by taking a look at the accounts? Do the accounts reflect the real situation of the company? What did Abengoa’s auditors say? Are the auditors not really to be trusted? How much were Abengoa’s auditors paid? When and how will the obvious conflict of interests of some of these auditors be resolved?
The profit figure reported by Abengoa was 122 million euros in 2014 and 110 million euros in 2013. In the Annual Report for 2014 (page 3) the auditor stated: In our opinion, the attached annual consolidated accounts are a true reflection, as far as all significant aspects are concerned, of the assets and consolidated financial situation of Abengoa S.A and its affiliates at 31 December 2014…” But the number of companies which enter or leave the “consolidation perameter” every year is very high. So any kind of interannual comparison of Abengoa’s accounts is risky because we don’t know what we are comparing.
What did Abengoa’s auditors say? With respect to the changes in the consolidation perameter, the Annual Report for 2014 states (page 46): “The incorporations in 2014 and 2013 have not had any significant impact on the global consolidated figures.” That said, later on in the 2014 Annual Report they inform us of changes in the perameter which have had an impact that is difficult to qualify as “insignificant”. |
Energy Saving Water Cooling Evaporator
Tube Heat Exchanger for Chiller
For shell-and-tube heat exchangers If the process flow diagram does
not indicate the direction of the fluid
in the nozzle, the following principles should be observed:
First, under normal circumstances the heating fluid should be down
into the out; the cooling of the fluid
should go up and down. Cold fluid and hot fluid should use
Second, with steam heating, for horizontal or vertical heat
exchanger, the steam should be from the upper
nozzle into the condensate from the lower nozzle discharge.
Third, the water cooling, for horizontal or vertical heat exchanger
cooling water from the lower nozzle into
the discharge from the upper nozzle. The cooling water should be
piped to keep the dirt and water in the
Fourth, high temperature logistics should go to the pipeline, low
temperature logistics should go shell
approach. Clean logistics should go shell approach. And easy to
produce blocking, scaling of the logistics
should go to the pipeline. Corrosive logistics should go to the
pipeline, and no corrosive logistics should
go shell approach. Higher pressure of the logistics should go to
the pipeline, the lower the pressure of the
logistics should go shell approach. Low flow of the logistics
should go shell approach, and the flow of high
logistics should go to the pipeline. To the heat of the larger
coefficient of logistics should go to the
pipeline, and to lower the heat coefficient of the logistics should
go shell approach.
The pipe arrangement of the heat exchanger should be easy to
operate and maintain, and should not
interfere with the passage of the operation and maintenance
channels. Pipes with valves and regulators
should be arranged near the operating channel of the heat
exchanger. See Figure 2.0.3-1,2.
Pressure gauges, thermometers, mirrors, valves, liquid level meters
and liquid level regulators on the
piping around the heat exchanger should be located near the passage
and easy to operate and observe
from the operating channel.
Piping, instrument (including the membrane of the control valve),
the valve from the heat exchanger
device flange, cylinder (including the base or insulation layer)
should be left between the gap, the
minimum clearance of 150mm. See Figure 2.0.4 and Figure 2.0.3-2.
Orifice flowmeter should be installed in the operating surface of
not less than 2200mm horizontal pipe,
with temporary ladder can be close to the place. |
The job of an electrician is an important function in building and maintaining homes and businesses. They install electrical and power systems, maintain wiring and control equipment which uses power flow to operate. The electrician may specialize in either construction work, installing systems, or in maintenance work, fixing and upgrading electrical systems and doing repair work. Most electricians are employees of businesses, but about nine percent of them are self-employed.
Working electricians often benefit from the completion of a training program, which can lead to higher pay and better employment prospects. Check out the programs below which offer free information:
Electricians who are working on a building project will start by reading blueprints and diagrams. These show locations of circuitry, panel boards, and equipment necessary to distribute power throughout the structure. They are required to follow local building codes, and also the National Electrical Code when doing their work. Installation duties require using hand tools and power tools to set up wiring and systems. Other specialized equipment such as ohmmeters, voltmeters, and ammeters are used for testing purposes. The electrician will use these tools and knowledge to install and connect wires to circuit breakers, transformers, outlets and fixtures.
Repair duties require the electrician to understand and perform work on fuse boxes, circuit breakers and appliances. They may be working with and installing household fixtures such as ceiling fans and lighting fixtures.
Some electricians work in industry, and install and maintain complex machinery in factories. They may do repair on motors, generators, or even work on industrial robots. Electricians work closely with architects, construction project managers, engineers, and technicians in the course of their work.
Automation and the desire to conserve energy in commercial settings will provide jobs in the future to electricians who wish to pursue this direction. Keeping up with the newest trends in industry and obtaining training in methods of new technology will enable an electrician to obtain employment in the manufacturing sector as business finds ways of streamlining production and becoming more environmentally conscious.
An electrician may work indoors, or they may work outdoors on construction sites. There is considerable physical work involved in an electrician’s job. Lifting heavy objects may be involved as well as bending and kneeling for long periods. An individual should be physically able to be involved in such activities to pursue this type of career.
Training and Education Requirements
Anyone interested in pursuing a career as an electrician must usually be at least eighteen years of age, and have a high school diploma or G.E.D. certificate. They may also have to pass a test or meet other requirements to qualify for a program.
Apprenticeship programs are available for on-the-job training. This type of experience combined with classroom instruction is the way that most electricians learn their trade. Apprenticeship opportunities can be accessed by contacting local unions of electrical workers, individual contracting companies, and chapters of the Associated Builders and Contractors organization. The normal apprenticeship lasts for approximately four years. This will qualify the candidate to work on both construction and maintenance types of work.
Each year, the apprentice electrician also takes approximately 144 hours of classroom training. This provides instruction in blueprint reading, electrical theory, mathematics and understanding safety practices and code requirements.
Training doesn’t stop when the electrician is licensed. Continuing education credits may be taken throughout the electrician’s career, adding specialized knowledge and training on new systems which are developed, such as green energy.
Salary and Wages
The latest figures on electrician’s income indicate that the average hourly wage for an electrician is around $24.00. This can vary depending on the job description. For example, a master electrician will make upwards of $30.00 per hour. Belonging to a union has a great impact on earnings. Union electricians can earn almost twice the hourly income of a non-union electrician. Apprentice electricians earn approximately 30 – 50% of the income of a licensed electrician.*
*According to the BLS, http://www.bls.gov/oco/
Because electricians work with potentially dangerous power systems, they must have a full grasp of techniques and skills, and safety knowledge. Most states require that electricians become licensed by taking examinations based on electrical theory, building codes, and the National Electrical Code. Licensing requirements will vary from state to state.
Electrical contractors who perform work for the public may be required to pursue a special license to demonstrate their abilities. They may also need to be certified as master electricians. This type of designation is usually available to candidates who have seven years or more as an electrician, or a bachelor’s degree in electrical engineering.
There are numerous professional associations which an electrician may choose to join. Because about thirty-two percent of all electricians are members of a union, they may belong to the International Brotherhood of Electrical Workers; The International Union of Electronic, Electrical, Salaried, Machine and Furniture Workers; the International Union, United Automobile, Aircraft and Agricultural Implement Workers of America; The International Association of Machinists and Aerospace Workers; or the United Steelworkers of America.
Other professional groups include the National Electrical Contractors Association and the Independent Electrical Contractors Association. There are industry-specific organizations which specialize in high-tech and other fields. Master electricians who are also electrical engineers have a large variety of associations which they can join as well.
See also: Electrician Apprentice Job Description |
How it works
For less effort than organising just one school fête, your school could get free solar panels and save enough to buy up to ten new computers every year for twenty years.
It’s not magic when you know the secret.
Sketch showing flow of electricity and money once solar pv included. Demonstrates how cash now flows to savings The UK Government pays an extra fee or tariff for every unit of electricity generated from solar panels for 20 years. This tariff is often referred to as a Feed In Tariff or FIT.
In addition an owner of solar panels can use that electricity and save the cost of buying it from the grid. Any surplus not used on site is sold back to the grid. Over time, this income pays for the cost of installing and maintaining the panels.
In the case of Solar for Schools, we co-ordinate the funding, arrange the installation of the system and manage it for 20 years. The school simply agrees to provide the roof and buy the clean, renewable,discounted electricity from it for 20 years. The savings on electricity bills can then be used to buy additional teaching materials such as computers and books.
We also provide free monitoring tools via the website and educational materials so that students can learn about solar energy and sustainable living.
How much does a school save?
This varies from school to school as it depends on location, roof characteristics & size, when the electricity is consumed and what they currently pay for it. As part of the application process we analyse each roof and electricity bill and provide a report. The report provides guidelines on how much solar could be installed and initial calculations as to what the total annual savings will be. Schools typically save 20-30% of their electricity costs with no upfront investment. Have a look at the School section of this website for details of what each school has saved so far.
How long will the savings continue for?
20 years or longer. Savings are based on the reduced electricity prices from energy generated by the panels. The price is set at a significant discount to current electricity prices and is guaranteed to never exceed normal electricity prices even if they were to fall in future. After the initial 20 year period, the panels will be fully depreciated and paid for but will continue to generate electricity for little more than the cost of some maintenance.
Is it really free?
Yes, the solar panel system really is! We have investors on board, and alongside the government grants available for installing renewable energy, it is possible to fund the capital investment and on-going maintenance so schools do not have to find capital. Rooftop installations are not just for commercial companies. We have decided to do this to help schools without capital to invest, to reap some financial, energy savings in both the short and long-term and to support schools through education for sustainability. It really won’t cost you or your school anything for the panels. |
Intellipigment is a specialty tape that uses proprietary color-changing pigments to alert users to the exact location of a hydrogen leak. The technology was developed by the University of Central Florida as part of a $20 million grant awarded from NASA’s Kennedy Space Center. The scientists introduced the specially formulated pigment to enable rapid, user-friendly, and dependable detection of hydrogen gas leaks in industrial settings. The color change occurs in a matter of seconds when hydrogen is identified and in concentrations as low as 1% hydrogen. The fast, accurate leak recognition provides human safety, prevents property damage and reduces the costs associated with lost hydrogen gas.
Hydrogen is used in a great number of industrial applications. Oil processing plants apply it to convert conventional crude oil into gasoline and diesel fuel. The gas is also mixed with argon to be used for welding stainless steel. Chemical plants utilize hydrogen to create ammonia, a key element in fertilizer production, and methanol used in many polymers.
Although the gas is one of the most widely used in industry, hydrogen is very dangerous to handle. It is characterized by high flammability and burns with extreme intensity at 3.300ºC. Thus facility staff needs to locate gas leaks rapidly, precisely, and straightaway. But since the gas is inodorous and has no color, it is difficult to find the exact location in an industrial setting. Operators are likely to disregard the small leaks and wait until the next schedule routine maintenance. To address the issue much time and resources are wasted. It takes a complete day to locate hydrogen leaks that costs the facility about $1 million per day. The problem can result in damage to equipment, plant shutdowns, harm to the environment, and human casualties. In 2011, hydrogen leak from a corroded furnace pipe led to the explosion at a powdered-metals plant in Tennessee and took lives of three workers.
The electronic detection devices show the general presence of leaked potentially explosive gas but are unable to pinpoint the exact location. “Soapy water” method, when bubbles formation is expected in the critical area, proved to be inefficient wasting time and money. Intellipigment Hydrogen Leak Detection Tape is a big progress over costly, complex hydrogen detectors that require power sources, calibration and special training to use. It was developed to identify visually the specific leak location during routine maintenance or after the discovery of the loss of pressure.
In 2003, the National Aeronautics and Space Administration awarded the Florida Solar Energy Center at the Unіversіtу of Central Florіda wіth a grant to lead a hуdrogen research program. NASA іs the largest consumer of lіquіd hуdrogen іn the Unіted States usіng іt as rocket propellant or for the operatіon of electrіcіtу-generatіng fuel cells. As the hуdrogen leaks іn hіgh-pressure joіnts can result іn combustіon, extensіve equіpment damage, and staff іnjurіes, NASA needed an effіcіent detectіon tool. Robert Уoungquіst, the head of applіed phуsіcs laboratorу іn Kennedу Space Center, collaborated wіth the unіversіtу's Dr. Alі Raіssі to advance a new gas detectіon technologу. The project іnіtіallу receіved $20 mіllіon fundіng from NASA. It was supported by the U.S. Department of Energy as a finalist in the MegaWatt Ventures, a clean-energy business competition. The end result was the development of the innovative “Color Changing Materials for Hydrogen Detection”.
In 2013, realizing the potential benefits and commercial market for such technology, NASA and the University of Central Florida jointed their patents and licensed the hydrogen sensing technology. The product under the brand name Intellipigment was brought to commercial consumers by HySense Technology of Rockledge, Florida. The companу was establіshed bу Dr. Nahіd Mohajerі, a scіentіst at the Florіda Solar Energу Center, co-developer of the technologу. Out of 20 уears of experіence іn the fіeld of chemіcal research and іndustrу, she has worked on hуdrogen safetу and detectіon for 12 уears. Dr. Mohajerі іs affіlіated wіth the Amerіcan Chemіcal Socіetу and іs an assocіate to the Women Chemіsts Commіttee. The companу supplіed іts hуdrogen gas and other flammable gasses leak detectіon for the power plants, aerospace, chemіcal, energу, and gas іndustrіes. Іn 2016, Nіtto, Іnc, a US subsidiary of Nitto Denko Corporation, acquired the company to make and sell hydrogen sensing tapes under the HySense licenses.
Іntellіpіgment Leak Detectіon Tape іs a cost-effectіve, hіgh specіfіc chemochromіc (vіsual) hydrogen leak detector for safety monіtorіng at any facіlіty engaged іn handlіng and use of hydrogen. The tape employs “smart” materіals that possess rapіd dіscoloratіon kіnetіcs, are costly, user-frіendly, and relіable.
The team of Dr. Raіssі used the Japanese patented tіtanіum oxіde TіO2 and palladіum oxіde PdO class of pіgments. Іf mіxed together, the materіals make a powder that changes іts color when exposed to hydrogen. The color changіng mechanіsm іs the reductіon of PdO by hydrogen to metallіc palladіum. The palladіum oxіde pіgment composіtes are joіnted wіthіn a sіlіcon matrіx.
Although the actual color-changіng chemіcal reactіon occurs between PdO and hydrogen, the color of the support materіal іs of great іmportance. Іt has to contrast wіth that of the reactіon so іt can be easіly notіceable. Besіdes, the support can serve as an accelerator or decelerator of the chemіcal reactіon process. The scіentіsts іnvestіgated numerous chemochromіc pіgments wіth permanent color change. Theіr sensіtіvіty to the gas was evaluated at dіfferent hydrogen concentratіons іn aіr and wіthіn other hydrocarbon gas mіxtures. The problem wіth the tіtanіum dіoxіde based materіals was the slow color change and undіstіnguіshed effect. Dr. Nahіd Mohajerі developed the new materіal formulatіon, a barіum sulfate (BaSO4) pіgment, whіch had the rіght color contrast, showed fіve tіmes quіcker response tіme than orіgіnal materіal and could be applіed to a sіlіcone-based tape. To broaden a range of applіcatіons for the technology, Kennedy Space Center scіentіsts devіsed an encapsulant made of Teflon and other matrіces іnstead of sіlіcone. Іt allows for the hіgh resіstance to envіronmental factors such as ultravіolet exposure, salt spray, and humіdіty. Іt іs stable even іn cryogenіc envіronments.
Leak Detectіon Tape can be secured to pіpe fіttіngs, flanges, and valves іn laboratorіes, manufacturіng plants and storage or transportatіon vessels. Іt іs very resіlіent, easy to apply and problem areas are easy to spot. The color change occurs іn a matter of seconds when hydrogen іs detected and іn low hydrogen concentratіons. The response tіmes are 20 seconds wіth 100% hydrogen gas and less than 3 mіnutes wіth 1% concentratіon (the explosіve combustіon threshold makes about 4%). The beіge tape turns black when the gas іs present, allowіng for the exact locatіon of the leak to be іdentіfіed. The pіgment іs passіve, і.e. no power requіred.
Іntellіpіgment was fіrst tested durіng the preparatіon for the STS-118 mіssіon of the space shuttle Endeavour іn 2007. There was a leak developed at the launch pad and the enabled staff to pіnpoіnt іts exact locatіon. Afterward, the tape was used for every launch up. The Іntellіpіgment tape was also tested and evaluated by chemіcal manufacturers and at hydroelectrіc and nuclear power plants that produce and consume a reported 57 mіllіon tons of hydrogen gas annually. Aerospace, power generatіon and oіl and gas productіon іndustrіes can benefіt from a color-changіng pіgment technology for hydrogen leak detectіon.
INTELLIPIGMENT’S STRONG POINTS
- Provides immediate permanent visual detection;
- Possesses great sensitivity;
- Identifies specific leak location;
- Provides accurate detection of hydrogen gas in the presence of other hydrocarbon gasses;
- Resistant to environmental effect (ultraviolet, wind, rain, etc.);
- Requires no power;
- Provides easy application to suspected leak areas;
- Low cost;
- The length and width of the tape can be customized for specific applications;
- Prevents plant closures and shutdowns, human casualties.
In 2014, the innovation was awarded R&D 100 Award by R&D Magazine, which annually recognizes the 100 most technologically significant products introduced. HySense Technology LLC won the $100.000 grand prize in the CAT5 competition, which helps small, high-tech businesses raise venture capital. In 2016, the NASA acknowledged the Hydrogen Leak Detection Tape with Commercial Invention of the Year Award. The prize is honored to innovative technologies significantly refining NASA programs or US industry.
REVIEW IN MEDIA
“Jim Nichols, licensing manager of the NASA Research and Technology Management Office in Center Planning and Development, endorsed the nomination for the R&D 100 Awards and noted that safety was the impetus for the innovation. “NASA was looking for a safe, easy to use, effective and non-powered way of identifying hydrogen leaks,” he said. "Working together, researchers from Kennedy and the University of Central Florida developed the tape matrix and hydrogen-sensing pigment that formed the basis of the hydrogen tape technology." Spaceport Magazine
“The method, which detects gas leaks almost immediately, involves a chemochromatic tape made with intellipigment, and while the tape changes color upon chemical reaction, it does not release chemicals into the environment. HySense is focused on safety, and this method is one of the many which seeks understanding in preventing property damage from toxic gasses.” FLaSEIA
“After two years of research, UCF researchers devised a pigment that could be added to a silicon caulk. According to a NASA release, the tape changes color from beige to high-contrast black in less than three minutes at concentrations as low as 0.1% – well before the explosive combustion threshold of about 4%.” InnovOil
“Nahid Mohajeri, a chemist at FSEC who founded HySense Technology, says the advantages of the color-changing tape are easy to see. “Stationary sensors have a shelf life and, depending on where they're located, they might not be able to detect every area that's susceptible to a leak," she says. "And the handheld sensors require technicians to walk around and listen for a beeping sound.” SpaceDaily
“A hуdrogen-detectіng pіgment attached to the tape, developed bу a team of scіentіsts at the Unіversіtу of Central Florіda and NASA'S John F. Kennedу Space Center, has been selected as one of the уear's top new technologіes. Іn June, HуSense Technologу won the $100,000 grand prіze іn the CAT5 competіtіon, sponsored bу Space Florіda and UCF's Offіce of Research and Commercіalіzatіon. The awards are desіgned to help small, hіgh-tech busіnesses raіse venture capіtal wіth the hope of brіngіng hіgher-paуіng jobs to Central Florіda.” Orlando Sentinel |
Indonesia is made up of more than 17,500 islands, 6,000 of which are inhabited. It is also the home of the largest Muslim population in the world. Religious and other cultural traditions of Indonesia play a very important role in daily life and in the country’s businesses practices as well. Adding to the complexity is the fact that many of the business people you encounter will be ethnic Chinese. Exploring the multi-faceted culture of Indonesia is essential to building business relationships there.
Traditional Indonesian Worldview
Identity defined by group, family, work team
Harmony and face very important. Loss of face (malu) must be avoided in all situation.
Relationships are valued over profit; family relationships come before work.
Patterns of rank and status are strictly observed. Paternalistic expectation that the “Bapak” (literally “father”) takes care of the employees in return for respect and compliance. Elders are held in high esteem.
Tolerance for Ambiguity
Ambiguity is accepted to the extent that life is partly pre-determined and certain elements, such as natural disasters, cannot be prevented. Change is accepted when it shows consistency with the past and when the group leader can model the benefit of change to the group.
Loose application of rules; requires understanding of context and relationship. Traditionally corruption has been an issue that is currently being recognized and addressed.
Scheduling and deadlines are more flexible. Foreigners are expected to be on time, but meeting and appointments may not. “Jam karet, “ rubber time is the acknowledged norm.
- Indonesia is the world’s largest Muslim country and is also home to about 300 ethnic groups
- National Motto—Bhinneka Tunggal Ika—Unity in Diversity.
- Family and ethnic group are the most important social units.
- Harmony must be maintained at all times.
- Saving face is an essential element of communication.
- Time is flexible and fluid.
- It is more important to honor the past than to forge into the future.
- Building and maintaining relationships comes first.
- Elders are respected.
- “Kekuatan Alami” – Life is largely pre-ordained; subjugation to nature.
- Hierarchy dictates social relationships and behavior.
Intelligent, refined individuals practice a reserved, respectful and indirect communication style
- Outward anger and heightened emotion shows lack of control.
- Who you know is as important as what you know.
Traditional Indonesian Communication Style
Saving face is key to all communication. Harmony must be maintained. Chinese Indonesians in business culture tend to be much more direct.
Many unspoken rules and non-verbal cues. “Yes” may mean only that you have been heard; it may not be an indication of agreement.
Formality and respect is expected in all situations, and especially for those who are more senior in age or hold seniority in the family or company.
Outward display of emotion is considered immature and a sign of someone who lacks control or is childish.
Guidelines for Communicating with Indonesians
- Establishing good relationships is the key to all communication.
- Follow the Indonesian saying “Never write when you can call, and never call when you can visit.”
- Direct confrontation must be avoided, especially in front of a group
- A smile may mean embarrassment or discomfort and does not always show agreement and pleasure.
- Sucking air through the teeth is a definite “no.”
- Save questions and indirect confrontation for one-on-one meetings.
- Modesty is essential. Let credentials speak for themselves.
- Focus more on past achievements than future ambitions
- Be prepared to take more time to understand the message being given.
- Take more time to make sure that you are understood by repeating and checking politely checking for comprehension.
- Don’t expect follow-through just because you hear “yes.”
- Show respect to the elderly and those in more senior positions.
- Expect respect from subordinates in return for caring about their lives and individual situations.
- Develop an understanding of Islam and the influence it has on the daily lives of most Indonesians.
Holding the head higher than a superior is not acceptable so Indonesians may bow or nod their heads lower in the presence of elders and superiors. Items should be passed with the right hand or both hands only. Pointing or putting hands on hips is rude or aggressive. A traditional greeting is a bow while touching the forehead with the right hand.
Normally, men and women do not touch in public. Shaking hands, however, is a normal greeting for both men and women, if the woman offers her hand first.. If she doesn’t, a slight nod is appropriate. Women may greet one another by touching cheeks. Men may put their right hand to their heart after a handshake. Members of the same sex touch frequently when interacting.
Personal space is very limited. Extended families may live together in relatively close quarters. People are comfortable sitting close together. However, foreigners are often given more space, particularly in urban areas.
|PROBLEM SOLVING||Identifying problems can be challenging because desire for harmony prevents people from wanting to raise issues. Problems and solutions are addressed with the well-being of the group in mind. Consensus is not required but all must feel the benefit of the solution.|
|MOTIVATING PEOPLE||Strong relationships, a boss that has credibility, and feeling nurtured within the company structure. Money and rewards motivate, but not above a harmonious, respectful work environment.|
|APPRAISING PERFORMANCE||Based largely on corporate culture. However, indirect approach must be maintained. Emphasis on the individual’s contributions to group success and ways to be more successful in the team.|
|PERFORMANCE EXPECTATIONS||Negotiations are done in groups, only after a relationship has been established. Important to ask for much more than expected so there is room for movement. Silences should be respected and not filled with “hard-bargaining.” Only the most senior individuals will speak.|
|NEGOTIATING, PERSUADING||Cautious, stretch out process using language, time, distance, not very susceptible to advertising gimmicks.|
|DECISION MAKING PROCESS||Hierarchical. Decisions are handed down from the top. Boss models benefits of the decision.|
|PARTICIPATION IN MEETINGS||Visitors are expected to be on time. More senior people may be late. Only the most senior people will speak. Not usual for subordinates to express opinions when supervisor is there. Many decisions made in pre-meetings.|
|SUPERIOR / SUBORDINATE
|Patriarchal. Supervisor is given utmost respect in exchange for caring for subordinates and showing genuine concern for their lives.|
|HIRING||Based on a combination of credentials and relationships. Who you know can be as important as what you know. Dismissal is very difficult because of the loss of face to individuals and company.|
|CUSTOMER RELATIONS||Relationships with customers are long-term, based on establishing ongoing trust. No business can be done without a well-established relationship.| |
Lithium remains one of the world's most sought-after metals, especially as companies like Tesla continue to snatch up as much of the substance as possible. Researchers around the world are struggling to develop alternative ways to mine lithium safely and also keep up with the rising demand.
Desalinating seawater, however, would serve the dual purpose of both creating drinkable water and providing lithium, according to new research. From the outside it seems a convenient, and harmless, way of taking advantage of the full potential of desalinated water, given that lithium salts are a naturally occurring byproduct that could be produced through the process of obtaining drinking water.
One of the technologies that could offer support in both areas involves the use of metal-organic framework (MOF) membranes, touted as a greener and more energy efficient method, given the extremely high surface areas of the crystalline materials. They would offer an improved, and more selective, method of water filtration than the commonly used reverse osmosis membrane, which requires additional pumping to remove contaminants that the relatively porous membranes are not able to catch.
A team of researchers from Monash University in Australia, the Commonwealth Scientific and Industrial Research Organization (CSIRO), and the University of Texas at Austin have come up with the first membrane of its kind. Details about the membrane were shared in the study, titled "Ultrafast selective transport of alkali metal ions in metal organic frameworks with subnanometer pores," which was published in Science Advances on February 18th.
"We can use our findings to address the challenges of water desalination," says Huanting Wang, an author of the new study. "Instead of relying on the current costly and energy intensive processes, this research opens up the potential for removing salt ions from water in a far more energy efficient and environmentally sustainable way."
The membrane represents a true win-win, offering a more selective as well as energy-saving alternative.
Study author Huanting Wang, Department of Chemical Engineering Professor and Associate Dean (International) of the Faculty of Engineering at Monash University in Australia, made it very clear that their work should have an immediate impact in terms of the way that we look at maintaining lithium supplies:
“Lithium ions are abundant in seawater, so this has implications for the mining industry who currently use inefficient chemical treatments to extract lithium from rocks and brines," says Wang. "Global demand for lithium required for electronics and batteries is very high. These membranes offer the potential for a very effective way to extract lithium ions from seawater, a plentiful and easily accessible resource.”
It seems rather ironic that a process for providing life’s most essential basic necessity, drinkable water, is being considered among a process for mining what is arguably one of the world’s most basic raw materials necessities, the only difference of course being that in the case of lithium, in many cases its necessity has been cultivated and reinforced (How many among us can imagine an electronic product advertisement completely free of the mention of the word lithium).
Still, the debate about global lithium levels aside, the potential for the MOF membrane, if its use is carefully monitored and reported with transparency, can offer transformative benefits that could affect thousands worldwide. |
More good news for the renewable industry: in the face of more a competitive and economically viable green energy sector, the UK has committed to completely move away from coal power by 2025.
Prices for solar and wind electricity are falling, and are breaking the “green energy is expensive” stereotype. The UK itself has produced more electricity from solar energy than from coal plants over the past six months.
That’s why Britain is pledging to close its eight remaining coal-fired power plants. But it’s not just because of the green energy commitment – those coal plants have been there for nearly 50 years, well beyond their life expectancy.
“Our relatively inefficient and aging fleet of coal power stations is not sustainable in the long-term,” said secretary of state for business, energy and industrial strategy Greg Clark in a statement. “Nearly all of the remaining coal stations in Great Britain are operating beyond their original design life—and without substantial spending on extending their lives even further most are likely to close in the next few years.”
The plan is to make for a slow and gradual phaseout, to mitigate the impact on power production and job loss. The renewables sector is getting £290 million in annual subsidies to speed up development and lower the cost of generation.
This all shows that the green energy sector is becoming more economically viable, and is actually capable of meeting industry demands. Even when critics doubt the capability of renewables, the actions of governments are able to speak for themselves. |
According to the Hong Kong Institute of Service Leadership and Management, moral character or character strength is an important attribute of an effective service leader. In connection to this, “Character Strengths in Chinese Philosophies” is one of the lecture topics taught in a course titled “Service Leadership” in a university in Hong Kong. Several topics are covered in that lecture. First, the relevance of Chinese philosophies to service leadership is discussed. Second, the core virtues in Confucian thoughts are presented. Third, the relevance of Confucian virtues to service leadership is examined. Finally, conclusions and reflections on the relevance of Confucian virtues to service leadership are outlined. In addition to one warm-up activity at the beginning of the lecture, three major activities are designed for related parts of the content. During the lecture, students are encouraged to reflect on their qualities in terms of Confucian virtues and explore effective ways to promote the development of such virtues.
Digital Object Identifier (DOI)
Shek, Daniel T. L.; Sun, Rachel C. F.; and Liu, Ting Ting, "Character Strengths in Chinese Philosophies: Relevance to Service Leadership" (2015). Pediatrics Faculty Publications. 203. |
NAICS Code 327 Nonmetallic Mineral Product Manufacturing
DescriptionThe Nonmetallic Mineral Product Manufacturing subsector transforms mined or quarried nonmetallic minerals, such as sand, gravel, stone, clay, and refractory materials, into products for intermediate or final consumption. Processes used include grinding, mixing, cutting, shaping, and honing. Heat often is used in the process and chemicals are frequently mixed to change the composition, purity, and chemical properties for the intended product. For example, glass is produced by heating silica sand to the melting point (sometimes combined with cullet or recycled glass) and then drawn, floated, or blow molded to the desired shape or thickness. Refractory materials are heated and then formed into bricks or other shapes for use in industrial applications. The Nonmetallic Mineral Product Manufacturing subsector includes establishments that manufacture products, such as bricks, refractories, ceramic products, and glass and glass products, such as plate glass and containers. Also included are cement and concrete products, lime, gypsum and other nonmetallic mineral products including abrasive products, ceramic plumbing fixtures, statuary, cut stone products, and mineral wool. The products are used in a wide range of activities from construction and heavy and light manufacturing to articles for personal use. Mining, beneficiating, and manufacturing activities often occur in a single location. Separate receipts will be collected for these activities whenever possible. When receipts cannot be broken out between mining and manufacturing, establishments that mine or quarry nonmetallic minerals, beneficiate the nonmetallic minerals and 435 primary activity of the establishment. A mine that manufactures a small amount of finished products will be classified in Sector 21, Mining, Quarrying, and Oil and Gas Extraction. An establishment that mines whose primary output is a more finished manufactured product will be classified in the Manufacturing Sector. Excluded from the Nonmetallic Mineral Product Manufacturing subsector are establishments that primarily beneficiate mined nonmetallic minerals. Beneficiation is the process whereby the extracted material is reduced to particles that can be separated into mineral and waste, the former suitable for further processing or direct use. Beneficiation establishments are included in Sector 21, Mining, Quarrying, and Oil and Gas Extraction.
Market Analysis - Sample Companies |
Located in a remote area of Northern Québec, Goldcorp’s Éléonore mine is predominantly a fly-in/fly-out mine. Before development construction at the mine even began, it was recognized that communities not just near the site but in the wider regional catchment of Nord-du-Québec could be affected by waste management and transportation issues if any community events were to be held at the mine site. Concern for the local environment and ecological footprint indicated that a more innovative approach was required in order to bring the mine and local community together, which resulted in the formation of an eco-responsibility plan.
Éléonore’s CSR, Human Resources and Communications departments partnered with FaunENord, a regional Not-For Profit Organization and expert in environmental education and reclamation, to set about devising an eco-offsetting plan for each of the community events to be held at the mine. The ultimate goal was to ensure waste products from planned community events were separated to be recycled and composted where possible, calculate each event’s greenhouse gas emissions effect, and convert the carbon dioxide (CO2) emissions into the quantities of trees and vegetation to be planted in the local community.
Inspired by Goldcorp’s commitment to responsible mining, the team put into action their principles for eco-responsible community events. For example, it was calculated that 121 people attending the 2015/2016 employee holiday event at the mine site generated 45 lbs of compost, 81 lbs of recycling and 37.5 lbs of waste. To offset the 2.18 tonnes of CO2 emissions produced, five trees over two metres high, three shrubs and 11 herbaceous plants were to be planted at an urban institution or school.
The Éléonore team selected École Saint Dominique-Savio, a school located in the local community of Chapais, and worked with them during the entire offsetting process. From purchasing the mature vegetation, trees and shrubs adapted to the local northern climate, to having the students digging, shoveling and weeding during the planting. Students also received a hands-on horticultural lesson along the way.
Similarly in mid-2015, 441 people attended the Éléonore mine inauguration. This event generated 55 lbs of compost, 47 lbs of recycling and 48 lbs of waste, equaling 53.01 tonnes of CO2. To offset the CO2 emissions, 256 seeds would need to be planted to make the event’s impact carbon neutral. The seed equivalent of 30 trees over two metres high, 51 shrubs and 118 herbaceous plants were planted at the Mayaupiui Training Institute of Wemindji.
With other events taking place at urban schools and institutions across the region, eco-responsibility and offsetting have become central to Éléonore’s sustainability objectives and community engagement plans. Our Planet. Our Choices. Our Legacy.
Planting at École Saint Dominique-Savio |
By Meghan Laska
Founded as the Industrial Research Department, the Center has had long-reaching effects on labor and workforce issues.
The Center for Human Resources was the first research center of its kind among business schools, producing relevant research used by businesses and policymakers in government at a time when other business-school research centers were engaged in the writing of case studies.
Its impact has been far-reaching and impossible to extricate from 20th Century economic history, as well as current business practices. The outcomes of its research have affected virtually all labor issues ranging from the nation’s definition of unemployment to the establishment of affirmative action to changes in employee benefits. Today, the Center for Human Resources remains the home of cutting-edge research under the direction of Professor Peter Cappelli, the George W. Taylor Professor of Management.
Founded in 1921 as the Industrial Research Department (IRD), its mission was to “study the economic and social problems of business.” Under the direction of Joseph H. Willits, a Wharton dean who worked with Herbert Hoover advocating for national employment service, and Anne Bezanson, the first female member of the standing faculty of Penn’s Graduate School of Arts and Sciences, the group gained an international reputation for pioneering research. Employer associations, government agencies, and international organizations looked to the IRD for timely and practical knowledge.
From the time of its founding, the center had many women on its team, whose research into the economic status of workers showed disparities in salaries and promotions for women and minorities. Female research associates working under Willits and Bezanson included Gladys L. Palmer, Eleanor L. Dulles, Marion Elderton, and Miriam Hussey. Future department chair and “father of American arbitration,” George W. Taylor, also was a notable member of this early team.
However, this workhorse of a group entered into a period of dormancy in the late 1950s and early 1960s due to budgetary problems and the illness or death of its leaders. Had it not been for an attentive secretary, it might have gone down in history as an interesting blip on the School’s timeline.
Connections to Industry and Policy
In 1921, Bezanson’s article on promotion practices became the first product of the IRD, which Willits had founded in March of that year at the University of Pennsylvania. Bezanson continued her practical research in the early 1920s, writing a series on personnel issues, focusing on turnover, worker amenities, and accident prevention.
During the 1920s, about half of the country’s leading business schools had created “bureaus of business research,” according to The Pragmatic Imagination, a history of the Wharton School written by Stephen Sass (University of Pennsylvania Press, 1982). However, most were much smaller than the IRD and were limited to collecting case studies for classroom use.
At a meeting of business educators in 1926, Willits “frankly accused these bureaus of engaging in ‘kinds of fact-gathering which are hardly to be called research at all.'” He suggested that Wharton’s peer schools create research groups such as the IRD, as he said the “solution of the fundamental problems of business lay in ‘group thinking.'”
As the Great Depression took hold of the country, the IRD shifted its research focus to major studies on unemployment. The group conducted studies measuring the social and economic characteristics of unemployment in Philadelphia, including joblessness, transferability of skills, what jobs existed, and how workers found them. Professor Taylor’s research on unions and labor conditions in the hosiery trade in Philadelphia led him to become actively involved in the collective bargaining process during a bloody strike, one of more than 2,000 that he helped end, earning him the title “the father of American arbitration.” According to The Pragmatic Imagination, research associate Gladys Palmer, a 1924 Wharton PhD, became particularly known for her expertise in gathering and analyzing labor statistics during this era, leading government agencies such as the Bureau of Census and Bureau of Budget to seek out her work.
Bernard Anderson, now Whitney Young Term Professor and Practice Professor of Management, says that this early work by the IRD had a tremendous impact, as it defined the term “labor force” for the country. Anderson, who belonged to the IRU’s research team as a graduate student in the late 1960s and as a professor in the 1970s, explains that “the way we measure the unemployment rate today is very different from the way it was measured at the time of the Great Depression. The research leading to the new measure—which has since been modified—was done by Gladys Palmer and her associates.”
After World War II, budget issues caused the department to become a unit of Wharton’s Department of Industry (now called the Management Department). Palmer was appointed director of the IRD, which changed its name to the Industrial Research Unit. With a grant from the Rockefeller Foundation, Palmer pursued her ground-breaking labor mobility studies, and other researchers continued work on local industries, pricing, and productivity.
A Close Call with Obscurity
However, by the late 1950s, the stream of research was slowing. There was no successor for Palmer, who was incapacitated by illnesses prior to her retirement in 1965. The unit’s offices were demolished to build the new Dietrich Library and much of the group’s research library was scattered. The work of decades was nearly lost forever.
In 1964, Herbert B. Northrup succeeded George Taylor as chair of the Department of Industry. The early research was boxed up, waiting to be thrown into a dumpster when Margaret (Peg) Doyle, who had been Palmer’s secretary and office manager within the group, brought it to the attention of the incoming department chair. Northrup saw the value of the unit’s research, beginning its revival.
After reviewing the research, a decision was made with the approval of the Wharton dean to revive the unit. A home was found for it in an old brownstone building on Spruce Street (former home of WXPN), the library was re-established, and former members of the research staff were brought back into the fold. Many in the center credit Doyle with saving the Center’s exhaustive data sets, which are now an invaluable resource to economists and historians of mid-20th Century United States.
By 1968, under the leadership of Northrup and his colleague Professor Richard L. Rowan, the Industrial Research Unit had “become an active, vital organization again, contributing knowledge in its traditional fields of competence: industrial relations, labor market, manpower and industry studies,” according to a history of the center. It also became known as a prolific self-publisher on labor relations issues. In addition to contributing articles to professional journals around the world, the team also completed several book series that would have great impact.
Influential Empirical Research on Status of Black Workers
Anderson recalls working on one of those book series as a member of the research team led by Northrup and Rowan in the late 1960s when he was in the PhD program at Wharton. Northrup—who was well known for researching controversial issues of his time—received a major grant from the Ford Foundation to conduct a series of studies on the status of black workers industry by industry, which turned into a multi-industry series called “Negro Employment in American Industry.” Anderson led the study on public utilities, which became his dissertation.
Anderson explains that after the Civil Rights Act of 1964 was passed, Title VII of that Act prohibited employment discrimination and created the Equal Opportunity Commission. “This opened up a vast change in the allowable policies and practices of this country with respect to race, but no one knew what the situation was with respect to employment in various industries because no one had studied employment of minorities in American industry,” he said. So when Northrup received the grant, the series was born.
Anderson says that this became the “definitive work on the status of black people in American industry. It had a profound effect on our understanding of race in industry and provided the background and foundation for the formulation of enforcement policy that was relied upon by the EEOC and later the Department of Labor in crafting their enforcement mechanisms.”
He says that the series even had an impact on the creation of affirmative action policy. Anderson explains, “Assistant Secretary of Labor for Wage and Work Standards Arthur Fletcher, now known as the father of affirmative action, used the research done at Wharton as the basis for formulating the Philadelphia Plan for the construction industry, which later became the standard methodology for establishing goals and timetables which are the bedrock of affirmative action employment policy in this country today.”
The Negro Reports established for the first time the empirical basis for determining the underutilization of members of the African-American race, says Anderson, who later held the same position as Arthur Fletcher as assistant secretary of labor for employment standards during the Clinton administration. Anderson credits Northrup with gaining the trust of so many companies. “He had been a vice president at General Electric before he came to Wharton. Northrup had excellent contacts and was highly regarded in the private sector. He had the trust and confidence of people in the corporate sector who were prepared to give him and his team of researchers information on their employment and we could not have gotten that information otherwise.”
That series of studies had enormous impact on government policy, employment policy and litigation. They started in 1966 and ran through the late 1970s, constituting a major research effort of the Industrial Research Unit.
By the mid-1970s, another labor issue was moving into the public eye—the persistently high rate of unemployment among minority youth, particularly in urban areas. Anderson says that the government was devoting additional funding to this issue through manpower programs intended to improve employment opportunities for minority youth. So the Industrial Research Unit—then co-directed by Northrup and Rowan—shifted its focus to research the impact of those government manpower programs.
“We looked at all the literature, critically evaluated what was known about impact and looked at what the conditions were in various cities. We published a book that became a classic on the impact of manpower programs with reference to minorities and women, which became another major series of work,” says Anderson.
Anderson notes that some of the federal government’s approach to the formulation of policy designed to advance the problem of unemployed youth was influenced by that study.
Continuing the Legacy in a Changing Workforce
In 1990, the Industrial Research Unit was renamed the Center for Human Resources. Peter Cappelli and Rowan were co-directors of the Center until Rowan’s retirement in 1997, when Cappelli assumed the directorship. He explains that the name changed to signal that the group’s interests were broader than just labor relations. “We are interested in contemporary developments in the workplace and how employment has changed.”
Under Cappelli’s leadership, the center has continued its legacy of hands-on practical research. He points to a five-year research program with the U.S. Department of Education, called the National Center on Educational Quality for the Workforce. “We were instrumental in advancing the idea of improving the connection between school and work and looking more generally at employer training initiatives and high-performance workplace initiatives.”
He says that the center also did some of the first research on how the restructuring of U.S. businesses from the 1980s through the 1990s has shifted much of the business risk onto employees. The project, called Change at Work, was in collaboration with the National Planning Association. “Our research became part of a collective voice on how things have changed. There is a lot of interest in the concept of having employees adopt more risk, but we were the first to document it,” says Cappelli, noting that the center also has published a book on the relationship between employer management practices and business strategies.
Perhaps one of Cappelli’s best known works, a book titled The New Deal at Work, was a continuation of those earlier projects. The book focuses on how the relationship between employers and employees has changed. “There is more of a market-based relationship now and less of a psychological contract. The model of people staying at the same company for an entire career where the company managed your career for you and pointed you in the right direction has changed,” he says. That book has since been translated into Japanese, Chinese, and Spanish.
In addition, Cappelli notes that the center has been doing recent research on employee issues associated with temporary work. And the group continues its work on a series of studies on career management issues. One of those studies, which appeared in Harvard Business Review this year, looked at the attributes of people running Fortune 100 companies now versus 20 years ago. Another study analyzed data from search firms about executive turnover.
In addition to research projects, the center is an active organizer of conferences on topics such as leadership, retirement, and careers. In June, it held a multidisciplinary conference looking at how careers have changed and what new factors are determining career choices.
The center also comprises four major groups for research and information services: the Council on Employee Relations (founded in 1946 as the Labor Relations Council), the Research Advisory Group, the Multinational Research Advisory Group (founded in 1974), the Financial Employee Relations Study Group.
“We get employers involved through these conferences and groups because things are changing more frequently than research can keep up with—the changes are way ahead of what people are studying. So we bring people together because it is the only way to let the academic community know what is going on,” says Cappelli. He adds that “the center has always been concerned about the applied workplace problems from the early studies in the 1920s about wages and unemployment, which were absolutely new at the time. We hope to continue that type of cutting-edge research in years to come.” |
Indian economic progress post-independence has been change dramatic and it has become an economy for world to recognize. If we are to meet vision of our leaders the day is not very far where our country becomes super economic power. The decade after independence sowed seeds for economy development with social aspect and the limited resource were judicious used for upliftment of the most needy citizen of the country. The green revaluation, white revaluation and Indian industrial revaluation were all the initiative of the central Govt. There were business house who run business enterprise in country had to struggle financial, manufacturing, skilled labour resources but they were who were producing jobs large no. of citizen . Post 1991-92 easily available technology, computer & Internet and opening economic saw newer business being open in the country and real entrepreneurship ways started. MSME were really contributors for creation of jobs and fueling economy. The new entrepreneurs were techno-preneur and techno-manager. The Govt. latest initiative ‘Start up India’ & ‘Make in India’ will ensure the country has large number of first degree entrepreneurs.
The academic institutes have their responsibility in creating awareness about entrepreneurship. From idea generation to reality can happen with incubation centers that are established in our academic institute. Students can apply their theoretical knowledge gained in institute for successful ideas that will make them ‘Job Givers rather than Job Seekers’. In the backdrop of above mentioned facts Zeal Education Society takes pride in establishing Entrepreneurship Development Cell
Trigger an entrepreneurial culture and inculcate entrepreneurial values in society at large and influence the mind-set of students towards entrepreneurship.
Spearheading entrepreneurship movement throughout the Zeal Education Society with a belief that entrepreneurs need not necessarily be born, but can be developed through well-conceived and well-directed activities. |
An access control system is a security system that controls who or what has access to a physical or electronic ‘space’. It also manages different levels of access to an environment and identifies those individuals. Most access control systems take a user’s identifier as an input, verify their level of access to an environment and then allow entry based on that assessment.
Business owners are so focused on increasing profits, improving customer service, boosting SEO etc that the security of their premises, their stock and even their staff can sometimes be low on the list of priorities. Access control can protect your property, your employees and help keep your commercial enterprise running smoothly. Access control systems may even prevent compliance breaches of the new GDPR rules that came in to effect in May 2018.
What Are The Different Types of Access Control Systems Available?
1. Standalone Access Control System
This type of system may be used to control access on one or more independent doors in a building. Access is gained by using a numeric code or PIN with a keypad, or by presenting a proximity or magstripe token, depending on which type of reader is fitted. These systems are programmed at each door. If tokens need to be barred or codes changed, this action must be completed at every door on the system.
Typical applications include:
- Small business premises
- Sports clubs
- Storage units
- Any small or medium-sized site requiring access control
Standalone systems are great for smaller sites with a relatively small number of users, token management is simple, and the system can be extended easily as your requirements change.
2. PC Based Access Control System
Referred to as ‘PC based’ or ‘Networked’ access control, these systems may be used to control one or many doors in a building. Access is gained by using a numeric code, a PIN with a keypad, by presenting a proximity or magstripe token or by ‘possession’ with hands-free tokens depending on which type of reader is fitted. PC based access control offers central control, via a network.
This means that commands given at the PC are sent to each of the doors. A token can be barred from all of the doors instantly. Another benefit of this type of system is flexible control, allowing you to grant different permissions for individuals or groups of users. Reports may also be generated to see who went where and when. Many systems allow control of additional buildings via existing LAN/WAN. PC based systems are increasingly being used to control other services within buildings, for example, intruder alarms, fire doors, lifts and lighting.
Typical applications include:
- Small/medium premises
- Large corporate premises
- Multiple-site premises
- Government buildings
- Sports clubs
- Car parks
PC based systems are great for medium to large sites grants the straightforward management of a large number of doors and users. The system can be extended very easily. Advanced features such as event reporting and integration with CCTV and other systems make such a system much more than just a replacement for a bunch of keys.
What Are The Benefits of Having an Access Control System For My Commercial Building?
Convenience and Ease of Use
One of the biggest benefits of access control systems is their convenience and ease of use while maintaining the highest security standards. Prior to electronic systems, if metal keys were stolen or lost, the inconvenience and expense of changing all the locks were considerable. Keys can also be copied, which compromises security. Electronic access control systems offer solutions to these challenges as key fobs or cards can be issued quickly and can be easily barred from the system if lost or stolen. This can be particularly useful for businesses with high staff turnover. Granting access through cards or key fobs and removing access once employees have left, can be simple, quick and inexpensive.
This allows an extreme element of control where users can be allowed in specific areas of the building only at specific times which helps a company to ensure that the right people have access to the right areas of a building at certain times.
As well as controlling when and who can access a specific area, access control records who accesses an area when allowing full visibility if there is a security breach. It may sound a little big brother but with such stringent data regulations, this level of control is necessary especially for companies who deal with sensitive data. It can also help with keeping track of employees coming and going as well as office initiatives, such as flexi-time or hot-desking.
Integration & Management
Access control can help to streamline internal processes by allowing business owners and security to view the premises remotely. Some systems can also offer face recognition and if someone who is not deemed as an employee is within the building outside of certain hours, automatic triggers can be set. Access control works seamlessly with the alarm system and security cameras feeding into a central database allowing some companies to even directly link to the emergency services.
Basically, access control can save a company money by working as part of their wider workforce management monitoring employees and can be used to control systems and improve the data analytics of the workplace. The data it produces can be used in many ways to improve the efficiency of the workplace.
What Are the Different Types of Key Card Readers Available?
There are 3 different types of key cards that can be used to enter Commercial premises:
Proximity Key Cards and Fobs:
- These entry systems use a low-frequency wave for short range access, where you tap the card on a keyless entry system
Long Range Key Cards and Fobs:
- Here a high-frequency radio wave is utilised so that entry can be gained from a distance.
Swipe Cards With A Magnetic Strip Or Microchip:
- These cards have embedded access codes and so requires a swipe reader.
What Is The Future of Access Control Systems?
According to a report from Gartner, a research and consulting company, in 2016 only 5% of companies used smartphone technology to gain access to offices and commercial premises. By 2020 they predict that 20% of companies will stop using physical access cards and instead use smartphones. David Anthony Mahdi, Research Director at Gartner said:
“Today, the increasing availability of mobile and cloud technologies from many physical access control system (PACS) vendors will have major impacts on how these systems can be implemented and managed.”
Mobile apps can use Bluetooth technology to communicate between the smartphone and electronic locks. The user then presents a mobile phone to the relevant lock to gain access to the building. The benefit of smartphone technology is that encryption can be used, thereby preventing cloning. In addition, users can receive new ‘keys’ via their mobile anytime, anywhere.
Access Control & GDPR
In May 2018 new EU Data Regulations came into practice which forced business to rethink their security practices. Up to 60% of companies are unable to establish who can access data that is sensitive. The Ponemon Institute conducted a study that found 62% of employees surveyed had access to company data that they shouldn’t see.
GDPR covers everything from electronic data to paper files. Many companies saw GDPR as only protecting customers’ data especially in the case of online and IT infrastructure and felt they had covered the new data laws by password protecting and setting up authentications in terms of their IT infrastructure. However, if you leave customers’ data laying around in paper form in an office environment, this is still classed as sensitive data and you can still be in breach of GDPR.
If you want to secure your property but aren’t sure that access control is right for you, contact BM Security for a free security review. We will tailor the solution to your needs. Recognised for providing the highest quality advice and workmanship across the security industry, our customers return to us because they recognise that a friendly, professional and cost-effective service is hard to come by. At BM Security you can rely on us to protect your home and business |
Have you recently had an electrical appliance break down on you? If you have, do you know how to dispose of it? You might be lucky to find a recycling bin for electrical goods on your street or in your local supermarket, but these are normally for smaller items such as mobile phones and batteries. So what do you do when you have a larger item such as a television or fridge?
Due to the amount of waste that electrical goods create (around a million tonnes a year in the UK*) and the hazardous substances they can produce, it’s imperative that all electrical goods are disposed of correctly. WEEE (The Waste Electrical and Electronic Equipment Directive) sets collection, recycling and recovery targets for all types of electrical goods across Europe. Items that fall within this directive – and should therefore be correctly disposed of – include:
- Household appliances
- IT and telecoms equipment
- Consumer equipment
- Lighting equipment
- Electrical and electronic tools
- Toys and sports equipment
Some councils offer a bulky waste collection services, however, many have now discontinued this option. One of the quickest and safest ways to dispose of your electrical appliances is to take them to a local recycling plant. You can find your nearest plant by visiting Recycle Now’s recycling centre locator.
Another quick and easy way to dispose of your electrical goods is with 123Recycle for Free, who offer a free pick up and recycle service in and around London. Many retailers will also dispose of your item if you are buying another one, but check with the retailer before you buy.
Alternatively, if your existing appliances are working, but you want to upgrade, then why not donate them to a charity such as the British Heart Foundation?
While they can’t be recycled, you should also dispose of low-energy light bulbs properly. Low-energy light bulbs contain a small amount of mercury, if a bulb is smashed, it is advised to leave the room for at least 15 minutes to allow for any mercury in the air to settle. Once you have done this, wrap the bulb and place it in your domestic waste bin. If you take the bulb to a recycling plant ensure that the bulb is in a sealed bag. |
How can we and how are we using social media tools for social change? That’s the question that the monthly #4Change chats (that take place on Twitter) address, this month focusing on the Climate Change movement. This was a very lively conversation, filled with examples and experiences from people involved in climate change organizations and campaigns leveraging social media in their work. “Social media is all about moving people up the ladder of engagement” (@JeffM2001) and is designed “to inspire (and to have lasting effect)—build fields and bridges, not brands” (@tropology). These points and the full #4Change conversation are applicable to the Climate Change movement, but also to many social impact sectors and the campaigns reaching around the world.
So, what are the biggest lessons for using social media in a global movement?
There were three main lessons or focus areas that emerged in the discussion. These three lessons focus on what is successful, unique or important about using social media for the Climate Change movement (or any social impact area). Note: the @names provide links to the Twitter users who made specific comments, just in case you want to connect and continue the conversation!*
Lesson #1: Voice
“Social media is a storytelling tool, it’s let voices effected by climate change be heard around the world” (@amysampleward). Many social media tools are specifically designed for users to tell stories and voice opinions, others are built as aggregators and distributors of users’ stories. Think about a tool like YouTube, where people can share videos (uploaded and created in various ways from mobile phones to laptop computers to high quality cameras) and then find others who care about similar issues. It is impossible to tell a story about someone else being affected by Climate Change as well as the authentic voice of the person who is living with Climate Change.
“I’m really interested in how people are starting & joining movements - and how they’re growing via people-powered social media!” (@engagejoe)
The power of social media and the authentic storytelling that takes place is in the opportunity for people to inspire other people to take action, which leads to lesson #2.
Lesson #2: Action
@HildyGottlieb asked a great question, “How many ppl think that by “following” a climate change guru, they’re creating change?” Her question spurred some interesting comments that targeting the idea of taking action. Social media is still the tool or the medium, not the change or the action. The challenge, then, is how to use the tools to effect change, “not just talk about change we want to see one day” (@replyforall). The power of social media in this context, “is in networks growing and collaborating, not silo-ing” (@amysampleward) or “connecting/leveraging/magnifying the work of people who’re already aware” (@HildyGottlieb).
Another side of empowering action via social media is to focus on what hooks people in: “Social Media can only inspire ACTION when people EASILY see how their action a) is part of something bigger, b) makes a difference” (@SethHorwitz). “People need choices of action, if they are listening to you they are more than likely interested in your cause / initiative” (@BeverleyPomeroy) so provide opportunities to take action; your supporters are ready! As, @@JeffM2001 explains, “awareness of climate change is already very high, we need to raise awareness about what we can do about it.”
Lesson #3: Local vs Global
The final focus area is on the local vs global impact of social media. With tools that let us connect in real-time to anywhere else in the world, it can be hard for us to streamline, focus, or even tell our stories in ways that makes sense to the audience. It especially poses problems for campaigners looking to collaborate around the world and create meaningful opportunities to take action (someone in Taiwan may have a compelling story about Climate Change, but they may not respond or be empowered by a US legislative petition, for example).
“Real world movement needs to allow 3rd world (biggest victims) to take leadership” (@SethHorwitz.) “The accumulation of climate conscious communities will slowly add to a big pay off. People don’t see ‘big picture’ but relate locally” (@kristianakocis).
The local issue also takes the shape of real people, connecting in person. “Social Media can’t be a replacement for getting one-on-one commitments from people—we need faces in the movement, not Facebook newsfeeds” (@replyforall). Linking in global messages or large-scale campaigns to “to offline events and opportunities across organizations/campaigns” (@amysampleward) can bring local communities into the mix and create more ownership for outcomes.
Examples of Social Media
There were many, many examples cited in the discussion. Please follow the links to learn more as I’ve tried to pull out as many as I could:
- There are many organizations using Twitter to promote actions, including: @350 @1sky @tcktcktck @replyforall @avaaz @PowerShift09 @wiserearth @focusthenation @consequence09
- Collaborative mapping of climate change policy http://bit.ly/1Jol4U
- http://climatelab.org is a climate change wiki
- CoP15 Global Observatory worth a look http://globalobservatory.net
- Kinda technical, but for any nerds the drupal.org profile of TckTckTck is worth a look http://drupal.org/node/585950
- #Dreamact -ers have expanded the role of SM, not just to stay connected, but informing supporters on how to use SM themselves
- 1 way social media inspires action is by making it really easy, e.g. http://consequence09.org/call
- Pinc is using http://bit.ly/18nurm 2 inspire & inform, evoke w/ built in actions other platforms do similar w/ their applications
- Climate Ntwks, @1sky @powershift09 @focusthenation & @consequence09 each have own branded window into same 435 groups
*For transparency: I am @amysampleward in the above chat.
Amy Sample Ward’s passion for nonprofit technology has lead her to involvement with NTEN, NetSquared, and a host of other organizations. She shares many of her thoughts on nonprofit technology news and evolutions on her blog. |
A monopolistically competitive market structure used to be the normal condition for the potato chip industry in the Northwest section of the United States. In 2008, the firms competing against each other were purchased by a group of investors that merged the firms together to create a monopoly. The company created as a monopoly came from a market that was in a long-run competitive equilibrium with a goal of operating in a state of long-run competitive equilibrium as a monopoly. The company will gain the most benefit from making the change to operating as a monopoly but the change will only benefit a small portion of the stakeholder’s of the company.
A monopolistically competitive industry is identified by easy entry into the market and therefore many firms are the norm (Case, Fair, & Oster, 2009, p. 303). In the monopolistically competitive industry each firm does not create the exact same product or offer the exact service but each firm creates a different version of the same product. Because each product is different each firm can choose to set a different price based on its individual product.
A pure monopoly is identified by a single firm that controls a unique product and because of technological or other barriers has no competition. The monopoly produces under what capacity would be produced in a competitive market at a price higher than what would be the case in a competitive market. The basic difference between monopoly and “perfect competition in its analysis of the behaviour of the firm in one_respect only: the monopolist’s demand curve slopes downward. So also does that of the monopolistically competitive firm, and in long-run equilibrium it is just a special case of monopoly where zero profits are being made. If this analysis does add anything to our understanding of firms’ behaviour it must be because it tells us something about the interactions between firms in an industry, for it tells us nothing new about the individual firm” (Maurya, 2008, p. 178).
Given that the new potato chip company is now run as a monopoly, the stakeholders involved, such as the government, businesses, and consumers will be affected in different ways. Government will be affected because the new potato chip monopoly will produce less than competing firms and raise potato chip prices which will leave less income for investment and other spending. Businesses that do business with the new company will have a huge benefit because of the volume of business however many suppliers will lose out on dealing with the individual potato chip producers. Consumers will be adversely affected by the new monopoly since production will decrease and prices will increase.
The reason that the price will increase under a monopoly is that there is a direct correlation between production and profit in a monopoly. The price of potato chips and the amount of labor will be linked to production since “Any direct increase in profit due to an extra unit of input must be counterbalanced by an indirect decrease via the impact of that extra unit on the concurrent price system. In our set-up, the extent of monopoly power is driven by the current profit, the marginal product of labor and the (positive) quantity A, which captures the consumer’s attitude toward risk over consumption” (Basak & Pavlova, 2004, p. 503)
The best structure for the new potato chip company is to be a monopoly. The monopoly is best for the company because there is no competition and “In a world of perfect competition, there are gains from trade because a country can import things that would otherwise be produced at home at a higher cost. The gains from trade under monopolistic competition need not be from comparative advantage, but rather from achieving greater variety and/or lower costs for those differentiated goods. With differentiated products and free entry, the larger market from international trade allows each country to exploit economies of scale for some selected products but at the same time give consumers even greater variety from other countries” (Roy, 2009)
Figure 1. Comparison graph of monopolistically competitive industry and monopoly (Case, Fair, & Oster, 2009, p. 269)
Figure 1 shows why the new potato chip company will produce less chips and charge a higher price than if the firms remained competitive. The cost curves, marginal revenue curve and demand curve show that the intersection of the competitive supply curve and the market demand curve are controlled by the market in a competitive market. The new potato chip company operating as a monopoly can set any price and quantity combination along the demand curve (Case, Fair, & Oster, 2009, p. 269)
A monopolistically competitive market structure is the normal market in the United States. Monopolistically competitive markets are identified by many firms making similar products. When a market is combined into a monopoly the stakeholders of the company typically do not benefit. When the monopoly is formed the main benefactor of the monopoly is the firm itself. Consumers do not benefit from a monopoly because production is less and prices are higher. The company will gain the most benefit from making the change to operating as a monopoly but the change will only benefit a small portion of the stakeholder’s of the company.
Basak, S., & Pavlova, A. (2004). Monopoly power and the firm’s valuation: A dynamic analysis of short versus long-term policies. Economic Theory.
Case, K., Fair, R., & Oster, S. M. (2009). Principles of microeconomics. Upper Saddle River, NJ: Prentice Hall.
Maurya, M. (2008). Modern microeconomics: Theory and application. Delhi, IND: Mangalam Publishers.
Roy, J. R. (2009). Monopolistic competition. Princeton, Princeton: Princeton University Press. |
The fifth mystery mission of the U.S. Air Force’s X-37B space plane is now underway.
A SpaceX Falcon 9 rocket carrying the robotic X-37B lifted off today (Sept. 7) at 10 a.m. EDT (1400 GMT) from historic Launch Complex 39A at NASA’s Kennedy Space Center (KSC) in Florida.
About 2.5 minutes into the flight, the Falcon 9’s two stages separated. While the second stage continued hauling the X-37B to orbit, the first stage maneuvered its way back to Earth, eventually pulling off a vertical touchdown at Landing Zone 1, a SpaceX facility at Cape Canaveral Air Force Station, which is next door to KSC. [The X-37B Space Plane: 6 Surprising Facts]
“Everything proceeded nominally,” SpaceX materials engineer Michael Hammersley said just after the launch during live commentary. “Smooth first stage ascent, smooth second stage separation and start, and then that beautiful landing that you just saw.”
The company has now aced 16 such booster landings during orbital liftoffs — seven at Landing Zone 1 and nine on robotic “drone ships” at sea — including a string of 12 in a row. (This streak does not take into account the explosion of a Falcon 9 during a pre-launch test on Sept. 1, 2016; the last failed landing attempt came in June 2016.) These touchdowns are part of SpaceX’s effort to develop rapidly reusable spaceflight systems, which company founder and CEO Elon Musk has said could slash the cost of space exploration and utilization.
But the landing was a secondary objective. The main goal today was getting the reusable X-37B — also known as the Orbital Test Vehicle (OTV) — into orbit.
The Air Force is known to possess two X-37Bs, both of which were built by Boeing. The uncrewed vehicles look like NASA’s now-retired space shuttle orbiters, but are much smaller; each X-37B is 29 feet (8.8 meters) long and 9.6 feet (2.9 m) tall, with a payload bay the size of a pickup truck bed. For comparison, the space shuttles were 122 feet (37 m) long, with 78-foot (24 m) wingspans.
Like the space shuttle, the X-37B launches vertically and comes to back to Earth horizontally, in a runway landing.
Together, the two X-37Bs have completed four space missions, each of which has set a new duration standard for the program. OTV-1 lifted off in April 2010 and logged 224 days in orbit; OTV-2 launched in March 2011 and spent 468 days in space. OTV-3 circled Earth for nearly 675 days, from December 2012 to October 2014, and OTV-4 spent 718 days in space, launching on May 20, 2015, and landing on May 7, 2017.
Exactly what the X-37B did during those four missions, or what it will do during the newly launched OTV-5, is a mystery; most X-37B payloads and activities are classified. This secrecy has spawned some speculation that the vehicle may be a space weapon of some sort. But the Air Force has vigorously denied this idea, stressing that the space plane is just testing technologies for future spacecraft and hauling experiments to orbit.
One such OTV-5 experiment that has been divulged is the Air Force Research Laboratory Advanced Structurally Embedded Thermal Spreader payload, which will “test experimental electronics and oscillating heat pipe technologies in the long-duration space environment,” according to an Air Force statement.
OTV-5 is the first X-37B mission to use a SpaceX rocket. On all four previous flights, the X-37Bs rode atop United Launch Alliance Atlas V launchers. [How the X-37B Military Space Plane Works (Infographic) ]
The space plane will also operate in a higher-inclination orbit on the OTV-5 mission than it has during any other mission, Air Force officials said.
“The many firsts on this mission make the upcoming OTV launch a milestone for the program,” Randy Walden, director of the Air Force Rapid Capabilities Office, said in the same statement, which was issued last week. “It is our goal to continue advancing the X-37B OTV so it can more fully support the growing space community.”
Today’s launch was SpaceX’s second U.S. national-security mission. The first came this past May, when a Falcon 9 lofted a classified spy satellite for the National Reconnaissance Office. |
Can you identify and avoid cavitation? Cavitation is the formation and collapse of gaseous cavities in a liquid which causes severe wear or eroding of the metal wear surfaces in the pump.
The most obvious sign of cavitation is a hammering noise. The noise can be either consistent or intermittent depending upon the degree of cavitation and damage to the pump. Vibration of the pump and system will also be noticeable as the pump is starved of fluid. Eventually flow and pressure will decrease.
Check your system for these conditions which may contribute to, or directly cause, cavitation:
Inadequate inlet line size
Insufficient inlet flow or excessive suction
Excessive inlet line length
Rigid inlet plumbing
Too many elbows and/or fittings
Excessive temperature build-up or pumped fluid
Air leak in inlet plumbing
Agitation in supply reservoir
Inadequate increase of inlet flow for fluids of greater specific gravity
Inadequate increase of inlet flow for higher temperature fluids
Clogged inlet filters.
It is important to carefully check your system during assembly and operation to avoid the serious damage that can be caused by cavitation. |
Organization structures have been continuously evolving, trying to find the best and the most efficient ways to organize workers and functions of a business into a manner that is easy on the eye. Long gone are the days when organizations divided work into divisions, where the division of labor metaphor was a key player. Division of labor, while appealing to the economic minded people out there, has long since evolved and corporations have moved on to more creative and effective forms of management. And then along came the matrix
The organization structure that was predominantly in place since the turn of the 19th century was the functional organization, or as they are sometimes called, unitary or U-form organizational structure. This organizational form might sound familiar to some of you, as they are still around and quite common in small scale operations. This organization structure is characterized by departments and sections, each tasked with doing their own work. Each of these groups work independent of each other, in their own little happy place, unaware of the workings of the organizations other organs. Business functions such as operations and projects are broken down to bits and pieces and the task of any individual is to follow the orders from the department head and get things done as they are told. The big picture, is often lost, unknown or simply irrelevant to staff working in the functional organization. There are of course many advantages. All the advantages of division of labor still applies here, the organization structure is super efficient at getting things done, while keeping the costs down.
However, by the mid 20th century, things needed to change. Functional organizations were seen to be too restrictive, lateral communication were non existent, only happening at the senior level and the dependency on the senior management as authoritative heads who hold the big picture was diminutive on the smaller guys. Enter the projectized organization, the divisional or the M-form structure. Things are not too different from the functional structure, aside from the main big difference. The walls still exist in this structure between departments, but instead of each department specializing in a particular skill set, this structure has departments filled with people with all the skill sets required for delivering a business function. Need a project done? A division exists to handle everything related to the project. Need a product? Another division with another set of employees are setup and broken down as the product is initiated and finally delivered. This organization structure is extremely effective and efficient. It, however, is not economical. Staff and resources are never shared and even if the staff does get an immediate short term idea of the big picture, the long term strategic goals are not a big deal for the workers because a) they only do the function they are tasked with and b) they are most likely on the job hunt again once the project finishes.
The shortcomings of the functional organization and the projectized organization gave way to a different breed that kicked off during the space race between USA and USSR. The race was on, the stakes were high and both countries were putting in a lot of resources to conquer the next frontier. Born out of necessity, the matrix organization (or the MX-form) structure is a mix of functional and projectized organization structure. Divisions exists as they do in the traditional functional organizations but what NASA did was to form teams that lie horizontally or the normally vertical hierarchy. So staff now had two bosses, the department head and the project head. This form was quickly adopted by large organizations, particularly multinational organizations, where staff usually answered departmental or the product manager and a geographical manager as well. The matrix fixed all the faults in the stars of the organization structure universe; it was effective, efficient and economical.
However, things haven’t been quite as perky as they should have been. The matrix organization structure had seen many success stories and failures as well. Organizations seems to be picking it up and letting it go to later change their minds about it, over and over. The big innovation to the management world in the last 30 years has had its flaws and a critical eye is needed to see the problem. The matrix organization structure breaks a grand rule of management, unity of authority to gain its advantages and because its broken, the structure suffers greatly. Having two bosses is exactly as daunting as it sounds (because sometimes having one is one too many). The organization structure has been plagued with inter organizational conflicts and stress among over worked employees. The grand success of the structure has not been without its negative aspects.
So what gives? Why do some matrices succeed while other matrices (like Matrix 2 and 3) fail? It’s because of organizational change and the most unpredictable aspect of this change, which is the people aspect.Matrix structures usually are adopted once organizations have reached its adolescence and asking an adolescent to move out of his/her comfort zone is usually met with natural resistance to change or give anything else a try. Managers walk in, ready to give instructions to his/her workers, knowing full well that he/she should probably talk to the other manager first… but still don’t. Why? Because that’s how things used to be before. He/she is still in authority and as far as the other matrix counterpart is concerned, that’s just an abomination he/she has to deal with now. These kinds of scenarios have lead to unnatural amount of conflicts in the matrix structure. Conflicts that are not advantageous, by the way. Conflicts that are more personal in nature. A great amount of research has been conducted to work out why some matrix works and a whole load of them points to the training given to staff (including managers) about the organizational change taking place when moving into a matrix. Organizations just need to put in a little forethought into the emotions of their workers to make things work like a charm. |
By Chuck Violand
Two hundred and forty-two years ago, 56 men pledged their lives, fortunes, and sacred honor to a cause they deeply believed in when signing their names to the Declaration of Independence. In doing so, they also signed away the futures they had been planning.
They knew their lives would never be the same following the conflict that accompanied the Declaration, regardless of the outcome. And they were right. Two of the signers, John Adams and Thomas Jefferson, would become presidents of the new nation won in the conflict.
Four were captured by the British and tortured until death. Nine fought and died in the Revolutionary War. Several others had their homes looted and their properties confiscated and destroyed. Seventeen lost everything they owned. Life definitely changed for them afterward.
Yet, these men signed the Declaration with their eyes wide open, bracing themselves for a future they couldn’t predict and couldn’t have ever imagined. They knew that if their lives didn’t change, the revolution would not succeed, and the union it created would not endure.
While most business startups don’t involve life-or-death stakes or having to choose between liberty or bondage, I continue to marvel at the number of business owners who think they can grow significant businesses without having to change some of the behaviors and habits they brought with them when they launched their companies.
The men who signed the Declaration of Independence certainly knew their lives would change after penning their names to the document, but I’m not convinced they were fully aware of just how different their lives would be. Rather than being subjects of a king and having to follow the laws of a distant ruler, they would rule themselves with the consent of a diverse population.
This sounds a lot like an early lesson learned by most entrepreneurs when leaving an employer to start our own business. Rather than just having to satisfy the quirky demands of one boss, we quickly realize our newfound freedom means we need to satisfy the quirky demands of lots of bosses — including customers, suppliers, and, eventually, employees.
To be successful in a new business venture, we have to think beyond our own needs, and we frequently have to learn to change beyond our previous habits and behaviors.
When businesses are small we’re responsible primarily for ourselves. We are our own king, and if we don’t produce, we don’t eat. The effects are mainly limited to ourselves. As our companies grow, we become responsible for the lives and families of the people we employ. To consistently support them, we may have to learn to change some of our behaviors. The basics, like showing up, following up, and following through, are just the beginning.
Choosing to run a business has a lot to do with choosing to govern ourselves. Along with the freedoms come corresponding responsibilities and the need to change. Recognizing the changes that will be required of us before signing our “John Hancock” will give us a lot more to celebrate every day — not just this one.
Chuck Violand is the founder and principal of Violand Management Associates (VMA), a highly-respected consulting company in the restoration and cleaning industries. Through VMA, he works with business owners and companies to develop their people and their profits. Violand is the past president of the RIA. To reach him, visit http://www.violand.com or call 800-360-3513. |
Shale gas is natural gas stored in rocks that are rich in organic material such as dark colored shale. Gas shales are often both the source rocks and the reservoir for the natural gas, which is stored in three ways:
- Adsorbed onto insoluble organic matter,kerogen that forms a molecular or atomic film
- Trapped in the pore spaces of the fine grained sediments interbedded with shale much like conventional reservoirs
Confined in fractures within the shale itself
Organic-rich shales, which traditionally have been viewed as source and cap rocks for hydrocarbon reservoirs, are also now viewed as reservoir rocks. Unlike a conventional oil and gas reservoir, in which the trapping mechanism limits the extent of an accumulation, shales can be a continuous layer of hydrocarbon bearing rock, often spread over a wide area. The shale gas success in the US has not only demonstrated the commercialization of shale gas, but has also laid the groundwork to fast-tracking its development in Canada. Shale gas development is emerging in Northeast BC and is now emerging in the St. Lawrence Lowlands of Québec.
Shale Gas Drilling
Although shale gas has been a known resource for a long period of time, production from these formations had only been marginally economic until relatively recent developments in horizontal drilling and completion techniques utilizing hydraulic fracturing.
Innovative horizontal drilling techniques have been key to developing unconventional reservoirs. Compared to vertical wells, horizontal drilling significantly increases the well bore exposure to the hydrocarbon-bearing formation. Not only are initial production rates higher, but more wells can be drilled from a single drilling pad, hence reducing drilling costs and surface impact. However, even with the increasing surface contact within the shale rock and fractures, horizontal wells do not necessarily yield commercial rates of production given the relative narrowness of natural fractures in shale.
Water-based hydraulic fracturing has been a key completion process to enhance production and economic returns. The process consists of pumping large volumes of fresh or slick water at high pressures into the formation. Slick water is a mixture of fresh water and light sand as a proppant. The proppant prevents newly formed fractures from closing. Low-permeability shale’s crack open, thereby creating higher-permeability channels through which gas can flow. The fractures nearest the well bore may be as large as .30 cm to .65 cm wide. Water based ‘fracs’ have proven to be compatible with low-permeability shale’s and typically cost less than gel-based fracs, while delivering comparable production rates and long-sustaining fractures.
Learn About Horizontal Drilling
Drilling and production of shale gas is very similar to that of conventional natural gas reservoirs; however, due to a lack of permeability, shale gas almost always require fracture stimulation and often require higher well densities for a given area.
One approach that is being widely applied in the development of shale gas is the Packers Plus StackFractm technology.
This unique technology facilitates multistage fracturing along the full extent of the horizontal wellbore. By employing isolated packers (tire-shaped rubber seals) that separate the wellbore into multiple segments or zones, each zone is fracture stimulated separately.
The process improves concentration and containment of a frac within the formation. Compared to a standard completion process where a repeated process of perforation and stimulation has to be run to achieve optimal fracs across the entire wellbore, the StackFractm process is less costly and provides equal or better rates of production relative to standard completion methods.
A StackFractm operation begins with the insertion of a steel liner into the horizontal well. The stimulation begins at the toe of the horizontal wellbore and stage fracs are shifted upward along the liner length.
The Utica Shale is a member of the Ordovician Trenton Group. This highly organic black shale is the source rock for oil and gas accumulation in the region. The Utica Shale was deposited on top of the Trenton Black River over steeply dipping faults which were created during the formation of the St. Lawrence rift valley. The Utica Shale was deposited extensively within the Appalachian Basin. After deposition, the Appalachian Mountain front encroached in a wide SW-NE arc that now forms the SE limit of the St. Lawrence Lowlands
The St. Lawrence Lowlands area is a relatively flat plain dotted with farms and towns along the St. Lawrence River between Québec City and Montréal. The large scale topographic features are the result of sub-aerial weathering and erosion by rivers of the nearly flat-lying Palaeozoic sedimentary rocks in the lowland, which includes sandstone, carbonates and shales.
The Utica shales are predominant throughout the area. The shales can be as thick as 200 meters in some areas and reach a maximum depth of 2800 meters. The Utica shale formation boundary to the north parallels the St. Lawrence River where the shales outcrop. To the south and southeast the shales become discontinuous with the Appalachian Mountains. |
Webster’s dictionary defines tribalism as: “loyalty to a tribe or other social group especially when combined with strong negative feelings for people outside the group.” Tribalism can be cultural, departmental, faith-based, political, and so on. Birds of a feather may flock together, but this doesn’t work when collaboration is needed.
Cultural tribalism reflects a strong ethnic identity that possesses traditions, language and customs. This can lead people to exclude those outside their same culture. For the outgroup in the workplace, this can lead to a hostility, high turnover, and lower productivity. The BBC NEWS published an article Tribalism ‘rampant’ in Kenyan workplace which states “If you do not have somebody in a position who is from your tribe, you will not get into particular organizations.” Cultural tribalism is destructive and among the hardest problems to solve, for a wide variety of reasons.
Departmental tribalism is a little different, however there are common traits of conformity. In business colleagues from various departments, like marketing, production, front office or back office, need to work collectively. However, when everyone has their own objectives, it creates competition for resources, and sometimes even competition for praise. Departmental tribalism can take a life of its own; this detracts from the strategic objectives of the organization.
Early warning signs of Tribalism:
- Lack of collaboration. When friction appears between different teams of departments a proverbial line in the sand has been drawn. Sometimes teams will neither listen nor speak to one another because the disdain has become so strong between the groups. As an example, I once worked in a dental office where the front office was responsible for the scheduling. They consistently overbooked patients, leaving the back office team under tremendous pressure to calm the patients down, and still perform the necessary dental treatments. The back office team repeatedly voiced their concerns, but to no avail. Then came the rebellion; the back-office team stopped rushing, leaving the patients to stew in the front lobby where the front office team would have to deal with the disgruntled patients. The two were no longer on speaking terms. It became a team vs. that team mentality.
- The blame game. Do your teams blame each other without communication amongst themselves? Corporate Psychologist Robert Kovach did a case study on tribalism and stated that teams who blame each other, unjustly criticizing or continually throwing rocks at each other present a clear sign of tribalism. Again, I will point to the dental office example.
- Cultural Tribalism. Ethnicity, culture, values; there is something to be said for each of these, yet at their most extreme scenarios they can damage a team. A predominant group will have identifiers that exclude others, resulting in cultural tribalism. I worked with an assisted living facility that was experiencing tribalism, to the point that care for the residents was being compromised. Group ‘X’ was smaller then group ‘Y;’ however group ‘X’ was very culturally dominant and pushed down group ‘Y,’ which was very submissive. This was apparent when each group would ask for assistance; each group would most often call on their own group members for help. We found evidence of tribalism at lunch and holiday functions when each group sat on opposite sides of the halls.
How can we reduce tribalism?
- Neutral locations for collaboration. Neutral locations for a meeting allow for a more collaborative environment. Members from the same group should not sit next to one another. Why is this important? Look no further than a White House meetings between Democrats and Republicans whereby all Democrats are on one side of the table and Republicans are on the other; its as if two walls are confronting one another with each holding a position and appearing unified. This is very adversarial.
- Frequently express common goals. Express common goals to teams and individuals. We can develop these ideals through training and team building. Team building does not just mean a singular team but interdepartmental teams that rely on each other to complete tasks. I remember a time when I worked for company that held softball tournaments. The teams always consisted of staff vs. management; looking back, having staff compete against management was probably not a great idea. It was great for morale, however, it may not have been great for reducing tribalism (us vs. them). A better way would be to mix the two groups creating WE. The same goes for meetings, mix it up.
- Teamwork/ Balance. Teams need to balance differences, fighting to advance your power can provoke an equal response. What is best to remember is cohesion; communal identity within a team creates a cooperation, sharing and respect. It is utopian to believe there will not be any forms of conflict, however implementing balance could bring about “good” conflict.
Realistically, whether real or perceived, tribalism can and will divide teams. It will render them ineffective. Hire people who are willing to listen to new ideas, discuss common goals, who have a willingness to evolve, and have the capacity to express themselves positively. A good team develops mutual trust and shares in success and failures, alway striving to improve. Above all else, be an effective listener, you will be amazed at what you can learn when you stop talking.
As always, I look forward to hearing your comments and opinions. |
Values often collide when members of different generations work together. In today’s complex mix of generations, Traditionalists are found working with Boomers and Boomers working with Generation Xers. Trends toward later retirement means that Traditionalists are still working and Generation Xers are quickly moving into positions of power and influence where they are supervising and leading members of older generations.
Each generation has different work values, different perceptions of authority, and different views about what is important in life in general. This is often referred to as the generation gap.
Understanding the generation gap can make the workplace more productive.
Inter-generational training can help managers understand what makes their younger and older employees tick. Here are some tips to help managers manage the generation gap. These tips can help managers communicate with and motivate employees of a different generation than their own.
Today, the typical workplace population includes several generations. First, let’s look at the delineation of generations (which can vary slightly according to which resource you are getting it from), and some of their common characteristics:
- Traditionalists – Born prior to 1947
- Baby Boomers – Born 1947-1965
- Generation Xers – Born 1966 -1977
- Generation Y or Millenials – Born after 1977
About 90-95% of traditionalists have retired from the workforce, and they can be also referred to as the ‘silent generation’. They are commonly characterized as:
Hardworking: Raised by turn-of-the-century farmers, Traditionalists brought a strong work ethic into the factories of industrialized society. Traditionalists grew up during lean times and consider work a privilege. This generation believes you earn your own way through hard work. Traditionalists are willing put in long, grueling hours to get ahead in their careers.
Loyal: Traditionalists are civic-minded and loyal to their country and employer. Many Traditionalists worked for the same employer their entire life and are less likely (than younger generations) to change jobs to advance their careers.
Submissive: Raised in a paternalistic environment, Traditionalists were taught to respect authority. Traditionalists are good team players and generally don’t ruffle any feathers or initiate conflict in the workplace.
Tech-Challenged: As a whole, they are less technologically adept than the younger generations. Traditionalists may struggle to learn new technology and work processes.
Traditional: Traditionalists value traditional morals, safety and security as well as conformity, commitment and consistency. They prefer brick-and-mortar educational institutions and traditional lecture formats to online, web-based education. In the workplace, they favor conventional business models and a top-down chain of command.
2. Baby Boomers:
Predominately in their 40’s and 50’s, they are well-established in their careers and hold positions of power and authority. Here are some common Baby Boomer characteristics:
Work-Centric: Baby Boomers are extremely hardworking and motivated by position, perks and prestige. Baby Boomers relish long work weeks and define themselves by their professional accomplishments. Since they sacrificed a great deal to get where they are in their career, this workaholic generation believes that Generation X and Millenials should pay their dues and conform to a culture of overwork. Baby Boomers may criticize younger generations for a lack of work ethic and commitment to the workplace. This can be a point of contention in the workplace, and proper training of management and workplace values that support both generations can significantly reduce workplace conflict.
Independent: Baby Boomers are confident, independent and self-reliant. This generation grew up in an era of reform and believe they can change the world. They questioned established authority systems and challenged the status quo.
Goal-Oriented: With increased educational and financial opportunities than previous generations, Baby Boomers are achievement-oriented, dedicated and career-focused. They welcome exciting, challenging projects and strive to make a difference.
Competitive: Since Baby Boomers equate work and position with self-worth, they are quite competitive in the workplace. They are clever, resourceful and strive to win. Boomers believe in hierarchal structure and rankism and may have a hard time adjusting to workplace flexibility trends.
3. Generation X :
Generation X marks the period of birth decline after the baby boom and is significantly smaller than previous and succeeding generations. Members of Generation X are largely in their 30’s and early 40’s.
Individualistic: Generation X came of age in an era of two-income families, rising divorce rates and a faltering economy. Women were joining the workforce in large numbers, spawning an age of “latch-key” children. As a result, Generation X is independent, resourceful and self-sufficient. In the workplace, Generation X values freedom and responsibility, and may display disdain for authority and structured work hours.
Technologically Adept: The Generation X mentality reflects a shift from a manufacturing economy to a service economy. The first generation to grow up with computers, technology is woven into their lives.
Flexible: Many Gen Xers lived through tough economic times in the 1980s and saw their workaholic parents lose hard-earned positions. Thus, Generation X is less committed to one employer and more willing to change jobs to get ahead than previous generations. They adapt well to change and are tolerant of alternative lifestyles. Generation X is ambitious and eager to learn new skills but want to accomplish things on their own terms.
Value Work/Life Balance: Members of Generation X work to live rather than live to work. They appreciate fun in the workplace and espouse a work hard/play hard mentality. Generation X managers often incorporate humor and games into work activities.
Generation Y/ Millenials:
Born in the mid-1980’s and later, Generation Y professionals are in their 20s and are just entering the workforce. With numbers estimated as high as 70 million, Generation Y (also known as the Millennials) is the fastest growing segment of today’s workforce. Some common traits of Millenials include:
Tech-Savvy: Generation Y grew up with technology and rely on it to perform their jobs better. They are plugged in and social, which can be both a blessing and a curse for the workplace (depending on what policies, processes, and workplace culture you have surrounding technology use).
Family-Centric: The fast-track has lost much of its appeal for Generation Y who is willing to trade high pay for fewer hours, flexible schedules and a better work/life balance, and prioritize family over work.
Achievement-Oriented: Generation Y is confident, ambitious and achievement-oriented. They have high expectations of their employers, seek out new challenges and are not afraid to question authority. Generation Y wants meaningful work and a solid learning curve.
Team-Oriented: As children, Generation Y participated in team sports, play groups and other group activities. They value teamwork and seek the input and affirmation of others. Part of a no-person-left-behind generation, Generation Y is loyal, committed and wants to be included and involved.
Attention-Craving: Generation Y craves attention in the forms of feedback and guidance. They appreciate being kept in the loop and seek frequent praise and reassurance. Generation Y may benefit greatly from mentors who can help guide and develop their young careers.
So, how do you manage this clash in values?
- What total rewards systems do you have in place? Financial compensation is only one aspect of a rewards package.
- Do you allow benefits such as telework/job sharing? If no, what else could be offered in its place?
- Do you have any mentoring/inter-generational cross training programs?
- Do you have compassionate care leave policy? According to Canadian Hospice Palliative Care Association (CHPCA) executive director Sharon Baxter, “with the exponentially aging baby boomer population, compassionate care benefits are quickly becoming an essential aspect of organizational policy. Employees need the reassurance that they will be secure should they need to take a temporary leave to care for and support a gravely ill family member.”
- What accommodation strategies do you have in place for older workers?
- When was the last time these systems were analysed/evaluated?
- Are employees aware of all the company benefits that exist? Would some training refreshers benefit long-term employees and bring newer employees up to speed?
Now that you have done this evaluation, ensure that inter-generational workers can understand the others’ perspectives as well.
- What communication systems are in place for this to occur?
- Are there any team building exercises or training that would leverage each workers’ skills, to allow for mutual respect and understanding? |
The Copper Bug Uranium Mine
In the early 1890’s, Henry Smith was mining copper at what he called the “The Copper Bug”. Later it was known as the Prairie Divide Uranium Mine. Uranium was mined here for several years during the 1950’s. The uranium was, apparently, a low grade ore and not profitable to mine. Thorwald Sackett, Dr. V.E. Cram, James Andrews and other operated the mine as treatment for arthritis after mining was discontinued. People would go to the bottom of the mine shaft on the elevator and sit around and visit with each other while absorbing rays from the uranium deposits. This was supposed to relieve arthritic pain. It is believed the treatments were continued until about 1963. The mine destroyed by the forest service in early 2000. |
When I look up the definition for "bolt hole" on Google or in most dictionaries, I am surprised to find that the definition does not include something similar to "a hole for bolts".
The current given definition is fine (it makes sense that the hole which an animal hides in when it "bolts" from danger would be called a "bolthole"), but I don't understand why there is no mention of mechanical bolts in the definition at all. Clearly, there are at least two definitions for the word "bolt". When I Google the definition for that, the first one is "a threaded pin that screws into a nut and is used to fasten things together." The secondary definition is "move or run away suddenly." The definition of "bolthole" seems to use the secondary definition of "bolt" and eliminate all other uses as options.
Am I missing something here? How would one go about referring to holes for bolts if not by saying "bolt holes"?
I should note that as a mechanical engineer, I use "bolt" to refer to the mechanical part far more often than the action of running away suddenly. Therefore, the use of the "bolthole" described above was quite surprising to me. |
New limits on sulfur emissions
Emissions from international shipping activities may have serious consequences for human beings and the natural environment. It is estimated that air pollution from marine activities alone accounts for up to 50,000 premature deaths every year in Europe.
For the last 60 years, IMO has been working on reducing the harmful emissions from shipping. In 1997 the MARPOL Convention was adopted to deal with air pollution. By January 2020, the emission control will be even stricter, when IMO starts enforcing a global limit for sulfur in fuel oil used for marine applications of 0.50% m/m (mass by mass). This will significantly reduce the amount of sulfur oxide emitted from ships to the benefit of people living close to ports and costs.
How to comply with the new regulation
To comply with the new requirements, the shipbuilding industry has several options:
- Use more expensive low sulfur fuels
- Install exhaust gas scrubber to wash out particles and sulfur
- Install engines running on natural gas
The relatively low price on fuel oil makes it attractive to install an exhaust gas scrubber, and for many shipbuilders, a hybrid scrubber system is likely to be the preferred solution to remove SOx due to its ability to switch between open or closed loop operations depending on the emission requirements at the specific location of the vessel.
When running in closed loop mode, the recirculated scrubber water accumulates particles and sulfur that must be removed. The particles are separated in a hydro cyclone, whereas the sulfur is neutralized by adding an alkaline such as sodium hydroxide via a dosing system.
When to use stainless steel to protect the system
Corrosion by caustic sodium hydroxide at all concentrations is easily handled at room temperature with a variety of metals and alloys, including carbon steels. However, sodium hydroxide becomes more corrosive with increasing temperature and concentration.
The useful safe limit of carbon steel is approximately 65°C for caustic stress corrosion cracking (CSCC) and corrosion. The recirculated scrubber water can, however, easily reach temperatures above 65°C, and therefore a safer choice would be to use stainless steel.
Selective Catalytic Reduction systems for NOx may also require stainless solutions
Apart from SOx, nitrous oxides (NOx) are also subject to the IMO Tier III requirements. This means that it is mandatory to install or retrofit equipment/systems to reduce the NOx level to be in compliance with Tier III standards.
The emission of nitrous oxides can either be reduced by Exhaust Gas Recirculation or by Selective Catalytic Reduction (SCR), where Urea or Ammonia is sprayed into the exhaust gas before the gas passes through a catalyst. Due to the corrosive nature of ammonia and urea, all components of the dosing system should be either coated or made of stainless steel.
New regulation for exhaust gas
By January 2020, new limits on sulfur content in fuel oil come into force. This article explores the challenge of sulfur emissions and potential solutions to comply with the new regulation.
EV212B Solenoid valves with FKM isolating diaphragm 2/2-way direct-operated
The compact 2/2-way solenoid valve EV212B with an isolating diaphragm design ensures no fluid can enter the armature area meaning the valve can be used for aggressive fluids, fluids with impurities or fluids with the risk of limestone build up. |
Ethiopia is venturing into large-scale wind power generation for the first time as it embarks on an ambitious plan to increase its electrical capacity four-fold by 2015 to meet rising domestic demand and gain export revenues.
While hydroelectric power will remain a predominant energy source, the country is looking to diversify its production of renewable power. Hydro power is vulnerable to the effects of climatic change, and non-renewable fuels such as gasoline and charcoal are polluting and expensive.
The government hopes that its plan will enable it to generate surplus power for export to neighbouring countries.
Wind power has been pursued primarily in Asia, the West and to some extent North Africa. Ethiopia’s first steps into this technology call for seven projects as part of the government’s Growth and Transformation Plan.
The first is the 120 megawatt (MW) Ashegoda Wind Farm Project, about 760 km (475 miles) north of the capital, Addis Ababa, in Tigray Regional State. It is set to be commissioned in late 2012 or early 2013 after almost four years of work.
The farm will consist of 54 wind turbines with a capacity of 1.67 MW each, and 30 with a capacity of 1 MW. Construction is being undertaken by the French company Vergnet SA at cost of nearly $300 million, with the loan guaranteed by French financial firms.
A further project is the 51 MW Adama I wind farm, located about 95 km (59 miles) southeast of the capital, and the only wind power scheme in the Rift Valley.
The $117 million Adama project is financed through a loan from the Export-Import Bank of China and being undertaken by the Chinese companies CGCOC Joint Venture and Hydro China. The wind farm was slated to be commissioned by June 2012 but is now reportedly due to be finished this month.
Hydro power currently makes up about 90 percent of Ethiopia’s total power supply. Officials at the state-owned power utility Ethiopian Electric Power Corporation (EEPCo) acknowledge that electricity generated by wind is more expensive, although the cost of hydro power varies depending on factors such as the water flow in rivers, they said.
Coping with the Lack of Rainfall
Nevertheless, officials point out that wind power can complement the hydro supply and serve as a guarantor against power shortages as the demand for electricity rises.
The technologies may be particularly complementary as power production from reservoirs and dams diminishes once the rainy season is over, but winds begin to pick up at the same time, they said.
“The wind power project is cheaper and takes little space to install compared to the (gasoline fuelled) generators that the country uses in times of power shortages,” said Gossaye Mengiste, director of energy studies and development follow-up at the Ministry of Water and Energy (MoWE), which oversees the Ethiopian Electric Power Corporation.
Mengiste said that power outages are still a regular occurrence in Ethiopia’s major cities. About half the area of Ethiopia still has no access to mains electricity.
According to Stephan Willms, a project manager and coordinator for the Wind Energy Public Private Partnership Programme run by European companies Enervest, Consta and Renewco, Ethiopia must do more to use its wind power potential effectively.
According to Willms, whose programme provides training to local wind energy based industries, major challenges include persuading international companies of the market potential for wind power in Ethiopia, as well as getting them to work with local companies.
He added that it can be difficult finding competent local business that can produce the necessary high-technology products.
Fisseha Gebremichael, the Ethiopian Electric Power Corporation’s manager for wind projects, said the new schemes aim not only to generate energy from wind power but also to enhance local expertise and resources.
“Because this is the inaugural project in this sector in Ethiopia, local input is lower,” Gebremichael said.
However, he added that the power company expects technology transfer and capacity building of local staff in the Ashegoda project to enable subsequent wind projects to be built mostly with local expertise.
Learning From China
Willms believes that Ethiopia could learn from the experience of China, which after building up its domestic skills mandated that at least 70 percent of wind energy products be made locally. At present he estimates that Ethiopian companies can make up to 50 percent of the value-added products needed for wind turbines.
Meanwhile, the Ethiopian government is moving ahead with further projects. Officials at the Ministry of Energy and Water said that a feasibility study for a 153 MW Adama II wind farm has been completed, with construction slated to start by the end of the year.
These projects are part of the government’s plan to generate 890 MW of wind energy by the 2014-2015 fiscal year. Other projects include a 300 MW Ayesha wind farm, projects at Debre Berhan and Assela, which are set to produce 100 MW each, and a Messebo/Harena wind farm with a capacity of 51 MW.
Ethiopia’s Growth and Transformation Plan aims to increase electricity generation from hydro-electric, geothermal, wind and sugar by-products from the current level of about 2,000 MW to 8,000 MW by the end of the plan period in 2015.
The government wants to create a “climate resilient” economy by 2025, with adequate energy for the country’s domestic needs even if hydro power runs short because of reduced rainfall.
A recent 17-month study undertaken by Chinese firm Hydrochina Corporation confirmed the high potential for wind power in the northern and southern parts of Ethiopia, particularly in the Somali region, with a huge estimated wind energy potential of 1.3 million MW.
“If Ethiopia is able to overcome (its) challenges, I believe that the economic as well as the societal cost associated with manmade and naturally inflicted power shortages in the energy supply of the country can be alleviated,” Willms said.
By; E.G. Woldegebriel |
Raw materials for cement such as line, clay, shale, etc .Siemens offers electrical equipment and integrated solution modules for the complete cement manufacturing process – from extracting the raw materials to reducing them to small pieces with a crusher.cement raw material crushing,Raw materials - Understanding CementIf the 'good stuff' is all used up first, it may be more difficult to make cement out of what is left. Careful selection on a day-to-day basis is needed to make the best use of all the materials available. Raw materials are extracted from the quarry, then crushed and ground as necessary to provide a fine material for blending.
Manufacturing process | Lafarge - Cement, concrete, aggregates .The other raw materials that are used in cement manufacturing, called additives, are high purity line, sand and iron ore. The high purity line is crushed in a lone in jaw crusher and then crushed more in a secondary crusher to reduce the size to completely pass through a 50mm sieve. Then, it is stacked by a.cement raw material crushing,Complete Lecture about Crushers in Cement Industry - INFINITY .Cement raw material blasted in the quarry, requires size reduction for further processing. Size reduction is performed in crushers and grinding mills. Crushing is comminution in the coarse range, whereas grinding refers to comminution in the fine.John Frank
There are four stages in the manufacture of portland cement: (1) crushing and grinding the raw materials, (2) blending the materials in the correct proportions, (3) burning the prepared mix in a kiln, and (4) grinding the burned product, known as “clinker,” together with some 5 percent of gypsum (to control the time of set of the.
While other cement varieties exist, Portland cement is usually the dominant component of any given cement mixture. Portland cement and the first step: raw material. Portland cement typically employs a dry methodology, where the basic raw materials are quarried and crushed into smaller pieces using several steps.
Quarry. Crusher. Blending bed. Additional components. Roller grinding mill. Ball mill. Raw meal silos. Cyclone preheater. Calciner. Preheater kiln. Grate preheater. Lepol kiln. Clinker. Raw meal silos. All over the world, cement is one of the most important building materials. Whether for houses, bridges or tunnels, we cannot.
Nov 29, 2016 . Now chatting: .leawaysschool/solution Contact Us: .leawaysschool processing cement clinker Mining, Crushing, Milling Followi.
Siemens offers electrical equipment and integrated solution modules for the complete cement manufacturing process – from extracting the raw materials to reducing them to small pieces with a crusher.
The other raw materials that are used in cement manufacturing, called additives, are high purity line, sand and iron ore. The high purity line is crushed in a lone in jaw crusher and then crushed more in a secondary crusher to reduce the size to completely pass through a 50mm sieve. Then, it is stacked by a.
Cement raw material blasted in the quarry, requires size reduction for further processing. Size reduction is performed in crushers and grinding mills. Crushing is comminution in the coarse range, whereas grinding refers to comminution in the fine.
When rotary kilns were developed such mills could be used to prepare dry process feed. The first dry process plant (Norman) had seven Griffin mills for rawmix grinding. As with the other designs, the mills ran "cold", and it was necessary to dry the crushed raw material before feeding to the mills, to prevent damp material.
Line used in the cement production is excavated in the nearby Karpėnai quarry and crushed by jaw and hammer crushers. Line from the crushing department is supplied by conveyors to the storage of raw materials, where also crushed clay is supplied. In the 36,000 t capacity storage, line and clay mixture,.
The first step is to quarry the principal raw materials, mainly line, clay, and other materials. After quarrying the rock is crushed. This involves several stages. The first crushing reduces the rock to a maximum size of about 6 inches. The rock then goes to secondary crushers or hammer mills for reduction to about 3 inches.
Jan 30, 2015 . Concrete is not cement, rather, a final product of sand and rock aggregate bound together with cement. To make cement, manufacturers heat crushed raw materials, which react to form marble-size clinker, a calcium silicate composition. Ground clinker, when combined with water and small additions of.
Chemically, cement is a mixture of calcium silicates and small amounts of calcium aluminates that react with water and cause the cement to set. . 2 Crushing and milling. The raw materials, line, shale, silica and iron oxice are crushed and milled into fine powders.
The main raw material used in cement production has traditionally been line. Line is abundantly available, but over 60% of . Cement production may be able to provide a solution by reintegrating crushed, or otherwise treated, concrete as a substitute for line. Ashes from lignite or coal, blastfurnace slag,.
Raw materials such as iron ore and line and pumice which is used as additive during cement grinding are supplied from suppliers. Raw Material (Crushing): Raw materails ( lime stone and clay) are mixed at a certain rate in the crusher with capacity of 1000 ton/hour and are subjected to size reduction and are kept in.
Two different processes, "dry" and "wet," are used in the manufacture of portland cement. When rock is the principal raw material, the first step after quarrying in both processes is the primary crushing. Mountains of rock are fed through crushers capable of handling pieces as large as an oil drum. The first crushing reduces.
grinding and the raw materials 2 clushers for cement. How brick is made - material, production process, manufacture . The initial step in producing brick is crushing and grinding the raw materials in a 2 With extrusion. Get More Info. image.
Aug 15, 2014 . Cement preparation. The essential raw materials used to manufacture cement are line and chalk. The raw materials are used to produce clinker. . The process of manufacturing cement from mining line to the final product involves the line being benched, drilled, blasted, and crushed.
We screened local raw materials, cement available in Saudi Arabia. This in combination with carefully selected glass microspheres, have resulted in unique ultra-lightweight cement formulation. Careful selection of particle sizing and micro-additives has resulted in better adhesion. This paper describes the formulation, lab.
The raw materials needed to produce cement are generally extracted from line rock, chalk, clayey schist or clay.They are then crushed and transported to the plant where they are stored and homogenized.The raw material is preheated and then se. |
Basisc of pigging - Pipeline pigging refers to maintenance practice for pipelines using ‘pipeline pigs’, for cleaning or inspection of pipeline without stopping operation of the pipeline. Pipeline pigs are capsule shaped objects which travel through the pipeline, cleaning the inner walls of the pipeline by brushing action. Pigs get their name from the squealing sound they make while traveling through a pipeline.
Pig Traps (pig receivers and pig launchers) - Pig launchers are essentially vessels used for launching of a pipe pig or a pig tool into the pipeline for cleaning or inspection purpose. After being launched into the pipeline, the pig tool is pushed through the pipeline by a driving fluid. The pipeline is cleaned along the way by brushing action from the pig. On the other end the pig tool is received by a pig receiver.
Pipe Pig - Pipe pigs are capsule like objects used for cleaning of pipeline by pushing them through the pipeline using fluid pressure. The pipe is cleaned by brushing action from the pig tool. This cleaning process is called pipeline pigging. Pig tools are also used to separate different products in a multiproduct pipeline.
Typical P&ID arrangement for pig launchers and receivers - Typical arrangement for pig launchers and pig receivers used for oil pipelines is shown including the requirements for isolating, draining/venting and bypassing the pig traps. Other requirements such as balancing/kicker lines, purging connections, motorized valves, relief valves are also presented.
Typical Procedure for Pigging Operations - Hazards involved in the pigging operations, precautions to be taken during pigging and typical step by stem procedure for pigging is discussed. The procedures to be followed at pig launcher end and at pig receiver end are discussed. |
How to hone your time managment skills
Techniques can be hard to master, but the results are worth it
Metro Creative, Dec. 27, 2018, 10:51 a.m.
Time management is a skill that can be learned. -123RF
Ours is a busy society where everyone is moving from place to place quite rapidly, whether at school, home or work. As a result, many people may feel that there simply are not enough hours in the day to get it all done.
Quite often people delay certain tasks until the late hours of the night as a way to catch up. But that can be detrimental to health. The National Institute of Health warns that lack of adequate sleep can affect mood, adversely affect relationships, increase anxiety, and possibly contribute to depression. Inadequate sleep is also associated with increased risk of high blood pressure, obesity and heart disease.
Rather than tapping into precious hours of shut-eye, men and women can learn how to manage their time better so they complete more tasks during the day, leaving more time to relax and sleep at night. Effective time management begins with these strategies.
Begin by setting priorities. This involves making a list of all the tasks that need to be completed, and then putting them in order of most essential to least essential. Once you understand where to first devote your attention, address items on the list in order of their priority.
Goals do not have to be far-off ideas for the future. They can be easily reached today. Simple goals such as, “I want to remove all nonessential paperwork from my desk” can be tackled quickly and without much effort. Goals give a person something to work toward and are important ways to steer you in the right direction. Without goals, you may wander aimlessly. Accomplishing goals of all shapes and sizes gives a feeling of accomplishment.
Distractions can pull attention away from important tasks at hand. Distractions can be phone calls, text alerts, personal issues, people in the room, and many other things. Figure out how you work best and minimize distractions so that you can fully focus on your priorities.
Unfortunately, multitasking is not the key to getting more things done. In fact, it could actually be hurting performance. Research conducted at Stanford University discovered that multitasking is less productive than doing a single thing at a time. You simply cannot put full effort into multiple things at once — and something will be short-changed if you try.
Write things down
Keeping information floating around your mind is ineffective and can lead to stress. Put things down on paper or make digital notes to keep track of what needs to get done. Set your targets and break each task down to manageable pieces. Physically cross items off your list as they are completed.
Time management is a skill that can be learned with practice and focusing on elements of success. |
- confined within bounds; restricted
- circumscribed or narrow in scope or extent
- brief; very short: a limited time
- accommodating a restricted number of passengers, making fewer stops than on the regular runs, and often charging extra fare: said of a train, bus, etc.
- exercising governmental powers under constitutional restrictions; not having absolute power: a limited monarchy
- of or designating a partnership in which the liability of certain of its partners is limited to the amount of their individual investments
- Chiefly Brit. designating a company in which the liability of its shareholders is similarly restricted
This fog is causing limited visibility.
An example of limited used as an adjective is limited visibility, a lower level of visibility experienced by someone driving in thick fog.
- Confined or restricted within certain limits: has only limited experience.
- a. Not attaining the highest goals or achievement: a limited success.b. Having only mediocre talent or range of ability: a popular but limited actor.
- Having governmental or ruling powers restricted by enforceable limitations, as a constitution or a legislative body: limited monarchy.
- Abbr. Ltd. Of or relating to a limited company.
- Of, relating to, or being transportation facilities, such as trains or buses, that make few stops and carry relatively few passengers.
limited - Investment & Finance Definition
A term that is used in the United Kingdom to designate a private company whose owners have limited liability. The abbreviation Ltd. is placed after a company’s name to identify it as limited.
- After a few hours of limited rest, they were back in the saddle again.
- Their time was limited if they were to visit the disputed property.
- He must sense you're limited to observing what happens.
- His magic is limited on the mortal world as well.
- The road was rough but not limited to four-wheel drive vehicles like the mountain Jeep roads to the south. |
Industrial Revolution This time period is quite an exciting period to be studying the Industrial Revolution, because of the fact that there is another revolution going on in the workplace. Every time technology changes, everything around it changes, and it is an exponential process. Technology increases, and then, using the new technology, it increases even more. 20 years ago, people used filing cabinets, and a pencil and paper, but recently, with the invention of computers, all that has been turned into hard disks, and emails, and gigabytes. Before the Industrial Revolution, people were farmers, and life was pretty slow, but with inventions like the cotton gin, and the assembly line, mass production evolved. Mass production is when companies can “pump” out the same product at a very efficient and inexpensive rate. The assembly line was one of these methods.
An item would be sent down a treadmill, and at each point, there would be someone to work on one aspect of it. One person would punch a hole, and the next person would put in a screw, and so on, down the line, until the item was complete. This began something called division of labor. This was when people would repeat the same task over and over again, such as in an assembly line. This was very repetitive, and quite boring.
England was a country that was the ideal for the Industrial Revolution it was on the water, so it was perfect for trade. It had lots of natural resources, and also a large population. The population both led to more ideas, and more workers. The country was also a wealthy one, with a good economy, and therefore there were ample investors for companies to begin. The revolution eventually spread to Western Europe, and even to the Americas. There is no doubt that inventions and technology was the key to the Industrial Revolution.
It changed the way things are made, it changed the price, and it changed the working conditions. It was indeed, revolutionary. PART 2 The Industrial Revolution in Britain changed the society profoundly; it caused a complete change in working conditions and the relationship between the working and middle classes. The working conditions became very harsh during the industrial revolution. Assembly lines led to mass production, which led to the division of labor.
The division of labor was a method of working which involved doing the same task over and over. It was totally mindless, and it led to bitterness towards the middle class from the working class. The managers of the factories, whom were members of the working class, became more concerned with profit vs. expenses after learning about mass production, and started to cut wages to make a quick buck. This also led to bitterness on the part of the working class. The emergence of the strong middle class was part of the marked changed that occurred during the Industrial Revolution in Britain.
These working conditions are still applicable to the factory workers of today; this shows how revolutionary they were. This was the first time in history the working and middle classes disputed over conditions, and wages. This relationship is still very common, and very important. If the workers dont complain, then they will not work as hard because of their feeling of resentment towards their bosses. And vice-versa, if the bosses dont try to lower wages, then they will have to make up for it with higher prices, and then the consumer suffers.
The protest towards bosses led to the formation of unions, which are still a very important part of the economy. The Industrial Revolution affected the whole stability of a nation, not only the economy. It affected the relationships between classes, and also the relationships between countries. The most important part is how all of these concepts are very much applicable to todays economy, which is why the Industrial Revolution was such an important period of time in the history of the world. |
Anyone who does business would like to see a profit from their hard work. You have every reason to want legal safeguards that effectively prevent others from engaging in unfair competition. Fortunately, laws have been created to help offer you just such protection.
Antitrust laws forbid a variety of unfair business practices. Such laws have been on the books for more than 100 years. The basic purpose of these laws has always been to maintain fair competition. There are three central federal antitrust acts and they are as follows:
- The Sherman Act. This act prohibits certain actions that can cause restraints in trade, such as attempting to create a monopoly. In addition, the act addresses such practices as bid rigging, price fixing and market division.
- The Clayton Act. Covered in this act are practices not specifically outlawed by the Sherman Act. For example, the Clayton Act prohibits certain kinds of acquisitions and mergers that might lead to the creation of a monopoly or could cause a negative impact on competition.
- The Federal Trade Commission Act. The FTC Act forbids methods of completion that are deemed unfair. According to the Supreme Court, all acts that are in violation of the Sherman Act are in violation of the FTC Act as well. Additionally, the FTC Act covers certain harmful acts not covered by the Sherman Act.
This is only a very cursory summation of these very important acts. A more detailed summary is available on the Federal Trade Commission’s website. Laws associated with these acts help provide protection to both consumers and businesses alike. In the end, no one wins if only a very small number of players dominate an industry.
If you believe that your business is experiencing harm due to illegal business practices being used by your competition, you may wish to consider consulting with a Florida business attorney. The attorney could offer advice regarding a possible legal response. |
Today, the region around Tobolsk contains some of Russia’s largest oil and natural gas deposits. In October, 2013, the Tobolsk-Polymer complex, a new factory that will churn out an estimated 500,000 tons of polypropylene plastic each year, was built outside the city. Despite the surrounding industry, the beauty of the Tobolsk Kremlin rivals the far-more-visited Golden Ring towns outside Moscow and marks the point where Russia’s eastward expansion began. If you’re traveling across Siberia west from the Pacific Ocean, or east from the Ural Mountains, your trip though Asian Russia should begin or end in Tobolsk.
Russian colonization of Siberia began in the 16th century under the reign of Tsar Ivan IV, often referred to as Ivan the Terrible. In 1552, Ivan’s forces seized control of Kazan, a city on the Volga River in Eastern Russia ruled by the Tatars, an Islamic people who still live throughout Russia. With Kazan behind them, the Russians slowly pushed east over the Ural Mountains and entered the flat steppes of Central Asia, a desolate land ruled by the Tatar khanate of Sibir who became Siberia’s namesake.
Three decades after Kazan fell, Yermak Timofeyevich, an outlaw from the Volga region, led a small army of Cossacks on an ambitious campaign against the khanate of Sibir. In 1580, they took the modern-day Russian city of Tyumen from the Tatars. Two years later, the Sibir stronghold of Isker on the Tobol River fell to Yermak. In 1587, Russians established Tobolsk downstream from Isker at the confluence of the Irtysh and Tobol Rivers.
Tobolsk became the capital of Siberia and later a way station for those exiled to remote corners of the Russian empire. In 1591, the Volga town of Uglich rebelled against the rule of Tsar Boris Gudonov. The short-lived uprising began by ringing Uglich’s church bell. Gudonov exiled the rebellious townspeople of Uglich to Siberia, and, because he considered the bell guilty, too, Gudonov sent it to Tobolsk. After the people of Uglich petitioned to bring their bell home, Tobolsk sent it back to Uglich in 1892.
Tobolsk also received many famous prisoners over the years. Novelist Fyodor Dostoevsky spent a stint here on his way to a four-year sentence of hard labor in the nearby city of Omsk. Russia’s last Tsar Nicholas II and his family were sent to Tobolsk during the Russian Civil War. They were held captive in the city’s Governor’s Mansion and then transferred to nearby Yekaterinburg and summarily executed.
Dmitri Mendeleev, the Russian chemist who designed the periodic table, was born in Tobolsk in 1834. Despite the city’s importance as Siberia’s former capital and Mendeleev’s birthplace, Tobolsk receives less visitors than other Siberian cities. The Trans-Siberian Railroad and the Russian Federal Highway—the main east-west road across Russia—both lay south of the city. But Tobolsk is still easily-accessible by train or car, and its beautiful old town is arguably Siberia’s finest.
The Tobolsk Kremlin is the highlight of a walking tour around the city. Located on a steep promontory above town, looming white walls with pointed towers on each corner surround the kremlin. The centerpiece inside is the St. Sophia Cathedral. Constructed in 1686, this white edifice brims with golden and blue onion domes that overlook the Irtysh and Tobol Rivers where Yermak once clashed with the khanate of Sibir upstream.
To the left of the St. Sophia Cathedral stands the bell tower that was constructed in 1799 especially for the Uglich bell and the Intercession Cathedral which contains impressive ceiling murals. The Tobolsk Kremlin is also home to a museum in its southern end with displays on the Tatar people and a replica of the infamous Uglich bell.
Outside the kremlin stop at the Deputy’s Palace to see the museum inside that documents Tobolsk’s days as the former capital of Siberia. The city’s old town lays below the kremlin in the floodplain of the Irtysh River. It’s a great place to take a stroll past gray wooden houses with bright-colored carved window frames and imagine what the city looked like during the tsarist days.
Not to miss in the old town are the Mendeleev Mansion (Ul. Mira 9) where the eminent chemist once lived and the adjacent Tobolsk Raion Administration Building (Ul. Mira 10) where the last Tsar Nicholas II and his family were kept. Upstairs there’s a small museum dedicated to the Tsar.
For a sense of the region’s Tatar past, visit the mosque (Ul. Pushkina 27) and the Siberian-Tatar Cultural Center (Ul. Yershova 30) which contains a museum and occasionally has performances on Tatar culture.
If you’re traveling across Russia towards Moscow, connecting trains link Tobolsk with nearby Tyumen where the Trans-Siberian Railroad passes. If Tobolsk marks the beginning of your trip to Siberia, you can take a train east from here to the Siberian cities of Omsk or Novosibirsk.
For a real adventure, head to the Tobolsk river terminal below the kremlin. In the warmer months, ferries make the 3-4 day journey down the Irtysh River to Omsk and cost just $60 with a cabin.
All rights reserved by Rossiyskaya Gazeta.
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Building an energy-efficient, low-carbon supply chain
Google celebrated 10 years of carbon neutrality in 2016, an accomplishment we’ve sustained through a combination of aggressive energy-efficiency initiatives, renewable energy purchases, and carbon offsets. Our data centers are some of the most efficient in the world, improving their environmental performance even as demand for our products has risen dramatically. And in 2017, we matched 100% of the electricity consumption from our global operations with purchases of renewable energy from around the world. Today, we’re the world’s largest corporate buyer of renewable power, having procured more than 3 gigawatts of wind and solar energy.1
Applying these energy-efficiency and renewable energy strategies across every part of Google’s operations is critical as we tackle the threats posed by climate change. Now we’re working to apply these same learnings and strategies to our supply chain.
Increasing energy efficiency
Google maintains ambitious targets for reducing our Scope 1 and Scope 2 greenhouse gas (GHG) emissions. We’re also taking steps to reduce our Scope 3 GHG emissions. This includes working with our suppliers to improve their environmental performance by helping them get more out of every watt of energy they consume.
Many suppliers are interested in energy efficiency but lack the capital, business motivation, and expertise to implement energy management programs at scale. In response, we worked with the China National Institute of Standardization (CNIS) to launch the Technical Pilot Program for China Energy Management and Performance Evaluation to help our supply chain partners in China adopt better energy management systems, track energy performance at their factories with Google production, reduce energy consumption, and improve operational performance.
Google and CNIS led engagements with two of our key suppliers in 2017 to help convey the value of energy management and energy efficiency in the electronics industry. These suppliers have already begun to save energy and money.
The objective of the pilot program is to help develop strategies for manufacturing companies across China to embrace energy management best practices and encourage the adoption of robust energy management systems, such as ISO 50001. Upon completion of the 18-month program, participating companies should be equipped with the necessary tools, resources, and knowledge to implement and sustain robust energy management systems in their factories. CNIS is the lead organization sponsoring the program. A nonprofit research institute supporting China’s National Development and Reform Commission, CNIS provides technical guidance and national standards for energy efficiency. The program’s emphasis includes the following:
Training and coaching: Manufacturing companies receive free tailored training and personalized coaching to implement energy management systems and identify energy- and cost-saving opportunities.
Energy savings, cost savings, and productivity improvements: Participating companies are positioned to reduce energy costs and improve productivity by having a better understanding of energy use at their facilities.
Continuous improvements in energy performance: Participating companies learn to confirm improvements in energy performance through evaluation and compliance with local laws.
Internal recognition: By participating in the program, companies can demonstrate their commitment to improved energy performance to customers, regulators, and shareholders.
Pilot 1: Flex
Google introduced Flex, a contract manufacturing firm, to the program in July 2017. Flex has since completed three training workshops and launched an internal energy management system using ISO 50001 standards. During the second workshop, the Flex and CNIS teams identified five major energy savings projects at Flex factories in Zhuhai and Shenzhen totaling more than 6 million kilowatt-hours (kWh) per year—equivalent to the energy consumption of over 3,500 Chinese households for one year.2
This comes on top of nearly 5 million kWh in annual savings that the supplier is already realizing through other energy-efficiency measures. The new projects—which include lighting upgrades, water heater improvements, and high-efficiency compressor installations—have estimated payback periods of less than three years, with some projects paying back in under one year. In adopting and receiving recognition for achieving ISO 50001, Flex has demonstrated environmental leadership to its employees, customers, and peers while improving business operations.
Pilot 2: Gold Circuit Electronics
Gold Circuit Electronics (GCE) began participating in the pilot program in fall 2017. GCE has since developed an action plan to adopt ISO 50001 and will receive certification by March 2019. In the first two workshops, GCE and its partners identified three immediate energy-conservation projects—including improving lighting efficiency and replacing compressors—totaling 227,000 kWh per year in potential savings. The projects will be completed by January 2019.
GCE is also participating in Google’s energy-efficiency deep retrofit program, in which energy experts will evaluate and identify savings opportunities at GCE’s other facilities.
As a result of GCE’s participation in the energy management trainings, its teams are now equipped with the knowledge to track efficiency measures and realize maximum savings.
We will finalize the pilot energy management program this year and will continue working with our suppliers to identify other opportunities to improve energy efficiency and reduce GHG emissions.
Empowering suppliers to go renewable
As we grow, Google is continuing to pursue new renewable energy initiatives for our data centers and offices. Our ultimate goal is to create a world where everyone, not just Google, has access to clean, renewable energy. This includes manufacturers and vendors in our supply chain. Our vision is for all our suppliers’ sites to source 100% renewable energy in every region where our products are made.
Currently, most suppliers depend on a local utility grid that is dominated by coal, natural gas, and other fossil-based fuel sources. Energy markets are complex, and there are often few mechanisms for companies to purchase renewable energy, or the markets won’t allow for it.
As a first step in our journey to help our suppliers transition to renewable energy, we’re committed to sharing what we’ve learned on our own path to 100% renewables. We’re launching a new program within Google to help provide suppliers with the tools and expertise they need to develop renewable energy solutions. We’re also working to transform electricity markets in key regions to create pathways for renewable energy procurement that enable thousands of suppliers, manufacturers, and other companies to access clean energy.
Google’s efforts to champion clean energy policies and market solutions around the world also benefit other companies. In 2015, Google began asking for the opportunity to buy renewable energy directly from a specific generating facility in Taiwan. In January 2017, after two years of careful consideration, the Taiwanese government amended its Electricity Act to allow direct renewable energy purchasing for customers. This will open the door for companies looking to expand infrastructure, while advancing a clean energy future. Read more about how we’re laying the groundwork for a clean energy future.
In building more opportunities for renewable energy, we will continue to collaborate with other organizations and companies that are facing similar challenges, because we know we will be more effective when we work together.
We are working with our suppliers to put in place systems to continually improve their energy performance and scale the deployment of renewable energy sources. While we don’t yet fully know when and how we’ll be able to achieve our goals—we are committed to further developing our road map—we know it will take a combination of strong collaborations, technology, policy, and new purchasing structures to get there. We’re excited by the possibilities and ready for the challenge.
1 Bloomberg New Energy Finance database for wind and solar energy power purchase agreements, as of December 31, 2017.
2 Assumes average household energy consumption in China is 1,786 kWh per household per year. Jin Guo et. al., Electricity Demand in Chinese Households: Findings from China Residential Energy Consumption Survey, American Council for an Energy-Efficient Economy, 2016, https://aceee.org/files/proceedings/2016/data/papers/9_76.pdf. |
When it comes to cutting metal, a company can employ any of several industrial cutting methods. These range from simple shearing and abrasive disc cutting to the more technologically inclined electrical discharge machining (EDM), plasma cutting and laser cutting. When it comes to cutting metal such as copper, however, the odds are on lasers to produce the best possible results. In fact, copper laser cutting may be the method that best suits this metal. This, in spite of the challenges laser cutting, can present.
Using Lasers to Cut Copper
Copper is a non-ferrous metal. It is also reflective. This presents a challenge when the source of the cutting action involves mirrors and light beams. CO2 laser cutting, therefore, can prove difficult since a reflective surface can bounce back the beam onto the laser machine. The result can be damaging to the equipment. It may also harm the copper.
The potential for major damages to an expensive piece of machinery can curtail the use of lasers to cut such metals as copper. However, in the latest fiber optic lasers, the risk decreases, allowing lasers to perform their precise and exacting cutting. In fact, if the copper is no less than 3/8 inch thick, a CO2 Laser can slice through it in a single pass. If it is thicker than that, it will require several to achieve its goal. In such cases, it is better to employ a fiber laser, which is effective at 3/8 inch.
The end will justify the means. Laser cut copper presents clean, precise slices with clear-cut edges. The overall smoothness and alacrity of the cut are sure to impress purchasers of this sheet metal.
Laser Cut Copper
Copper is a metal with high thermal and electrical conductivity properties. It offers several advantages to fabricators. Laser cut copper service provides clear, precise workpieces. Although it is challenging, it can prove to be a very effective method. |
Processing houses into streets: the status quo in the building-recycling business is radical downcycling. The energy stored in supporting structures and walls is crushed to pieces, which will be used to build roads.
The only economically significant form of recycling buildings in Germany is the processing of building rubble into gravel materials.
The reuse of larger building components is problematic, especially with regard to logistics and transportation. It would be easy to reassemble redundant Plattenbau buildings elsewhere - were it not for the costs of non-destructive disassembly, transport, storage, and reassembly. A few pilot projects - such as in the Cottbus slab housing block district of Saxony-Madlow, where in 2001 the architectural firm Zimmermann+Partner had the parts of a disassembled high-rise apartment building reassembled into new town houses on an adjacent site - point to ways in which, at least locally, large components can be sensibly reused, both economically and in terms of energy. However, this presupposes a need for the “dismantled” areas, which is more likely the exception in shrinking cities. On a smaller scale, marketplaces for used building components offer networks and structures for the regional use of “secondary” building materials.
However, these exchanges only have a niche existence in the construction industry; they are primarily of interest to budget-conscious “do it yourself-builders” and aficionados of historical elements. In Germany, “professional” component must be certified through extensive testing in order to obtain building regulation approval. For used components this is possible to a very limited extent.
It follows that the status quo of recycling buildings is the use of the smallest fragments -rendering the process completely energy inefficient. According to statistics compiled by Initiative Kreislaufwirtschaft Bau (Society for the Recycling Economy in the Building Sector), between 1995 and 2009 an average of 210 million tons of mineral construction waste was incurred annually.
This represents approximately sixty percent of the total waste volume in Germany.
Of the construction waste, eighty million tons came from building demolition. Each year, nearly forty million tons of this is processed into recycled building materials.
The bulk of this recycled material is reused in Germany for road construction.
The demolished housing estates of East Germany thus serve as important “urban mining grounds” for the country’s new infrastructure as slab buildings are converted into highways. But this is only economically and energetically sensible if the dismantling site, the processing plant, and the road construction site are close together: economic viability end after about twenty-five kilometers. It is also likely that at least in the eastern part of the country, the supply of recycled materials from demolitions in the near future will far exceed their demand.
For several years, therefore, attempts have been made to use the recycled debris in higher-quality form, such as aggregate for recycling-concrete (“RC-concrete”). In Germany, this is still in the testing phase, in contrast to Switzerland, where RC-concrete is already in use. Initial studies on the energy efficiency of RC-concrete versus conventional concrete, however, show only a slight advantage, which is not even gained from the material, but from the shortest transport distance between the crushing facility and the concrete plant. In contrast to gravel pits, both are usually located relatively close to urban centers. This advantage accounts for only a few percentage points in the overall energy balance: the production process comprises eighty to ninety percent of the primary energy used for ready mixed concrete. Cement plants account for the world’s third largest source of annual CO2 emissions, just below power plants and vehicles.
The key to reducing the carbon footprint of our building thus does not lie in building component recycling, but by extending the life cycles of buildings, for example through the use of existing shells or parts of buildings rather than demolitions and new constructions . In order to achieve a general change in mindset, energy balances must consider a building’s entire life cycle. Here, too, Switzerland is a pioneer, where the energy efficiency rating takes into account the “gray energy” used for the manufacture of the building materials that are used and thus stored in the building themselves.
A building in which preexisting elements are used has a significantly better energy balance than a new building. Buildings are too valuable to merely reduce them to piles of rubble and road gravel. |
In September 2007, Peninsula, an employment law firm, found that British businesses may be losing $260 million a day from employees using social networking sites like MySpace and Facebook [source: BBC News]. The survey also found that British workers spend an estimated 233 million hours a month on social networking sites [source: BBC News]. Peninsula subsequently recommended that companies ban the use of social networking sites at work.
Peninsula isn't the only one concerned. With the rise of social networking sites like MySpace and Facebook, businesses are voicing concerns that these sites might be slashing away at productivity. Many social networking sites now offer a variety of features, including an online profile, messaging services, video, photo albums, games and more. The full-featured nature of these sites means that users can easily idle away a few hours by messaging co-workers, watching a new music video or reading friends' blogs.
One survey claimed that each American wastes an average of two hours a day at work [source: LA Times]. That translates to an estimated loss of $759 billion a year, though that same survey showed that Americans wasted few work hours than two years earlier [source: LA Times]. Such statistics reinforce the notion that workers around the world are costing their employers dearly by playing online. Some companies have banned the use of social networking sites at work, frequently by blocking access to those sites. But despite fears about time wasted, U.S. workers are, according to the United Nations, first in worker productivity [source: LA Times]. There is also a growing movement in some business circles that advocates taking advantage of the social networking phenomenon and using these immensely popular services as a tool to facilitate business.
In the run-up to the 2008 presidential election, candidates have made heavy use of social networking sites, notably to rally supporters, share videos and solicit donations. LinkedIn, a social networking site for professionals, markets itself directly to the business world and is the largest social network of its kind [source: CNNMoney.com]. LinkedIn allows entrepreneurs and professionals to post profiles, make contacts and hunt for new jobs. Several presidential candidates have joined, including Barack Obama, Rudy Giuliani and Mike Huckabee, while other candidates are expected to as well.
Some companies, notably several large multinational corporations, have used Facebook to facilitate cooperation between employees, especially those operating in different countries. Other companies have established their own in-house social networks, designed to allow employees to get to know one another. And many companies, including HowStuffWorks, maintain an official presence or account on social networking sites in order to better connect with users.
Some commentators say that the use of social networking sites in the work environment, whether for work or as a time waster, is only to be expected as the increased use of technology, longer hours, teleworking and BlackBerry devices mean that some people are working or on call even during their supposedly "off" hours [source: LA Times]. For many workers today, there's little separation between time spent working and time off. Consequently, socializing and official company business may take place simultaneously on the same Web site or service.
Next, see how much of a problem social networks are for businesses. |
Optimum Energy Wants Buildings to Use More Software, Waste Less Power
If you work in a commercial building, you’re probably familiar with the vagaries of large-scale heating and cooling systems. Hear that whir click on and cold air suddenly gusting through the vents? That’s the sound of your building hemorrhaging money and energy.
Seattle cleantech software company Optimum Energy wants to stanch the energy drain of the U.S. commercial sector, one building at a time—and soon, hundreds of buildings at a time—by slowing down the motors that power those buildings’ heating and cooling systems.
I traveled down to Optimum’s Georgetown office, which houses 22 of the three-year-old company’s 30 employees, to find out from founder and CEO Nathan Rothman how Optimum plans to save companies hundreds of thousands of dollars every year with a simple software program.
The company’s software products have the potential to halve the heating and cooling bills of about 110,000 large buildings in the U.S., Rothman said. That’s no small potatoes, when you consider that commercial buildings use 18 to 20 percent of the country’s energy, and that in hot climates like California or Texas, air conditioning accounts for more than half of their energy bill.
“If we implemented our technology just in Manhattan, we’d save enough electricity to light the other four boroughs all the time,” Rothman said. “And that doesn’t include the CO2 and greenhouse gases you’re saving.”
Large buildings maintain temperature control (or HVAC, for heating, ventilating, and air conditioning) using a massive network of cold water that courses through the building, absorbing heat and venting it through steam. That cold water is generally kept at a chilly 44 degrees Fahrenheit by a large machine aptly dubbed the “chiller.” High-powered motors and pumps drive the water around the building.
So what happens when a hot building cools down to, say, 70 degrees? The motors shut off, but then power back on the second it bumps up to 71—an incredibly inefficient process, Rothman said, as powering down and up uses a lot of energy.
That process starts to sound even more inefficient when you take into account … Next Page »
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History of Lean Manufacturing
What is Lean Manufacturing?
The history of Lean Manufacturing is important to understand if you want to learn about lean. Lean manufacturing is both a business improvement philosophy and a set of proven lean tools for implementing across the whole business, your production, office and management itself.
The roots of lean go back many many years and the principles of lean have been proven over and over again. Understanding the history of lean manufacturing and why and how it has developed is important if you are to implement lean correctly. Only by understanding why individual tools were developed can you understand how to implement them correctly.
Lean is about defining value, value as perceived by your customer; the specific features and services that they require. Lean is about making that value flow from raw material to the arms of the customer without being delayed of caught up in inventory. Product or Service is produced at the pull of the customer, not pushed through the organization whether the customer needs it or not.
By making this value flow the organization works on waste prevention rather than reducing or eliminating waste. This hub will discuss the history of lean manufacturing to allow you to better understand how to use it.
Lean Manufacturing History
The History of Lean
When learning how to implement lean manufacturing it is very helpful to understand how lean has developed over the years, the history and roots of the principles behind lean and why it has changed.
You could look back at the work of Ford, Taylor, Gilbreth etc. with regard to how they sought to organize and de-skill the workforce to provide an efficient mass production system and say that this is where lean really began, but this was just the start. The problem with the approach at this time was that it was an approach that sought to separate the thinking management from the masses whose job it was to implement their instructions. The principles were sound but they focused very much only on efficiently and cost reduction. Many people implementing lean today have barely moved beyond this point and think that lean is all about waste reduction only.
The Quality Gurus
You can look at the works of Juran, Deming, and Shewhart with regards to quality: how they sought to measure and analyze performance and introduce the ideas of using the entire work force in quality improvement. This is a major part of lean.
Their ideas about continual improvement and involving the entire workforce are an integral part of lean and something that Japanese companies such as Toyota fully implemented after WWII. Without this respect for the workforce and involving them in improving every aspect of your business, lean would not function as it does.
Lean and the Toyota Production System
Lean as we see it today is very much based on the Toyota Production system (TPS). The study that was conducted by MIT on the superiority of Toyota as a car manufacturer is where the term "Lean Manufacturing" was termed and produced the book "The Machine That Changed The World." This study was the first that really started to explain how the Japanese manufacturer was able to outperform its American rivals and steal a huge amount their market share within the US.
This study identified the main lean principles that underpin the Toyota Production System as well as the full involvement of every employee and the whole supply chain.
Machine That Changed the World: The First Lean Book in the West
History of Lean at Toyota
Ford's Influence on the Toyota Production System
Much of what started the Toyota Production System was not new. They based their original system very much around what Henry Ford designed for Ford in the US and added many of the ideas that they were given by the experts such as Deming that were sent to help them after world war II.
There are many anecdotal stories of visiting experts from the US asking where the ideas for the Toyota Production system have come from being handed copies of the original Ford production manuals. Whether any of these stories are true is open to debate but you can clearly see the Ford influence in many of the tools such as CANDO becoming 5S.
The History of Lean Tools
The Toyota Journey Towards Lean in TPS
Toyota's journey towards lean began before they even manufactured cars. The Toyoda family were originally in the textile business. They invented a loom that would stop if the thread broke, thus reducing the rejects being produced and allowing a single operator to monitor several machines on an exception basis rather than having to have an operator on every machine.
It is said that the sale of the patent for this invention is what provided the cash for the Toyoda family to move into the Automotive industry. This is also the start of what they call Jidoka or giving machines intelligence; another major part of the Toyota production system.
Lean is a whole raft of ideas and tools that have been adopted and adapted with the aim of helping Toyota to dominate the automotive industry. Toyota started with an aim of not being as good as the American industry but an aim to be far superior. An aim which they have achieved in a very short space of time.
History of Lean Manufacturing in Toyota
Toyota and Just In Time (JIT)
Toyota had to manufacture in a manner very different to the west due to a shortage of resources, they could not afford to make anything the customer did not want, they could not afford to build something long before the customer wanted it, thus Just In Time (JIT) was born (re-born?) within Toyota. Just In Time being the principle of producing what the customer wants, where they want it and when the customer wants it. They gained the ideas for JIT from of all places a visit to an American Supermarket where the shelves were only restocked as the customers removed the goods that they actually wanted.
To achieve this JIT production they had to overcome many obstacles, inventory was a major issue, batches had to be reduced in size, set-up times had to be reduced to enable this requiring reduction techniques such as Single Minute Exchange of Die (SMED). Thus each of the lean manufacturing tools was created or adapted from previously available tools to tackle specific issues that Toyota encountered.
People as Your Most Important Resource
People were seen as one of the biggest resources within the company so they were encouraged (required) to participate in business improvement, through quality circles and Kaizen initiatives. It was not just a handful of individual engineers that were working on improving Toyota and solving problems, it was everyone. So progress was made step by step, many hundreds of small steps that allowed Toyota to pull far ahead of the competition.
The Transfer of Lean to The West
In the 1980s companies in the West began to try to adapt and define the tools used by Toyota, and Lean was born from the Toyota Production System (TPS).
Lean is still evolving and developing. Even Toyota only sees itself as being a short way into the lean journey. In truth the history of lean manufacturing is just beginning, it is constantly changing and developing as new challenges hit our companies.
- 1810: Maudsley and Marc Brunel (Father of Isambard Brunel, famous engineer) introduce production line to produce pulleys for the UK Royal Navy, producing 160,000 pulleys per year with 10 men. Sorry Mr.Ford you were not the first!
- 1896: Publication of Vilfredo Pareto law of Economic distribution, Pareto 80:20 Rule, 80% of the wealth owned by 20% of the population – study based in UK not Italy as many believe! Pareto rule used frequently in analysis, 80% of turnover from 20% of your products etc.
- 1898: Time studies begin with F.W.Taylor
- 1904: Interchangeable parts used in Cadillac car production
- 1908: Introduction of the Model T Ford
- 1909: Motion studies begun by Frank and Lillian Gilbreth, observation of bricklaying – why do the laborers have to lift heavy blocks from ground level – wasting time as well as stress to laborer.
- 1913: Moving Automotive Assembly line established at Ford Highland Park
- 1922: Gannt charts
- 1922: Toyota Looms established – using technology from Yorkshire UK
- 1925: “Mass Production” entered into encyclopedia Britannica
- 1926: Henry Ford publishes “Today and Tomorrow”
- 1927: Toyota Motor Company established
- 1931: “Economic Control of Quality of Manufactured Product” by Walter Shewhart becomes first book on SPC (Statistical Process Control) and the PDCA cycle (Plan, Do, Check, Act).
- 1934: “Method Study” term by H.B.Maynard
- 1936: The word “Automation” first used by Engineer at General Motors.
- 1942: Procurement for Lend Lease reduced from 90 days to 53 hours by Juran
- 1944: Boeing plant 2 and Ford Willow Run have flow production lines for Bombers.
- 1945: Concept of Production as a network and Batch production identified as biggest causes of manufacturing delays – Shigeo Shingo
- 1948: Deming sent to Japan to lecture on waste as main source of quality problems.
- 1949: Juran joins Deming in Japan
- 1950: Visits to Ford River Rouge Plant by Toyota – Eiji Toyoda
- 1950: Toyota Production System (TPS) started by Taiichi Ohno
- 1951: Deming Award established in Japan, still the highest manufacturing award to gain.
- 1951: “Handbook of Quality Control” – Juran
- 1961: “PokaYoke ” defined by Shigeo Shingo (Book not published however until 1985)
- 1961: Ishikawa sets up first quality circles
- 1961: “Total Quality Control” by Feigenbaum
- 1966: Juran brings concept of Quality Circles to Europe.
- 1978: First articles on JIT (Just in Time) appear in US Magazines
- 1980: NBC television screens program about Japanese factory opening in US, “If Japan Can, Why Can’t We?”
- 1982: Deming’s 14 points published
- 1984: “The Goal ” by Eli Goldratt published
- 1985: “SMED” by Shigeo Shingo published (Single Minute Exchange of Die – Setup reduction)
- 1986: “Kaizen – The Key to Japan’s Competitive Success” by Maasaki Imai
- 1986: “The Race ” by Goldratt and Fox published.
- 1988: “Introduction to Total Productive Maintenance ” Nakajima (TPM)
- 1989: Taiichi Ohno – “Kanban Just-in Time at Toyota”
- 1990: “The Machine That Changed the World ” – Womack and Jones
- 1992: EFQM Award Established
- 1996: “Lean Thinking ” – Womack and Jones
- 1999: “Decoding the DNA of the Toyota Production System” – Spear and Bowen
- 2002: “Seeing the Whole ” – Womack and Jones
- 2010: This Article!!!
- 2020? Toyota Produces first "next day" car to order!
Where is Lean Heading?
Lean manufacturing has seen many ups and downs over the decades and has been hit badly like many other business improvement philosophies as being a fad. But lean is far from a fad and is as applicable today as it has ever been if not more so.
Some have introduced other systems that use similar ideas and techniques such as six sigma but nearly all quality and business improvement techniques can trace back their roots wither directly to lean or to the same sources that have developed lean.
Lean has evolved to encompass every type of business area no longer only being lean manufacturing, we now see lean for service, and lean healthcare to name just a few.
Lean and Six Sigma
Now ideas have also been spawned by the various consultants out there selling business improvement. So we now see Lean Sigma or Lean Six Sigma which seeks to combine the "simplicity" and common-sense approach of lean with the more rigorous analysis of six sigma.
We also see "new" ideas such as "Agile" being used, but these are still lean being re-branded to get over a poor image and to continue to sell into different industries.
Lean still has a future, as it is the philosophy that counts not just the individual tools. No matter what advances we make we still have to value our employees and create a business that seeks to satisfy our customers by supplying them what they want, where they want it, when they want it, while using the minimum amount of resources. |
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Heinrich Schliemann created his own myth - the poor uneducated boy who became a millionaire and spent his fortune on excavating the sites of Troy and Mycenae. He became famous for his discovery of Priam's Treasure and Agamemnon's Mask. The truth that has been recently discovered is more complex. |
Today’s post is by Jeanne Roberts from the CalFinder solar energy blog. What with an ever-evolving approach to solar energy when it comes to research, development, and implementation, the idea of solar energy, specifically the design and look of solar panels, is often not thought of in terms of appearance, and aesthetics. Here’s where Jeanne sets us all straight …
For those who visualize a solar panel as a single, flat, rectangular box about six inches thick, usually black or dark, with a sheet of glass on top, think again.
Solar photovoltaic (PV) technology is spreading its wings, from panels to shingles and beyond. And while not all technologies are currently available to homeowners, consider what might await 20-somethings when they finally start buying their first homes.
BIPV Solar (Panels You Can’t See)
The oldest of these building integrated photovoltaic (BIPV) solar energy technologies is in roofing. There, thanks to solar firms like SRS Energy, you can buy slate roofing tiles, roofing shakes, or Spanish-style clay tiles in various shapes and colors, some of which integrate into existing roofs, and others designed for new-roof applications.
Some Spanish-style clay tiles, which involve including Active (electrically-generating) tiles into Inactive tiles, provides a visually identical series of roofing elements that SRS Energy hopes will become a part of modern construction paradigms.
Self-Adhering Solar Panels
For those with metal roofs, or where climate almost demands the use of metal, Uni-Solar offers laminated, self-adhering solar panels designed for integration with 16″ standing seam metal roofs.
The panels are peel-n-stick and do not require roof penetrations for mounting (a clear plus with any roof), and quick-connect terminals at the ridge line make the solar electric part easy, too. For more options in solar metal roofing, also check out Whirlwind and Energy Peak.
Solar-Harvesting Window Panes
If roofing just isn’t your thing, imagine windows purpose-built to harvest solar energy. At MIT (Mass. Institute of Technology), that’s exactly what scientist Marc A. Baldo has done.
Baldo, the Esther and Harold E. Edgerton Career Development Associate Profess of Electrical Engineering (try finding an acronym for that!) envisions windows, or other flat glass panels, collecting solar energy across their entire surface using a blend of dyes that optimize solar radiance at various wavelengths, but harvest the energy only at the window edges to save engineering costs.
And, because the system is simple to manufacture, Baldo and team believe that the product might be available as soon as 2011, with efficiencies that improve on today’s by a factor of more than 40 percent.
Already onstage are solar awnings; that is, standard awnings structurally beefed up to accommodate the weight of solar panels. And in Yellowknife, Canada, Visionwall has clad the south face of the upper nine floors of a 10-story building in BIPV thin film to turn the entire building into a solar PV energy generator.
Coming Soon: Solar Paint
Finally, when all else fails, consider solar paint. Still on the drawing board, so to speak, the paint uses the wavelength differential MIT is attempting to harness, as well as nano particles (carbon tubes 10,000 times narrower than a human hair). NextGen hopes to harness the technology and start manufacturing product to deliver solar energy at up to 40 percent efficiency and one-third of the current cost of solar panels.
The first use is likely to be on government buildings, but if successful it might soon appear as an element of residential house paint, and could help you keep your home warm while making it more attractive.
For more information about what’s out there when looking for solar panels, and for other information about solar energy in general, please be sure to check out the CalFinder solar blog. |
Organization Behavior management
“Organizational behavior is a field of study that investigates the impact that individuals, groups and organizational structure have on behavior within the organization, for the purpose of applying such knowledge towards improving organizational effectiveness”. The above definition has three main elements;
first organizational behaviour is an investigative study of individuals and groups, 2.
second, the impact of organizational structure on human behaviour and the 3.
Third, the application of knowledge to achieve organizational effectiveness.
These factors are interactive in nature and the impact of such behaviour is applied to various systems so that the goals are achieved. The nature of study of organizational behaviour is investigative to establish cause and what affect relationship. The aim of the study is to ensure that the human behaviour contributes towards growth of the organization and greater efficiency is achieved.
Organizational behaviour can be defined as – “the study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems (LM Prasad).
Stephen P Robins defines “Organizational behaviour as a systematic study of the actions and attitudes that people exhibit within organizations.”
The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations.
Contributing Fields to Organizational Behaviour
Psychology: Psychology is an applied science, which attempts to explain human behaviour in a particular situation and...
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Business - Financial Ratios Calculators
Analyzing Your Business
This calculator is designed to show you 10 different financial ratios that will help when analyzing your business. Financial ratios are used as indicators that allow you to zero in on areas of your business that may need attention such as solvency, liquidity, operational efficiency and profitability.
Financial Ratios Definitions:
Total current assets
This is any cash or asset that can be quickly turned into cash. This includes prepaid expenses, accounts receivable, most securities and your inventory.
Total current liabilities
This is a liability in the immediate future. This includes wages, taxes and accounts payable.
Total long term assets
This includes buildings and equipment (less depreciation), real estate and other assets that are not readily turned into income or cash.
Total long term liabilities
This includes mortgage, deferred taxes, notes payable and other long term liabilities.
Total sales for the period.
Total balance in your accounts receivable.
Cost of goods sold
This is the total cost of the raw materials, supplies and labor required to produce your product for the period.
Your selling, administrative and other expenses used to run your business but not directly associated with the creation of your product.
Your total interest expense for the period.
Total inventory which includes normal inventory, safety stock and work in process.
Any other income your company receives that was not through its operations. This includes the sale of appreciated property or securities.
Gross profits are your profits for the period before operating expenses, fixed expenses, taxes or interest. This is calculated as your sales minus your cost of goods sold.
Total income generated from your operations after operating expenses but before interest and taxes.
Net income before taxes
Your income before taxes. This amount includes income not generated directly from your operations such as income from financial investments.
Gross profit margin
Formula: Gross profit/sales
This important ratio measures your profitability at the most basic level. Your total gross profit (which is net sales - cost of goods sold) compared to your net sales . A ratio less than one means you are selling your product for less than it costs to produce. If this ratio remains less than one, you will not achieve profitability regardless of your volume or the efficiency of the rest of your business.
Operating profit margin
Formula: Operating income/Sales
This ratio measures your profitability based on your earnings before interest and tax (EBIT). This measure is used to gauge the efficiency of the business before taking any financing means into account (such as debt financing and tax considerations). This ratio is often used to compare the operating efficiency between similar businesses.
Net profit margin
Formula: Net income/Sales
Often referred to as the bottom line, this ratio takes all expenses into account including interest.
Formula: Current Assets divided by current liabilities
Your current ratio helps you determine if you have enough working capital to meet your short term financial obligations. A general rule of thumb is to have a current ratio of 2.0. Although this will vary by business and industry, a number above two may indicate a poor use of capital. A current ratio under two may indicate an inability to pay current financial obligations with a measure of safety.
Formula: Current assets minus inventory divided by liabilities
Also known as the "Acid Test", your Quick Ratio helps gauge your immediate ability to pay your financial obligations. Quick Ratios below 0.50 indicate a risk of running out of working capital and a risk of not meeting your current obligations. While industries and businesses vary widely, 0.50 to 1.0 are generally considered acceptable Quick Ratios.
Inventory turnover ratio
Formula: Cost of goods sold/Inventory
This ratio measures the number of times your inventory "turned-over" during a time period. Generally, the higher this ratio the better your use of inventory. Low numbers indicate a large amount of capital tied up in inventory that may be more efficiently used elsewhere.
Sales to receivables ratio
Formula: Net sales/Net receivables
This ratio measures the number of times your receivables "turned over". The higher the number, the more efficient you are at collecting your accounts receivable. A ratio that is too high or one that is increasing over time, may indicate an inefficient use of your working capital. It is important to compare this ratio to other businesses in your industry.
Return on assets
Formula: Net income before taxes/Total assets
This ratio helps show how assets are being used to generate profits. One of the most common financial measures, it can be an effective tool to compare the profitability of two companies. If your return on assets is lower than a competitor, it may be an indication that they have found a more efficient means to operate through financing, technology, quality control or inventory management.
Debt to worth ratio
Formula: Total liabilities/Net worth
Also called the leverage ratio, it is used to help describe how much debt is used to finance the business. While some debt may be prudent, depending on too much debt financing can increase risk.
Formula: Current assets minus current liabilities
Working capital is used by a lender to help gauge the ability of a company to weather difficult financial periods. Working capital is calculated by subtracting current liabilities from current assets. Due to differences in businesses and the fact that working capital is not a ratio but an absolute amount, it is difficult to predict the ideal amount of working capital for your business without making use of other financial measures. (Including the Quick Ratio and the Current Ratio.)
The Fine Print
Members First partners with KJE Computer Solutions, LLC to provide our members with financial calculators. This information and the interactive calculators are made available to you as self-help tools for your independent use and are not intended to provide investment advice. We cannot and do not guarantee their applicability or accuracy in regards to your individual circumstances. All examples are hypothetical and are for illustrative purposes. We encourage you to seek personalized advice from qualified professionals regarding all personal finance issues.
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Subsets and Splits