Definition of a Phase Diagram

Definition: For a given substance, it is possible to make a phase diagram which outlines the changes in phase (see image to the right). Generally temperature is along the horizontal axis and pressure is along the vertical axis, although three-dimensional phase diagrams can also account for a volume axis. Curves representing the Fusion curve (liquid/solid barrier, also known as freezing/melting), the Vaporization curve (liquid/vapor barrier, also known as evaporation/condensation), and the Sublimation curve (solid/vapor barrier)) can be seen in the diagram. The area near the origin is the Sublimation curve and it branches off to form the Fusion curve (which goes mostly upward) and the Vaporization curve (when goes mostly to the right). Along the curves, the substance would be in a state of phase equilibrium, balanced precariously between the two states on either side. The point at which all three curves meet is called the triple point. At this precise temperature and pressure, the substance will be in a state of equilibrium between the three states, and minor variations would cause it to shift between them. Finally, the point at which the Vaporization curve ends is called the critical point. The pressure at this point is called the critical pressure and the temperature at this point is the critical temperature. For pressures or temperatures (or both) above these values, essentially there is a blurry line between the liquid and gaseous states. Phase transitions between them do not take place, although the properties themselves can transition between those of liquids and those of gases. They just do not do so in a clear-cut transition, but metamorph gradually from one to another. For more on phase diagrams, including three-dimensional phase diagrams, see our article on states of matter. Also Known As: state diagram, change of phase diagram, change of state diagram

The idea of Cultural Identity - Free Essay Example

Sample details Pages: 2 Words: 600 Downloads: 9 Date added: 2019/04/10 Category Culture Essay Level High school Tags: Cultural Identity Essay Did you like this example? The idea of cultural identity is a subject that establishes common interests, beliefs, ethics, and habits among society members. Most think that where you go they have to change how you act based off how others around you act. This form of cultural identity is known as an fluid cultural identity. Don’t waste time! Our writers will create an original "The idea of Cultural Identity" essay for you Create order In most cases this form of identity is helpful to many individuals where it allows them to fit in easier and become apart of a society allowing them to become more comfortable. Another common cultural identity is a fixed identity, this form of identity is where the individual stays true to himself no matter where they are or who they are around. InThe Absolute True Diary Of A Part Time Indianby Sherman Alexie, the main character, Junior, would have a fluid cultural identity. Junior is an adolescent who is poor and lives on an indian reservation, Junior was born with cerebral spinal fluid inside his skull. However Junior was fond of art and math and was good at basketball. In the beginning of the book Junior was attending high school on the reservation with his best friend Rowdy and other reservation kids, further on in the story Junior transfers to an affluent white high school. In his new school Junior tries to fit in acting as if he is not poor once he has found affections for a girl named Penelope. This is what you consider a fluid cultural identity, where Junior tries fitting in. An example in the story is on halloween, where both Junior and Penelope dress up as homeless people, and Junior jokes that his costume is not too far off from the clothing he usually wears. He says this as a joke but truly it was similar to clo thes Junior was used to wearing. Overall Junior is following the way of others around him in order to fit in with the crowd. In the story Junior says, Poverty doesnt give you strength or teach you lessons about perseverance. No, poverty only teaches you how to be poor. Junior was used to being poor and in poverty, meanwhile in school he tried to adapt and be someone different around a new crowd. Another fluid cultural based article is the poem Let America Be America Again by Langston Hughes. Hughes declares the idea of letting America be America again, it should be great strong land of lovenot a land that drove off negro slaves. The idea of this poem is that people changed how the American society was run. Once the idea of individuals not given the proper freedom and being driven off land this same idea was put to use over decades. This poem relates to a fluid based culture because America has become a society where they drive people off there own land and taking away peoples freedom. Hughes whole says It never was America to me. meaning America was or use to be considered a land of freedom and liberty and cultural influences / identities changed the ways of a land. In conclusion, there are many forms of cultural identity such as fluid and fixed. People may say having a fixed identity is better because you can stay true to yourself and be who you are no matter your surroundings. However a fluid identity is the better option because it allows you to become apart of the society you are in and be welcomed in a quicker manner and adapt to that form of lifestyle. A fluid identity allows you to face new experiences instead of sticking to your regular routine on an everyday basis.

50 Harmful Effects of Genetically Modified (Gm) Foods

50 HARMFUL EFFECTS OF GENETICALLY MODIFIED (GM) FOODS In a sentence This article outlines the many harmful effects of GM or genetically-modified foods (known also as genetically-engineered foods) and representng lab-created GMOs or genetically-modified organisms. By Nathan Batalion, ND We are confronted with what is undoubtedly the single most potent technology the world has ever known - more powerful even than atomic energy. Yet it is being released throughout our environment and deployed with superficial or no risk assessments - as if no one needs to worry an iota about its unparalleled powers to harm life as we know it - and for all future generations. Updated 2009. Comments email: naturolism@gmail.com More blue†¦show more content†¦Why not take this assembly-line process to the next logical and progressive level? What s wrong then with the advance of genetic engineering? No doubt, with hybridizations conscious life is manipulated. But living organisms continue to make some primary genetic decisions amid limited selections. We can understand this with an analogy. There is an immense difference between being a matchmaker and inviting two people to a dinner party, to meet and see if they are compatible. This differs essentially from forcing their meeting and union or a violent date rape. The former act may be divine, and the latter considered criminal. The implication is that biotechnology involves vital moral issues in regard to the whole of life in nature. With biotechnology, roses are no longer crossed with just roses. They are mated with pigs, tomatoes with oak trees, fish with asses, butterflies with worms, orchids with snakes. The technology that makes this all possible is called biolistics - a gunshot-like violence that pierces the nuclear membrane of cells. This essentially violates not just the core chambers of life (physically crossing nuclear membranes) but the conscious-choice principle that is part of living nature s essence. Some also compare it to the violent crossing of territorial borders of countries, subduing inhabitants against their will. What will happen if thisShow MoreRelatedGenetically Modified Food And Drug Administration1101 Words   |  5 PagesA Fishy Modification The method by which food finds its way to our local grocer could soon change. For the first time, the Unites States Food and Drug Administration (FDA) is considering the approval and release of genetically-modified (GM) salmon into the American marketplace (Big Fish). Salmon, of course, is just the brink of the biological possibilities. The possibility of the introduction of any GM foods is monumental. Man’s ability to increase the food supply guarantees major benefits; neverthelessRead MoreHarmful Effects Of Genetically Modified Organisms1666 Words   |  7 PagesJanuary 2015 The Harmful Effects of Genetically Modified Organisms Does one really know how harmful genetically modified foods are to living organisms, or even to the environment? In grocery stores, 70% of the processed food sold contains genetically modified soybeans and corn. Also, a large percentage of canola, sugar beets, and sugar cane are genetically modified. Without even knowing it, Americans have been consuming genetically modified ingredients that have been hidden in their food since 1996.Read MoreGenetically Modified Foods1693 Words   |  7 PagesGenetically modified foods (GM) are foods that come from organisms whose genetic material has been modified in a way that is not natural. Introducing a gene from a different organism to foods is an example of a way that genetic modification is used. This type of genetic engineering involves altering, transferring, and recombining genes from disparate organisms. It is said that genetic modification is to be one of the most advanced uses of technology to ever been devised. There are two commonRead MoreMandatory Labeling Of Genetically Modified Foods1726 Words   |  7 PagesMandatory Labeling of Genetically Modified Foods The late nineteenth century brought forth some of the most breakthrough scientific discoveries. One such breakthrough were Genetically Engineered (Modified) Organisms which were initially meant to reduce world hunger by being able to mass produce crops and also allow the produce to have a longer shelf life and be more ripe. However, the increasing methods of germinating crops and new, more compelling evidence from thorough scientific research has ledRead MoreThe Controversial Issue Of Public Health Issue725 Words   |  3 PagesJoshi 10/23/2013 Controversial Public Health Issue There are several controversial issues confronting us today; from Universal Healthcare (Obama Care) to Stem Cell research, to vaccinations, to genetically engineered (GE)/genetically modified (GM) foods. However, I shall look at genetically modified foods as the controversial issue for this article. I shall look at an article from the mass media about this controversial public health issue and place emphasis on the message the document wants to conveyRead MoreGenetically Modified Organisms: Dangerous Health Concerns600 Words   |  3 PagesGenetically Modified Organisms: Dangerous Health Concerns In the past few years, people have become more and more health conscious about what they eat. 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ThoughRead MoreEthical Concerns Of Genetically Modified Organisms Essay1384 Words   |  6 PagesEthical Concern and Genetically Modified (GM) Crops Are Genetically Modified (GM) crops safe for environment? Might organisms and environment be harmed by GM crops? According to the World Health Organization (2014. 1), Genetically modified organisms (GMOs) can be defined as organisms (i.e. plants, animals or microorganisms) in which the genetic material (DNA) has been altered in a way that does not occur naturally by mating and/or natural recombination. The technology is often called modernRead MoreIndividuals Educated in Biology or Who Are Health Conscious Are Opposed to the Genetic Modification of Foods1324 Words   |  6 PagesIntroduction: Genetically modified foods are food products that have had their genetic make-up altered or changed using various genetic engineering techniques. This includes inserting foreign DNA in to an organism in order to introduce favourable traits or enhancing, altering or removing existing features of organisms. These are techniques that do not occur naturally in the environment and therefore GM is capable of creating the â€Å"ideal† organism. GM is used for various reasons but is usually advantageousRead MoreEssay about GMF and Effects on Human Health710 Words   |  3 Pages Effects on Human Health   Ã‚  Ã‚  Ã‚  Ã‚   With the way technology has grown, especially in the field of genetic engineering, has led scientists to figure out a way to alter how food is made. This raises concerns and lot of questions regarding the methods they are using. From what possible side effects can occur to the risks it poses to everyone and everything. Unfortunately, there has been limited research and testing done. With that in mind there is not enough information available about the hazards of

Personality Disorders Essay - 1330 Words

There are personality disorders, and then there are extremely troubling personality disorders that haunt you if you have ever met someone who had one. Antisocial personality disorder would be the latter. Often called sociopaths or psychopaths, individuals with Antisocial Personality Disorder exhibit a lack of conscience, and have a complete disregard for the safety of those around them and their self (American Psychological Association [APA], 2000). While half of the teenagers in America exhibit these traits, they are only one part of the criterion for the DSM-IV to diagnose someone with this personality disorder. As adults, individuals with ASPD are often unable to maintain a job or relationships with others as they are irresponsible and†¦show more content†¦In a study, Meloy (2007) found that â€Å"2/3 of all psychiatrists believe that a ‘psychopathic disorder’ can be a treatable condition† (pg 1). The checklist for measuring mild to severe psychopathy takes an interesting perspective and measures several traits that are distinctive to common psychopathic behavior. Glibness, parasitic lifestyle, callousness, promiscuous behavior are only some of the traits that are measured on a scale of 0-2, 0 not fitting at all, 2 fitting them perfectly and then tallied together (Meloy 2007). 10-19 would be only very mild psychopathy, possibly borderline, 20-29 would be moderately psychopathic, and anything over 30 is definitely considered psychopathic for all intents and purposes (Meloy 2007). Biological traits can be often overlooked when diagnosing ASPD, as Conduct Disorder is often thought to be an environmental problem, for example growing up in an abusive family or in a bad neighborhood or being bullied as a child. However, in an experiment composed of 27 males with Early Onset Conduct Disorder or EOCD, 25 males with Adolescent Onset Conduct Disorder or AOCD, and 23 healthy males (those without Conduct Disorder or any other personality disorder for that matter) as the control group, the experiment concluded that there were increased levels of function in the amygdala as compared to the control group on neutral faces (Passamonti et al., 2010). EOCD is thought to be more persistent than AOCD as attributed to more amygdala functionShow MoreRelatedBorderline Personality Disorder And Personality Disorders931 Words   |  4 PagesIntroduction Amad, Ramoz, Thomas, Jardri and Gorwood questioned if borderline personality disorder runs in families through genetics. Although not stated borderline personality disorder was first diagnosed as an illness in 1980. Borderline personality disorder is a common mental disability that causes someone to experience unstable moods and occasionally have psychotic episodes. Gene-environment interaction which is when 2 different genotypes respond to different environmental variation in differentRead MoreBorderline Personality Disorder And Personality Disorders2101 Words   |  9 PagesBorderline Personality Disorder Emani J. Mills Psychology of Personality Catinia Farrington INTRODUCTION â€Å"Personality disorders have been documented in approximately 9 percent of the general U.S. population† (Angstman, Rasmussen, 2011). Emotional dysregulation disorder or its common name borderline personality disorder is a very serious and chronic disorder. The Diagnostic and Statistical Manual of Mental Disorders Fourth Edition (DSM-IV) describes borderline personality disorder as â€Å"aRead MorePersonality Disorders : Borderline Personality Disorder926 Words   |  4 PagesBorderline personality disorder is the most frequent and the most severe of all personality disorders in clinical practice, it s a serious mental disorder with a characteristic pervasive pattern of instability in affect regulation, impulse control, interpersonal relationships, and self-image. It s characterized by severe psychological impairment and high mortality rate due to suicide. (Gado, 2016, p.47) Our group has chosen to focus and elaborate on some of the different personality disorders that existRead MoreThe Personality Of A Personality Disorder2415 Words   |  10 Pagessome of the personality disorders. Every time they hear about those disorders people tend to think that there is murder and abuse involve and that those people are dangerous to society. Since people lack knowledge about the different types of personality disorders, they tend to lack the ability to deal with those type of people. There has always been questions about the symptoms, causes, treatment and involvement in society that involve the Antisocial, Anxiety and Narcissist disorders. We hear aboutRead MoreThe Personality Of Antisocial Personality Disorder1003 Words   |  5 PagesAntisocial personality disorder is a disregard for others rights and violating theses rights. This disorder starts as a child to people who carry this disorder portray the characteristics of irritability, aggressiveness, lack of remorse, and irresponsibility. A psychopath falls under the umbrella of antisocial personality disorders. A psychopath is a person with a personality disorders which is inherited from their parents at birth. 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The trait theory of personality is one that attempts to explain personality by identifying patterns of behavior that include relatively stable characteristics which in turn causes individuals to consistently behave in particular ways (Funder, 2015). While personality may change due to different situations or states, the trait theory proposes that overall personality characteristicsRead MorePersonality Of Personality Disorders And The Wpa Section On Personality Disorder1359 Words   |  6 PagesPersonality disorder has being and issue among therapist and psychiatrist. Also Personality disorder is presently being acknowledged as an essential condition in standard psychiatry over the world. In spite of the fact that it regularly stays unrecognized in customary practice, research studies have demonstrated that it is familiar, makes significant bleakness, is connected with high expenses to admini strations and to society, and meddles, generally adversely, with advancement in the treatment ofRead MorePersonality Disorders And Eating Disorders1925 Words   |  8 Pagestypes of disorders. I am personally interested in personality disorders and eating disorders. Now that might sound weird, but what I mean is I find it interesting and want to figure out how it effects people. I want to know how it effects people’s daily life. Now a day’s society glorifies personality disorders such as depression and eating disorders in general. Disorders aren’t something to be glorified they are something that some people struggle with and sometimes can’t live with their disorder or illnessRead MoreThe Personality Of Antisocial Personality Disorder1941 Words   |  8 PagesToday it is estimated that .6 to 4% of the general population are thought to have antisocial personality. (Thompson, 2014) Antisocial disorder is a personality disorder in which a person may have b ehavioral deficits or tendencies not accepted as normal by society’s standard. Antisocial personality disorder is sometimes also known as sociopathy. Someone who has this disorder may be called a sociopath. Some behavioral deficits seen in sociopaths include, superficial charm, pathological lying, lack

Link Manufacturing Process and Product Life Cycles Free Essays

string(117) " only a few models and use a relatively mechanized and connected production process, such as a moving assembly line\." 133 Link manufacturing process and product life cycles Focusing on the process gives a new dimension to strategy Robert H. Hayes and Steven C. Wheelwright Although the product life cycle concept may have value for managers, its emphasis on marketing can make it inadequate for strategic planners. We will write a custom essay sample on Link Manufacturing Process and Product Life Cycles or any similar topic only for you Order Now These authors point out that using a process life cycle can help a company choose among its various manufacturing and marketing options. Using the concept of a â€Å"product-process matrix,† they show how a company’s position reflects its weaknesses and strengths, and they discuss the implications for corporate strategy. Mr. Hayes is professor of business administration at the Harvard Business School. He is currently serving as faculty chairman of and teaching at Harvard’s Senior Managers Program in Vevcy, Switzerland. One of his previous articles in HBR is â€Å"How Should You Organize Manufacturing? † (coauthor, Roger W. Schmenner, JanuaryFchruary 1978). Mr. Wheelwright is associate professor of business administration at the Harvard Business School. He is currently teaching in the MBA program and is faculty chairman of Harvard’s executive program on Manufacturing in Corporate Strategy. One of his previous HBR articles is â€Å"Corporate Forecasting: Promise and Reality,† [coauthor, Darral G. Clarke, NovemberDecember 1976). The regularity of the growth cyeles of living organisms has always fascinated thoughtful observers and has invited a variety of attempts to apply the same principles—of a predictable sequence of rapid growth followed by maturation, decline, and death-to companies and selected industries. One such concept, known as the â€Å"product life cycle/’ has been studied in a wide range of organizational settings. However, there are sufficient opposing theories to raise the doubts of people like N. K. Dhalla and S. Yuspeh, who argued in these same pages a few years ago that businessmen should forget the product life cycle concept. Irrespective of whether the product life cycle pattern is a general rule or holds only for specific cases, it does provide a useful and provocative framework for thinking about the growth and development of a new product, a company, or an entire industry. One of the major shortcomings of this approach, however, is that it concentrates on the marketing implieations of the life cycle pattern. In so doing, it implies that other aspects of the business and industry environment move in concert with the market life cycle. While such a view may help one to think back on the kinds of ehanges that occur in different industries, an individual company will often find it too simplistic for use in its strategic planning. In fact, the concept may even be misleading in strategic planning. In this article we suggest that separating the product life cycle concept from a related but distinct phenomenon that we will call the â€Å"process life I TJie Product Life Cycle and Internationa! Trade. Louis T. Wells, |r. , ed. ICambridge, Mass. ; HarvaiiJ University Press, 1D71I, im example. proviJcs evidence from a number of industries that argues for broad application of this concept, 2. N. K. Dhalla and S. Yuspirh, â€Å"Forget the Priidutt Life Cycle Cnni;epU† HBR I3nuary-February 197(1, p. 101. 134 Harvard Business Review January-February 1979 cycle† facilitates the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. The product-process matrix The process life cycle has heen attracting increasing attention from husiness managers and researchers over the past several years. ^ Just as a product and market pass through a series of major stages, so does the production process used in the manufacture of that product. The process evolution typically hegins with a â€Å"fluid† process—one that is highly flexible, hut not very cost efficient—and proceeds toward increasing standardization, mechanization, and automation. This evolution culminates in a â€Å"systemic process† that is very efficient hut much more capital intensive, nterrelated, and hence less flexible than the original fluid process. Using a product-process matrix, Exhibit I suggests one way in which the interaction of both the product and the process life cycle stages can he represented. The rows of this matrix represent the major stages through whieh a production process tends to pass in going from the fluid form in the top row to the sys temic form in the bottom row. The columns represent the product life cycle phases, going from the great variety associated with startup on the left-hand side to standardized commodity products on the right-hand side. Diagonal position A company [or a husiness unit within a diversified company) can be characterized as occupying a particular region in the matrix, determined by the stage of the product life cycle and its choice of production process for that product. Some simple examples may clarify this. Typical of a company positioned in the upper left-hand comer is a commercial printer. In such a company, each job is unique and a jumbled flow or job shop process is usually selected as being most effective in meeting those product requirements. In such a job shop, jobs arrive in different forms and require different tasks, and thus the equipment tends to be relatively general purpose. Also, that equipment is seldom used at ioo% capacity, the workers typically have a wide range of production skills, and each joh takes much longer to go through the plant than the lahor hours required by that job. Further down the diagonal in this matrix, the manufacturer of heavy equipment usually chooses a production structure characterized as a â€Å"disconnected line flow† process. Although the company may make a numher of products (a customer may even be able to order a somewhat customized unit), economies of scale in manufacturing usually lead such companies to offer several hasic models with a variety of options. This enables manufacturing to move from a job shop to a flow pattern in which batches of a given model proceed irregularly through a series of work stations, or possihly even a lowvolume assembly line. Even further down the diagonal, for a product like automobiles or major home appliances, a company will generally choose to ake only a few models and use a relatively mechanized and connected production process, such as a moving assembly line. You read "Link Manufacturing Process and Product Life Cycles" in category "Life" Such a process matches the product life cycle requirements that the automobile companies must satisfy with the economies availahle from a standardized and automated process. Finally, down in the far right-hand comer of the matrix, o ne would find refinery operations, such as oil or sugar processing, where the product is a commodity and the process is continuous. Although such operations are highly specialized, inflexible, and capital intensive, their disadvantages are more than offset by the low variable costs arising from a high volume passing through a standardized process. In Exhibit 7, two corners in the matrix are void of industries or individual companies. The upper right-hand comer eharacterizes a commodity product produced by a job-shop process that is simply not economical. Thus there are no companies or industries located in that sector. Similarly, the lower left-hand corner represents a one-of-a-kind product that is made by continuous or very specific processes. Such processes are simply too inflexible for such unique product requirements. Off the diagonal The examples cited thus far have been the more familiar â€Å"diagonal cases,† in which a certain kind of product structure is matehed with its â€Å"natural† process structure. But a company may seek a position 3. For example, William ), Abernathy and Philip L. Townscnd, â€Å"TechnoloRy, Pioductivity, and Process Changes,† in Tachnalo^icdl Forfcoitinj: iind Social Cbange, Volume VII, No. 4, 1975, p. ^79) Abcmathy and lames Ulierback, â€Å"DyQ. mic Model of Process and Product Innovation,† Omega, Volume HI, No. 6, 1975, p. 6i9i Abernathy and Uuerback, â€Å"Innovation and the Evolution of Technology in the Firm,† Harvard Business School Working P. iper |HBS 7S-fiR, Revised |unc 197^!. Process life cycles 135 Exhibit I Matching major stages of product and process life cycles Product structure Product life cycle stage I Low volume-low standardization, one of a kind Multiple products low volume Few major products higher volume IV High volume-high standardization. commodity products Process structure Process life cycle stage Jumbled flow (job shop) Commercial printer Disconnected line Mow (batch) Heavy equipment Connected line flow (assembly line) Automobile assembly IV Continuous flow off the diagonal instead of right on it, to its competitive advantage. Rolls-Royce Ltd. still makes a limited product line of motor cars using a process that is more like a job shop than an assembly line. A company that allows itself to drift from the diagonal without understanding the likely implications of such a shift is asking for trouhle. This is apparently the case with several companies in the factory housing industry that allowed their manufacturing operations to become too capital intensive and too de- 136 Harvard Business Review January-February 1979 pendent on stable, high-volume production in the early 1970s. As one might expect, when a company moves too far away from the diagonal, it hecomes increasingly dissimilar from its competitors. This may or may not, depending on its success in achieving focus and exploiting the advantages of its niche, make it more vulnerable to attack. Coordinating marketing and manufacturing may become more difficult as the two areas confront increasingly different opportunities and pressures. Not infrequently, companies find that either inadvertently or by conscious choice they are at positions on the matrix very dissimilar from those of their competitors and must consider drastic remedial action. Most small companies that enter a mature industry start off this way, of course, which provides one explanation of both the strengths and the weaknesses of their situation. One example of a company’s matching its movements on these two dimensions with changes in its industry is that of Zenith Radio Corporation in the mid-1960s. Zenith had generally followed a strategy of maintaining a high degree of flexibility in its manufacturing facilities for color television receivers. We would characterize this process structure at that time as being stage 2. When planning additional capacity for color TV manufacturing in 1966 [during the height of the rapid growth in the market), however. Zenith chose to expand production capacity in a way that represented a clear move down the process dimension, toward the matrix diagonal, by consolidating color TV assembly in two large plants. One of these was in a relatively low-cost labor area in the United States. While Zenith continued to have facilities that were more flexible than those of other companies in the industry, this decision reflected corporate management’s assessment of the need to stay within range of the industry on tbe process dimension so that its excellent marketing strategy would not be constrained by inefficient manufacturing. It is interesting that seven years later Zenith made a similar decision to keep all of its production of color television chasses in the United States, rather than lose the flexibility and incur the costs of moving production to the Far East. This decision, in conjunction with others made in the past five years, is now being called into question. Using our terminology. Zenith again finds itself too far above the diagonal, in comparison with its large, primarily Japanese, competitors, most of whom have mechanized their production processes, positioned them in low-wage countries, and embarked on other costreduction programs. Incorporating this additional dimension into strategic planning encourages more creative thinking about organizational competence and competitive advantage. It also can lead to more informed predictions about the changes that are likely to occur in a particular industry and to consideration of the strategies that might be followed in responding to such charges. Finally, it provides a natural way to involve manufacturing managers in the planning process so that they can relate their opportunities and decisions more effectively with marketing strategy and corporate goals. The experience of the late 1960s and early 1970s suggests that major competitive advantages can accrue to companies that are able to integrate their manufacturing and marketing organization with a common strategy. ^ Using the concept We will explore three issues that follow from the product-process life cycle: [1) the concept of distinctive competence, [2) the management implications of selecting a particular product-process combination, considering the competition, and |3) the organizing of different operating units so that they can specialize on separate portions of the total manufacturing task while still maintaining overall coordination. Distinctive competence Most companies like to think of themselves as being particularly good relative to their competitors in certain areas, and they try to avoid competition in others. Their objective is to guard this distinctive competence against outside attacks or internal aimlessncss and to exploit it where possible. From time to time, unfortunately, management becomes preoccupied with marketing concerns and loses sight of the value of manufacturing abilities. When this happens, it thinks about strategy in terms only of the product and market dimension within a product life cycle context. In effect, management concentrates resources and planning efforts on a relatively narrow column of the matrix shown in Exhibit 1 on page r35. 4. See â€Å"Manufacturing—Missing Link in Corporate Stiatcgy,† by Wickham Skinner, HBR May-June 1969, p. i]6. Process life cycles 137 Exhibit II Expanded product-process matrix Product structure Product lite cycle stage III Low volume —low standardization, one of a kind Process structure Process life cycle stage Multiple products low volume Few major products higher volume IV High volume-fiigh standardization. commodity products Key management tasks Flexibilityquality †¢ Fast reaction †¢ Loading plant, estimating capacity †¢Estimating costs and delivery times †¢ Breaking bottlenecks †¢ Order tracing and expediting †¢ Systematizing diverse elements †¢ Developing standards and methods, improvement †¢ Balancing process stages †¢ Managing large, specialized, and complex operations †¢ Meeling material requirements †¢ Running equipment at peak efficiency †¢ Timing expansion and technological change †¢ Raising required capital Jumbled flow (lobshop) Disconnected line flow (batch) Connected line flow (assembly line) IV Continuous flow Hone Dependabilitycost Flexibility-quality Dependability-cosi dominant competitive mode †¢ Custom design †¢ General purpose †¢ High margins †¢ †¢ †¢ †¢ Custom design Ouality control Service High margins †¢ Standardized design †¢ Volume manufacturing †¢ Finished goods inventory †¢ Distribution †¢ Backup suppliers †¢ Vertical integration †¢ Long runs †¢ Specialized equipment and processes †¢ Economies of scale †¢ Standardized material The advantage of the two-dimensional point of view is that it permits a company to be more precise about what its distinctive competence really is and to concentrate its attentions on a restricted set of process decisions and alternatives, as well as a re- stricted set of marketing alternatives. Real focus is maintained only when the emphasis is on a single â€Å"patch† in the matrix—a process focus as well as a product or market focus. As suggested by Wickham Skinner, narrowing the focus of the business unit’s 138 Harvard Business Review January-February 1979 ctivities and the supporting manufacturing plant’s activities may greatly increase the chance of success for the organization/’ Thinking about both process and product dimensions can affect the way a company defines its â€Å"product. † For example, we recently explored the case of a specialized manufacturer of printed circuit boards. Management’s initial assessment of its positi on on the m. atrix was that it was producing a lowvolume, one-of-a-kind product using a highly connected assembly line process. (This would place it in the lower left comer of the matrix. On further reflection, however, management decided that while the company specialized in small production batches, the â€Å"product† it really was offering was a design capability for special purpose circuit boards. In a sense, then, it was mass producing designs rather than boards. Hence, the company was not far off the diagonal after all. This knowledge of the company’s distinctive competence was helpful to management as it considered different projects and decisions, only some of which were supportive of the company’s actual position on the matrix. Effects of position As a company undertakes different combinations of product and process, management problems change. It is the interaction between these two that determines which tasks will be critical for a given company or industry. Along the process structure dimension, for example, the key competitive advantage of a jumbled flow operation is its flexibility to both product and volume changes. As one moves toward more standardized processes, the competitive emphasis generally shifts from flexibility and quality (measured in terms of product specialization) to reliability, predictability, and cost. A similar sequence of competitive emphases occurs as a company moves along the product structure dimension. These movements in priorities are illustrated in Exhibit 11 For a given product structure, a company whose competitive emphasis is on quality or new product development would choose a much more flexible production operation than would a competitor who has the same product structure but who follows a cost-minimizing strategy. Alternatively, a company that chooses a given process structure reinforces the characteristics of that structure by adopting the corresponding product structure. The former approach 5. â€Å"The Focused Factory,† HBR May-June 1974, p. 113. 6. Robert H. Hayes and Roger W. Schmenner, â€Å"How Should You Organize Manufacturing? † HBR January-February iy78, p. 105. positions the company above the diagonal, while the latter positions it somewhere along it. A company’s location on the matrix should take into account its traditional orientation. Many companies tend to be relatively aggressive along the dimension—product or process-where they feel most competent and take the other dimension as â€Å"given† by the industry and environment. For example, a marketing-oriented company seeking to be responsive to the needs of a given market is more likely to emphasize flexibility and quality than tbe manufacturing-oriented company that seeks to mold the market to its cost or process leadership. An example of these two competitive approaches in the electric motor industry is provided by the contrast between Reliance Electric and Emerson Electric. Reliance, on the one hand, has apparently chosen production processes that place it above the diagonal for a given product and market, and the company emphasizes product customizing and performance. Emerson, on the other hand, tends to position itself below the diagonal and emphasizes cost reduction. As a result of this difference in emphasis, the majority of Reliance’s products are in the upper left quadrant, while Emerson’s products tend to be in the lower right quadrant. Even where the two companies’ product lines overlap. Reliance is likely to use a more fluid process for that product, while Emerson is more likely to use a standardized process. Eaeh company has sought to develop a set of competitive skills in manufacturing and marketing that will make it more effective within its selected quadrants. Concentrating on the upper left versus the lower right quadrant has many additional implications for a company. The management that chooses to compete primarily in the upper left has to decide when to drop or abandon a product or market, while for the management choosing to compete in the lower right a major decision is when to eater the market. In the latter case, the company can watch the market develop and does not have as much need for flexibility as do companies that position themselves in the upper left, since product and market changes typically occur less frequently during the later phases of the product life cycle. Such thinking about both product and process expertise is particularly useful in selecting the match of these two dimensions for a new product. Those familiar with the digital watch industry may recall that in the early 1970s Texas Instruments introduced a jewelry line digital watch. This product represented a matrix combination in the upper left-hand quadrant, as shown in Exhibit U. Unfortunately, this line Process life cycles 139 of watches was disappointing to Texas Instruments, in terms of both volume and profitability. Early in 1976, therefore, TI introduced a digital watch selling for $19. 95. With only one electronic module and a connected line flow production process, this watch represented a combination of product and process further down the diagonal and much more in keeping with TI’s traditional strengths and emphases. Organizing operations If management considers the process structure dimension of organizational competence and strategy, it can usually focus its operating units much more effectively on their individual tasks. For example, many companies face the problem of how to organize production of spare parts for their primary products. While increasing volume of the primary products may have caused the company to move down the diagonal, the follow-on demand for spare parts may require a combination of product and process structures more toward the upper left-hand corner of the matrix. There are many more items to be manufactured, each in smaller volume, and the appropriate process tends to be more flexible than may be the case for the primary product. To accomodate the specific requirements of spare parts production, a cohipany might develop a separate facility for them or simply separate their production within the same facility. Probably the least appropriate approach is to leave such production undifferentiated from the production of the basic product, since this would require the plant to span too broad a range of both product and process, making it less efficient and less effective for both categories of product. The choice of product and process structures will determine the kind of manufacturing problems that will be important for management. Some of the key tasks related to a particular process structure are indicated on the right side of Exhibit U. Recognizing the impact that the company’s position on the matrix has on these important tasks will often suggest changes in various aspects of the policies and procedures the company uses in managing its manufacturing function, particularly in its manufacturing control system. Also, measures used to monitor and evaluate the company’s manufacturing performance must reflect the matrix position selected if such measures are to be both useful and consistent with the corporate goals and strategy. Such a task-oriented analysis might help a company avoid the loss of control over manufacturing that often results when a standard set of control mechanisms is applied to all products and processes. It also suggests the need for different types of management skills [and managers], depending on the company’s major manufacturing tasks and dominant competitive modes. While a fairly narrow focus may be required for success in any single product market, companies that are large enough can [and do) effectively produce multiple products in multiple markets. These are often in different stages of the product life cycle. However, for such an operation to be successful, a company must separate and organize its manufacturing facilities to best meet the needs of each product and then develop sales volumes that are large enough to make those manufacturing units competitive. An example of separating a company’s total manufacturing capability into specialized units is provided by the Lynchburg Foundry, a wholly owned subsidiary of the Mead Corporation. This foundry has five plants in Virginia. As Exhibit U shows, these plants represent different positions on the matrix. One plant is a job shop, making mostly one-of-akind products. Two plants use a decoupled batch process and make several major products. A fourth plant is a paced assembly line operation that makes only a few products, mainly for the automative market. The fifth plant is a highly automated pipe plant, making what is largely a commodity item. While the basic technology is somewhat different in each plant, there are many similarities. However, the production layout, the manufacturing processes, and the control systems are very different. This company chose to design its plants so that each would meet the needs of a specific segment of the market in the most competitive manner. Its success would suggest that this has been an effective way to match manufacturing capabilities with market demand. Companies that specialize their operating units according to the needs of specific, narrowly defined patches on the matrix will often encounter problems in integrating those units into a coordinated whole. A recent article suggested that a company can be most successful by organizing its manufacturing function around either a product-market focus or a process focus. * That is, individual units will either manage themselves relatively autonomously, responding directly to the needs of the markets they serve, or they will be divided according to process stages (for example, fabrication, subassembly, and final assembly), all coordinated by a central staff. Companies in the major materials industriessteel companies and oil companies, for exampleprovide classic examples of process-organized manu- 140 Harvard Business Review January-February 1979 facturing organizations. Most companies that broaden the span of their process through vertical integration tend to adopt such an organzation, at least initially. Then again, companies that adopt a product- or market-oriented organization in manufacturing tend to have a strong market orientation and are unwilling to accept the organizational rigidity and lengthened response time that usually accompany centralized coordination. Most companies in the packaging industry provide examples of such product- and market-focused manufacturing organizations. Regional plants that serve geographical market areas are set up to reduce transportation costs and provide better response to market requirements. A number of companies that historically have organized themselves around products or markets have found that, as their products matured and as they have moved to become more vertically integrated, a conflict has arisen between their original productorganized manufacturing facilities and the needs of their process-oriented internal supply units. As the competitive emphasis has shifted toward cost, companies moving along the diagonal have tended to evolve from a product-oriented manufacturing organization to a process-oriented one. However, at some point, such companies often discover that their operations have hecome so complex with increased volume and increased stages of inhouse production that they defy centralized coordination and management must revert to a more product-oriented organization within a divisionalized structure. ct line with a manufacturing system—a set of people, plants, equipment, technology, policies, and control procedures—that will permit a relatively high degree of flexibility and a relatively low capital intensity? Or should it prefer a system that will permit lower cost production with a loss of some flexibility to change [in products, production volumes, and equipment) and usually a higher degree of capital intensity? This choice will position the company above or below its competito rs along the vertical dimension of our matrix. There are, of course, several dynamic aspects of corporate competitiveness where the concepts of matching the product life cycle with the process life cycle can be applied. In this article, however, we have dealt only with the more static aspects of selecting a position on the matrix. We will discuss in a forthcoming article how a company’s position on the product-process matrix might change over time and the traps that it can fall into if the implications of such moves are not carefully evaluated. Strategy implications We can now pull together a number of threads and summarize their implications for corporate strategy. Companies must make a series of interrelated marketing and manufacturing decisions. These choices must be continually reviewed and sometimes changed as the company’s products and competitors evolve and mature. A company may choose a product or marketing strategy that gives it a broader or narrower product line than its principal competitors. Such a choice positions it to the left or right of its competitors, along the horizontal dimension of our matrix. Having made this decision, the company has a further choice to make: Should it produce this prod- How to cite Link Manufacturing Process and Product Life Cycles, Essays

Facility Location Essay Sample free essay sample

When Arvind arrived at his office on Monday. July 1. 2009. to reexamine end-of-year gross revenues. several affairs commanded his attending. The most pressing was that gross revenues of his Toy Company were turning more than anticipated and it had already stretched his production capacity. To run into farther gross revenues growing projections. he needed to make up ones mind on an option. His company was founded in 1980 with a mission to â€Å"reach children’s imaginativeness and convey out their creativeness. † He called these playthings as â€Å"Learning Toys. † The keys to success in this market were continual development of advanced merchandises and a high degree of merchandise quality. Toys needed to be originative or lasting. available to consumers easy and on clip. New playthings were to be introduced in the spring plaything show. so that orders could be fulfilled by Christmas. The capacity determination had to be made shortly so that following spring’s production demand could be met. We will write a custom essay sample on Facility Location Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Arvind. sing that nature of his determination. requested his selling manager. to come up with gross revenues projections for the following four old ages. The Projections showed that the gross revenues addition were attributed to the followers: †¢ Baby boomers making pre-school and simple school. †¢ Growth of international markets @ 2. 5 % per twelvemonth. †¢ The largest scope was patterned after robotic sketch characters and was demoing strong gross revenues or gross revenues possible. Options: 1. Arvind’s first option was to spread out bing installations. However. even if infinite was available. adding to the installation would set a strain on the already thin direction. 2. The procedure was labour intensive. with fictile parts modeling being the merely skilled places. The procedure consisted of moulded parts being assembled into kits and packaged for cargo. This rendered the procedure easy replicable. The operating cost dislocation across three plaything lines was estimated to be 30 % Materials 20 % Overheads30 % Labor20 % Transportation and distributionThe natural stuffs were non a job at any location. This made it possible for Arvind to see an alternate location. Ten and Y. Ten was merely across the boundary line but recent regional integrating understanding had resulted in decrease of trade barriers. The labour costs were low and if skilled labour was non available transportation of parts from the original works could be done. Yttrium was to be located in Europe which was one to two old ages behind the place state. This was due to miss of telecasting programming aiming kids. A plastic modeling company was looking for a purchaser. but labour costs would be equal comparable to home state and transit costs would increase by 0 to 15 per centum on history of playthings being shipped back. However. the entry ensured European Union as a market leting free motion of factors of production and attractive fiscal inducements. Discussion Questions: 1. How would the company be affected by spread outing to multisite operations? 2. In doing your location determination. what factors would you see to be dominant and which would you see secondary? 3. Make competitory precedences play any function in location determination?

Leadership Competencies

Question: Describe about leadership competencies and a change leader? Answer: Leadership Leadership can be explained as the organizations major capacity of dependable choices to settle and motivate the fellow employees to perform. Good leaders are the one who has the influential capacity to prolifically set and acquire the objectives or goals of the organization under troublesome scenarios and help the organization to attain their objectives and outflank the rivals and move forward. A great vision to attain the goals, self confidence, capacity to motivate others etc makes a great leader. Leadership signifies different prospects to motivate individuals to attain their goals under different circumstances. Leaders are not only related to organizational administration. Leaders come under different diverse things and from all around the globe like political authority, religious initiative and crusading gatherings etc. As per the initiative of transformational thought a motivating leader is the man who possesses different qualities and accompanies the following: Makes a distinct vision and goal to be achieved without any bounds Persuades and rouses different persons to achieve the goal or attaining the vision Figure out the strategies and ways to attain the goals for the benefit Prepares and leads the group along with the goal for achieving the desired Leaders are the ones who not only help themselves but also the other people and guide them to do the rightful things. Leaders create a major vision to achieve something. A Leaders main motive is to win and achieve the impossible along with its team or group by motivating and energizing. Leadership Competencies Leadership talents, administration ways and relevant practices along with aptitudes always make a prolific leader. By making full utilization of the competency to deal with the associations can make a leader better setting example for the leaders of the future era (Cao, 1981). Communication Skills: Effective leadership actually helps to know how to deal up with major components that are related to the association, clients, financial specialists etc. Leaders must always possess the capacity to prolifically adjust with important aspect related to the associations success. Good behavior and relational abilities are very important in any leaders experience and aptitudes arrangement. 1. Plan how you'll impart Clarify the objective of the correspondence. Plan precisely before sending it or meeting in individual Anticipate the collector's perspective and sentiments. 2. Convey the message Express your importance with conviction. Relate the message to your bigger objectives. Identify the move to be made. Confirm the other individual gets it. 3. Get the message Keep a receptive outlook. Identify key focuses in the message (Giuliani Kurson, 2002). Value helpful input and utilization it to develop. Confirm your comprehension. Assess the viability of the correspondence a short time later Make correct decision as necessary Motivation: A key administration trademark is to situated exclusive requirements of responsibility for themselves and for their practices. They accept that others are watching them and afterward setting their own measures by what they do. They, indeed, show others how its done, only precisely just as somebody were chasing after them, covertly taking notes and photos of their everyday activities for others to see and follow up on. Motivational administration is in view of the law of roundabout exertion. As per this law, most things in human life are accomplished more effectively by aberrant means as opposed to by direct means (Grint, 2005). You all the more effectively turn into leader to others by showing that you have the characteristics of administration, than you do by requesting others to take after your bearings. One can turn by rousing himself as a motivational leader. Persuading yourself towards brilliance can lead to endeavoring success. You can rouse yourself by providing heart and soul and motivation in a prolific way. You propel others persistently by searching different approaches to enhance the individuals lives and helping them and motivating them to achieve their goals and objectives. You can only turn into a motivational leader by bolster them inside out. The major principle occupation is controlling and calls upon your advancement and makes it to the higher prospect of being a leader in every aspect of life. Values Goals: Leaders should first comprehend and afterward convey their own worth frameworks on the off chance that they are to be trusted and took after. Initiative originates from inside of us, as in profoundly held qualities and standards give the guide to the way we lead, and the way other individuals react. It is dependably the Leader's own worth framework that supports them in their journey, whether they are a man of immaculate good fiber, or truly unsavory (Kelly, 2006). On the contrary side, without a reasonable feeling of his or her own particular individual values, the Leader-to-be can get miserably lost, falling foul of irregularity and untrustworthiness as he battles to handle the constituents. It is thoughts that rouse individuals, yet values that tie them together. At the point when a Leader imparts, he or she must be clear whether the subject is thoughts or qualities. Presently this may sound oversimplified, however how often do we hear government officials guaranteeing a thought as a profound, socially critical worth? Along with the values it the critical role of the leaders to set out the goals and achieve it (Lawler, 2005). It is for the good of the organization or personal good but the major role of the leaders is to motivate and employees and lead them to the ultimate goal that is being worked on. Strategy Planning: It is the critical role of the leaders first to sort out the strategies that will be needed to implement in the long run for the success or achievement of the goals and objectives. The leaders should play a prolific role in outlining a strategy and then plan out its execution. A leader is proficient in choosing a well directive strategy by which it will enable to sort out how the objectives can be attained, then to planning is important so that the implementation of strategy works. It is the role of the leader to seek out for the best strategy and planning features (Raatma, 2003). Vision: Vision and administration concentrates on adding to a typical vision and cultivating astounding initiative at all levels. Associations must add to a mutual vision to guarantee a typical reason and an attention on get ready youngsters for what's to come. Leaders ought to concentrate on the center business of learning and educating. Extraordinary leaders have a profound comprehension of progress and how to guide and oversee change that prompts enhancing results for youngsters. Leaders have vision. They share a fantasy and course that other individuals need to share and take after. The initiative of purpose and your vision explanation creates a major statement of hierarchy. The authority vision gets into the environment of work and shows the prolific qualities and the major objectives possessed by the leaders of the association. Leadership Abilities: Likewise with most prevalent adages, it is correctly said that the best leaders are not made but conceived. To some extent it is correct but in case of some incredible authority the situation is inherent (Safire Safir, 1990). It is very essential for a viable leader to have a major grip on motivating its team and lead them to success. Correspondence: Leaders tend to possess good relational abilities. Good abilities to create or keep a relation at each level of business are very necessary. It is mandatory that leaders should possess exceptional abilities related to relations. Persuading groups: Inspiring the team members is one of the major roles that a leader plays. Inspiring the team members and persuading them to work is the major quality that a leader possesses. Group building: Leaders play the role to be a motivational individual to the group. Leaders tend to create major groups so that the functions could be admirably processed out. It shows a major characteristic of an admirable leader. Same if the group doesnt perform well the leader is the whole responsible for the broken consequences and by huge means disappointing the authority. Danger taking: It is critically important on the parts of the leader to figure out the risk. It is also necessary in the due course to take identified risks to come up to a conclusion. Good and motivational leaders take risks and for that if any failure occurs it is the leader that prolifically accepts its mistakes. Objective and Vision setting: A team totally depends upon its leaders to show way to the work being assigned. The leaders always tends to know about the team and the way they are going to perform their tasks, when and how? Every single member of the group is more propelled towards the leader when they express their vision and the major objectives that need to be followed or achieved ('Special Issue Leadership Journal: Indigenous Leadership', 2014). A Change Leader After going through the classes and learning more on leadership, I prolifically have come to know about major new aspects of leadership that was totally unknown to me. The learning session and the quiz have given me a new prospect and whole new view towards the term leadership. In fact I would feel better calling myself a better leader or a change leader after going through a whole new session and learning outcomes on leadership. The learning sessions produced a great deal of new information about leadership (Tracy, 2014). As said above I would love to call myself a change leader because it gave me a whole dimensional change of knowing the major qualities of a leader and how leadership qualities can be well used in the long term of the organization to achieve the significant goals and objectives desired. The learning session also provided the major changes that need to be understood and implemented so that the leadership becomes more effective. It also highlighted how motivation, strategies, planning etc can be a new point to signify the need in leadership change. From this learning session and the quiz related to leadership, I can prolifically state that it would surely educate and change the way of thinking and apply new ways to be a leader and take effective leadership roles by which the change will be for the good (Giuliani Kurson, 2002). References Burns, J. (1978).Leadership. New York: Harper Row. Cao, V. (1981).Leadership. Washington, D.C.: U.S. Army Center of Military History. Giuliani, R., Kurson, K. (2002).Leadership. New York: Hyperion. Grint, K. (2005).Leadership. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Kelly, S. (2006). Leadership Refrains: Patterns of Leadership.Leadership,2(2), 181-201. doi:10.1177/1742715006062934 Lawler, J. (2005). The Essence of Leadership? Existentialism and Leadership.Leadership,1(2), 215-231. doi:10.1177/1742715005051860 Raatma, L. (2003).Leadership. Mankato, Minn.: Bridgestone Books. Safire, W., Safir, L. (1990).Leadership. New York: Simon and Schuster. Special Issue Leadership Journal: Indigenous Leadership. (2014).Leadership,10(2), 263-265. doi:10.1177/1742715014530196 Tracy, B. (2014).Leadership. New York: American Management Association.