The Carl Roger Concept

PP 8203 Practicum III Fall 2007 INSTRUCTOR: |Marjorie Witty | PHONE: |(312) 777-7702 | EMAIL: |[email  protected] edu | FAX: | | ALT PHONE: |(773) 327-1046 | REQUIRED TEXTS: |Title |Client-centered therapy:   Its current practice, implications and theory | |Author(s) |Rogers, Carl R. |Copyright |1951/ 2003 | |Publisher |Houghton Mifflin/ Constable & Robinson, Ltd. | |ISBN |1841198404   | |Edition |   | Title |Embracing nondirectivity | |Author(s) |Levitt, B. (Ed. ) | |Copyright |2005 | |Publisher |Ross-on-Wye, UK:   PCCS Books www. pccs-books. co. k | |ISBN | 898059683 | |Edition |2005 | This Course Requires the Purchase of a Course Packet: YES NO RECOMMENDED READINGS |Title |Person-centered therapy: A revolutionary paradigm | |Author(s) |Bozarth, J.D. | |Copyright | | |Publisher |Ross-on-Wye, UK:   PCCS Books www. pccs-books. co. uk | |ISBN |1898059225 | |Edition |1998 | Title |The tribes of the person-centred nation: An introduction to the schools of therapy related to the person-centered approach. | |Author(s) |Sanders, P. (Ed. ), | |Copyright | | |Publisher |Ross-on-Wye, UK:   PCCS Books www. pccs-books. co. k | |ISBN |1898059608 | |Edition | | Argosy University Illinois School of Professional Psychology Doctoral Practicum III PP 8203 Fall 2007 Syllabus Instructor: Marjorie Witty, Ph. D. Phone: (312) 777-7702 E-mail: [email  protected] eduOffice: 1325 Office hours: Tuesday 1:00 – 3:00; Thursday 10:00 – 12:00 Class meetings: Mondays, 3:30 – 4:45 Required readings Levitt, B. E. (2005). Embracing Nondirectivity. Ross on Rye, UK: PCCS Books. ISBN: 1 898059 68 3. Available from: www. pccs-books. co. uk (On reserve) (EN) Rogers, Carl R. (1951) Client-centered therapy: Its current practice, implications and theory. Boston: Houghton Mifflin. Newer edition: Constable & Robinson, Ltd. (2003). ISBN 1841198404. (On reserve) Wampold, B. E. (2001) The great psychotherapy debate: Models, methods, and findings.Mahwah, NJ : Lawrence Erlbaum Associates. Articles as assigned will be forwarded to you through e-mail. This course does not require the purchase of a course packet. (O) in the syllabus denotes available online or through e-mail, EN refers to Levitt text. CRR refers to Kirschenbaum & Henderson's The Carl Rogers Reader available in Library. Recommended Books (see attached bibliography at end of syllabus. Learning Objectives 1. Achievement of competence in empathic following response process, as assessed by performance in taped therapy sessions. 2.Expanding self-awareness of personal reactions and feelings during the therapy sessions measured by class discussion and students’ self-reports in the comments submitted with each of their therapy tapes. 3. Mastery of basic theory of client-centered therapy (or other orientation) through completion of all assigned readings; assessed by students’ transcript commentaries, participation in discussion. 4. Increased ability to evaluate oneâ₠¬â„¢s own work as a novice therapist, assessed by final self-evaluation and submission of CEC in Spring 2008. Required Assignments:Each term you will be required to present your taped session with a client from your site. Bring an audible tape. Inaudible or hard-to-hear tapes are not acceptable. Check your tape before presenting! Provide a transcript of 20 minutes of the session (any 20 minute segment is fine, but cue up your tape to coincide with the transcript before class. Bring a case conceptualization of 2 – 3 pages. Format will be covered in class. Be sure to obtain a good tape recorder from the library or bring your own on the day you are assigned to present. Schedule of presentations will be determined on the first day of class.Grading and evaluation policy Therapy practicum seminars are graded â€Å"credit/no credit. † In order to successfully complete your practicum, you must receive credit from your site supervisor, from your seminar instructor and pass your Clinical Evaluation Competency (CEC) in Spring 08. The main method of evaluation will be the comments you and I make about your tape assignments and my assessment of success in implementing the necessary and sufficient attitudinal conditions set forth by Carl Rogers. If you are having problems with the assignments, please see me to discuss the difficulty. Attendance at all classes is required.Course Outline, Readings, and Assignments September 10 Introduction to Seminar. Assignments for tape presentations. Required readings for September 10th to be read before the first class: Rogers, C. R. (1951) The attitude and orientation of the counselor. Chapter 2 of Client-centered therapy. (On reserve) Rogers, C. R. (1957). The necessary and sufficient conditions of therapeutic personality change. (CRR, pp. 219-235). September 17 Tape Presentation 1: Defining practice; goals of therapy. Evaluating progress. Required readings: Brodley, B. T. Client-centered therapy: An expressive therapy. (O ) Brodley, B.T. Empathic understanding: Observations of a CC practice (O) Brodley, B. T. Instructions for the clinical interview. (O) (http://adpca. org/articles. html) September 24 Discussion: Ethics Confidentiality and its limits; taping/transcribing and disposition of records. Therapeutic boundaries. Required reading: Brodley, B. T. Ethics in psychotherapy. (handout) October 1 Tape Presentation 2: October 8 Discussion: Empathy, unconditional positive regard Required readings: Witty, M. , Raskin, N. J. , Rogers, C. R.. (in press). Client-Centered Therapy. In Corsini & Wedding (Eds. ), Current Psychotherapies.Excerpt of session by Brodley w/ commentary by Witty (O) October 15 Tape Presentation 3: October 22 Discussion: Congruence: A frequently misunderstood condition Required readings: Brodley, B. T. (1998/2001). Congruence and its relation to communication in client-centered therapy. The Person-Centered Journal, 5(2), 83-116. (In the library) October 29 Tape Presentation 4 Novembe r 5 Multiculturalism & Diversity Issues Required readings: Glauser & Bozarth, J. D. (2001). Person-centered counseling: The culture within. Journal of Counseling & Development, 07489633, Spring2001, Vol. 79, Issue 2 Database: Academic Search EliteMier, S. & Witty, M. Considerations of race and culture in the practice of non-directive client-centered therapy. In Carl Rogers Counsels a Black Client. (O) (on reserve) Knopf, N. Working with gay couples. Witty, M. (2005). Nondirectiveness and the problem of influence. (EN) November 12 Tape Presentation 5 November 19 Chronic Mental Illness and the significantly impaired Required readings: Sommerbeck, L. (2005). Nondirective therapy with clients diagnosed with a mental illness. (EN) Wilders, S. (2005) An exploration of nondirective work with drug and alcohol users. (EN) Recommended: Prouty, G. 1994) Theoretical evolutions in person-centered/experiential therapy: Applications to schizophrenic and retarded psychoses. Westport, CN: Praeger. ( On reserve) Prouty, G. , Van Werde, D. & Portner, M. (2002). Pre-therapy: Reaching contact-impaired clients. Ross on Wye, UK: PCCS Books. (On reserve) Shlien, J. M. (1961/2003). A client-centered approach to schizophrenia: First approximation. In A. Burton (Ed. ), The Psychotherapy of the Psychoses (pp. 285- 317). New York: Basic Books. Also in To Lead an Honorable Life: Invitations to think about Client-Centered Therapy and the Person-Centered Approach. Edited by P. Sanders.Ross-on-Wye: PCCS Books. (On reserve) November 26 Tape Presentation 6 December 3 How clients make therapy work. Required readings: Brodley, B. T. (in press). Non-directivity in client-centered therapy. (O) Bohart, A. C. Chapters from How Clients Make Therapy Work. Recommended: Bohart, A. C. & Tallman, K. (1999) How clients make therapy work. Washington, D. C. : APA. December 10 CCT case conceptualization and prep for CEC. Required reading: Rogers, C. R. (1961) Ellen West—and Loneliness. (in CRR, pp. 157-1 68) Shlien, John M. (1987/2003) A Countertheory of Transference. Person-Centered Review, 2 (1), 15-49. Reprinted in Shlien, J.M. (2003). To Lead an Honorable Life: Invitations to think about Client-Centered Therapy and the Person-Centered Approach. Edited by P. Sanders. Ross-on-Wye: PCCS Books. (O)(also on reserve) Program Outcomes: The Doctoral program in Clinical Psychology at Argosy University, Chicago Campus is an APA accredited program (APA, 750 First St. NE, Washington, DC 20002, 202-336-5500). This program is designed to educate and train students so that they may eventually be able to function effectively as clinical psychologists. To ensure that students are prepared adequately, the curriculum provides for the meaningful integration of heory, training and practice. The Clinical Psychology program at Argosy University Chicago Campus emphasizes the development of attitudes, knowledge, and skills essential in the formation of professional psychologists who are committed to the ethical provision of quality services. Specific objectives of the program include the following: †¢ Goal 1: Prepare professional psychologists to accurately, effectively, and ethically select, administer, score, interpret, and communicate findings of appropriate assessment methods informed by accepted psychometric standards and sensitive to the diverse characteristics and needs of clients. OBJECTIVE 1A: ACCURATELY AND ETHICALLY ADMINISTER AND SCORE VARIOUS PSYCHODIAGNOSTIC INSTRUMENTS. o Objective 1b: Accurately interpret and synthesize assessment data in the context of diversity factors, referral questions, and specific objectives of the assessment, and organize and communicate results in writing and orally. o Objective 1c: Examine psychometric properties of psychological assessment instruments, and use that knowledge to evaluate, select, administer, and interpret psychological tests and measures appropriate for the client, the referral question, and the objectives of the ass essment. Goal 2: Prepare professional psychologists to select, implement, and evaluate psychological interventions consistent with current ethical, evidence-based, and professional standards, within a theoretical framework, and with sensitivity to the interpersonal processes of the therapeutic relationship and the diverse characteristics and needs of clients. o Objective 2a: Synthesize the foundations of clinical psychology, including psychopathology, human development, diagnosis, diversity, ethics, and various therapeutic models in clinical applications. Objective 2b: Select, plan, and implement ethical and evidence-based interventions with sensitivity to the diverse characteristics and needs of clients. o Objective 2c: Demonstrate knowledge, skills, and attitudes to effectively implement and participate in psychological consultation and supervision. Objective 2d: Demonstrate personal development and self-reflective capacity, including growth of interpersonal skills, and therapeuti c relationships. †¢ Goal 3: Prepare professional psychologists to analyze the complexity and multidimensionality of human diversity, and emonstrate the knowledge, skills, and attitudes necessary to understand diverse worldviews and the potential meaning of social, cultural, and individual differences for professional psychological services. †¢ Goal 4: Prepare professional psychologists to examine the historical context and the current body of knowledge of biological, cognitive, affective, developmental, and social bases of human functioning. †¢ Goal 5: Prepare professional psychologists to critically evaluate the current and evolving body of scholarly literature in psychology to inform professional practice. Disability StatementIt is the policy of the Argosy University/Chicago to make reasonable accommodations for qualified students with disabilities, in accordance with the Americans with Disabilities Act (ADA). If a student with disabilities needs accommodations to c omplete the instructor’s course requirements, the student must notify the Director of Student Services. Procedure for documenting student disability and the development of reasonable accommodation will be provided to students upon request. Students will be notified by the Director of Student Services when each request for accommodation is approved or denied in writing via a designated form.It is the student’s responsibility to present the form (at his or her discretion) to the instructor in order to receive the requested accommodations in class. In an effort to protect student privacy, Student Services will not discuss the accommodation needs of any student with instructors. Instructor’s Note: If you choose not to disclose that you have a disability which affects your academic or clinical performance, then you are taking full responsibility for any related consequences which may occur.I cannot accommodate what I don’t know about. You need not disclose the diagnosis or the nature of the disability itself, you need only bring me your accommodation letter. Disclosing a disability after an assignment is due is too late to be helpful for that assignment although accommodations can be made from that point forward. Academic dishonesty/plagiarism statement The University seeks to foster a spirit of honesty and integrity. Any work submitted by a student must represent original work produced by that student.Any source used by a student must be documented through normal scholarly references and citations, and the extent to which any sources have been used must be apparent to the reader. The University further considers resubmission of a work produced for one course in a subsequent course or the submission of work done partially or entirely by another to be academic dishonesty. It is the student’s responsibility to seek clarification from the course instructor about how much help may be received in completing an assignment or exam or pro ject and what sources may be used.Students found guilty of academic dishonesty or plagiarism shall be subject to disciplinary action up to and including dismissal from the University. Technology Statement The University encourages the use of technology throughout the curriculum. This course uses methods such as email communication, videotapes and online syllabus and assignments. Save this syllabus Retain a copy of the syllabus as documentation of coursework that might be needed for licensure. This page is to be turned in to your instructor. It will be held by your instructor until after the grade appeal time allotment.PP8203 Practicum Seminar III Fall 2007 I, ____________________________________, have read this syllabus and understand the course requirements. Date: _____________________________________ Note: many of these readings can be found online or will be on reserve in the library. You are only required to obtain the books listed at the top of the syllabus. Recommended Reading s: Asay T. P. , & Lambert M. J. (1999). The empirical case for the common factors in therapy: Quantitative findings. In M. A. Hubble, B. L. Duncan, & S. D. Miller (Eds. ), The heart and soul of change: What works in therapy (pp. 3-55). Washington, DC: American Psychological Association. Bohart, A. C. (2004). How do clients make empathy work? Person-Centered and Experiential Psychotherapies, 3(2), 102-116. Bozarth, J. D. (1998). Person-centered therapy: A revolutionary paradigm. Ross on Wye, UK: PCCS Books. (On reserve) Brodley, B. T. (1999b). A client-centered demonstration in Hungary. In I. Fairhurst, Women Writing in the Person-Centered Approach, (pp. 85-92). Ross-on-Wye, UK: PCCS Books. Brodley, B. T. (1997). The nondirective attitude in client-centered therapy. Person-Centered Journal, 4(1), 18-30. Brodley, B. T. 1999a). Reasons for responses expressing the therapist’s frame of reference in client-centered therapy. Person-Centered Journal, 6(1), 4–27. Brodley, B. T . (2000). Client-centered: An expressive therapy. In J. Marques-Teixeira & S. Antunes (Eds. ), Client centered and experiential psychotherapy (pp. 133-147). Linda a Velha, Portugal: Vale & Vale. Brodley, B. T. (2001). Congruence and its relation to communication in client-centered therapy. In G. Wyatt (Ed. ) Rogers’ Therapeutic Conditions: Evolution, Theory and Practice, Volume I Congruence. (pp. 55-78) Ross-on-Wye, UK: PCCS Books. Eells, T. D. 2007) Handbook of psychotherapy case formulation. New York: Guilford. Elliott, R. (2002). The effectiveness of humanistic therapies: A meta-analysis. In D. J. Cain & J. Seeman (Eds. ). Humanistic Psychotherapies: Handbook of Research and Practice (pp. 57-81). Washington, D. C. : American Psychological Association. Kirschenbaum, H. , & Henderson, V. L. (Eds. ) (1989). The Carl Rogers Reader. Boston: Houghton Mifflin. Kirschenbaum, H. , & Jourdan, A. (2005). The current status of Carl Rogers and the Person-Centered Approach. Psychotherap y: Theory, Research, Practice, Training, 42 (1), pp. 37-51. Lambert, M. J. Ed. ). (2004). Bergin and Garfield’s handbook of psychotherapy and behavior change (5th Ed. ). New York: Wiley. Lietaer, G. , Rombauts, J. , & Van Balen, R. (1990). Client centered and experiential psychotherapy in the nineties. Leuven, Belgium: Leuven University Press. Luborsky, L. , Singer, B. & Luborsky, L. (1975). Comparative studies of psychotherapies: Is it true that â€Å"everyone has won and all must have prizes†? Archives of General Psychiatry, 32, 995-1008. Mearns, D. (2003). Problem-centered is not person-centered. Person-Centered and Experiential Psychotherapies, 3(2), 88-101. Mier, S. & Witty, M. (2004).Considerations of race and culture in the practice of non-directive client-centered therapy. In R. Moodley, C. Lago, & A. Talahite (Eds. ), Carl Rogers counsels a Black client (pp. 85-104). Ross-on-Wye, UK: PCCS Books. Miller, R. B. (2004). Facing human suffering: Psychology and psyc hotherapy as moral engagement. Washington, D. C. : APA. Moon, K. (2002). Nondirective client-centered work with children. In J. C. Watson, R. N. Goldman & M. S. Warner (Eds. ), Client-centered and experiential psychotherapy in the 21st century: Advances in theory, research and practice (pp. 485-492), Ross-on-Wye, UK: PCCS Books.Moon, K. (in press). A client-centered review of Rogers with Gloria. Journal of Counseling & Development. Muran, C. (2007). Dialogues on difference: Studies of diversity in the therapeutic relationship. Washington, D. C. : APA. Patterson, J. , Albala, A. A. , McCahill, M. E. , & Edwards, T. M. (2006). The therapist’s guide to psychopharmacology: Working with patients, families, and physicians to optimize care. New York: Guilford. Rogers, C. R. (1951). Client-centered therapy. Boston: Houghton Mifflin. Rogers, C. R. (1957). The necessary and sufficient conditions of therapeutic personality change.Journal of Consulting Psychology, 21, 95–103. Roge rs, C. R. (1959a). The essence of psychotherapy: A client-centered view. Annals of Psychotherapy, 1, 51–57. Rogers, C. R. (1959b). A theory of therapy, personality and interpersonal relationships as developed in the client-centered framework. In S. Koch (Ed. ), Psychology: A study of science, Vol. 3. Formulations of the person and the social context (pp. 184 –256). New York: McGraw-Hill. Ryan, R. M. & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being.American Psychologist, 55 (1), 68 – 78. Sanders, P. (Ed. ), The tribes of the person-centred nation: An introduction to the schools of therapy related to the person-centered approach. ISBN: 1898059608 Available from: www. pccs-books. co. uk (On reserve) Sanders, P. (Ed. ) (2003). To lead an honorable life: A collection of the work of John M. Shlien. Ross-on-Wye, UK: PCCS Books. Schmid, P. F. (2003). The characteristics of a person-centered approach to therapy and counseling: Criteria for identity and coherence. Person-Centered and Experiential Psychotherapies, 2(2), 104-120. Sommerbeck, L. (2003).The client-centered therapist in psychiatric contexts: A therapist’s guide to the psychiatric landscape and its inhabitants. Ross-on-Wye, UK: PCCS Books. Wampold, B. E. (2006). Not a scintilla of evidence to support empirically supported treatments as more effective than other treatments. In J. C. Norcross, L. E. Beutler & R. F. Levant (Eds. ) Evidence-Based Practices in Mental Health: Debate and Dialogue on the Fundamental Questions (pp. 299-307). Washington, D. C. : American Psychological Association. Watson, N. (1984). The empirical status of Rogers’s hypotheses of the necessary and sufficient conditions for effective psychotherapy.In R. F. Levant, & J. M. Shlien (Eds), Client-centered therapy and the person-centered approach: New directions in theory, research, and practice (pp. 17-40). New York: Praeger. We sten, D. , Novotny, C. M. & Thompson-Brenner, H. (2004). The empirical status of empirically supported psychotherapies: Assumptions, findings, and reporting in controlled clinical trials. Psychological Bulletin, 130(4), 631-663. Wilkens, P. & Bozarth, J. (2001), Unconditional positive regard: Rogers’ therapeutic conditions: Evolution, theory and practice. Ross-on-Wye, England: PCCS books. On reserve) Witty, M. C. (2004). The difference directiveness makes: The ethics and consequences of guidance in psychotherapy. The Person-Centered Journal, 11, 22-32. Zimring, F. M. (2000). Empathic understanding grows the person†¦.. Person-Centered Journal, 7(2), 101-113. Zimring, F. M. (1995). A new explanation for the beneficial results of client centered therapy: The possibility of a new paradigm. Person-Centered Journal, 2(2), 36-48. Zur, O. (2007). Boundaries in psychotherapy: Ethical and clinical explorations. Washington, D. C. : APA.

Corporate Social Responsibility -Pros and Cons Essay

CSR which stands for corporate social responsibility which is also known as corporate citizenship, corporate conscience and responsible business. 2.Different organisations have framed different definitions – but in a nutshell CSR is about how companies manage the business processes to produce an overall positive impact on society. It is like giving back to the society. 3.CSR working would go beyond monetary donations to involvement in actual planning, execution and monitoring of public welfare programmes which has an overall impact to the consumers, workforce and stakeholders. 4.By adopting CSR it enables the corporate sector to achieve the twin objective of achieving a measurable positive change in the community and also the brand building of the company, boosting the morale of owners, shareholders, employees and customers. 5.All leading corporates in India are involved in corporate social responsibility (CSR) programmes in areas like education, health, livelihood creation, skill development, and empowerment of weaker sections of the society. 6.Our company is too busy surviving hard times to do this. We can’t afford to take our eye off the ball – we have to focus on core business. It’s the responsibility of the politicians to deal with all this stuff. It’s not our role to get involved 7.Notable efforts have come from the Tata Group, Infosys, Bharti Enterprises, ITC Welcome group, Indian Oil Corporation among others. 8.As per the latest news, government’s new companies bill reportedly ask large companies to spend 2 % of their net profit on CSR.The theory is that corporates must aim for social goals not just profits. 9.To summarize CSR is one where it’s a win- win situation for both company as well as for the society.

Aaron Douglas. Bio Essay

Aaron Douglas ?â€Å"Aaron Douglas was an African American painter and graphic artist who played a leading role in the Harlem Renaissance of the 1920s and 1930s. His first major commission, to illustrate Alain Leroy Locke’s book, The New Negro, prompted requests for graphic from other Harlem Renaissance writers. By 1939, Douglas started teaching at Fisk University, where he remained for the next 27 years (Biography 1). † He made numerous contributions at Fisk University. ?On May 26, 1899, Aaron Douglas was born in Topeka, Kansas. During his time in the Harlem Renaissance, Douglas helped to guide the artistic and literary movement. He is sometime referred to as the ‘Father of Black American Art. Douglas developed an interest in art early on, finding some of his inspiration from his mother’s love for painting watercolors (Biography 1). † Proceeding graduation in 1917 from Topeka, Kansas, Douglas enrolled in the University of Nebraska, which is also know n as Lincoln. â€Å"There he pursued his passion for creating art, earning his Bachelor of Fine Arts Degree in 1922 (Biography 1). † At the same time, he connected with students of Lincoln High School in Kansas City, Missouri to share his interest of art with them.After two years of bonding with his pupils, Douglas decided to migrate to New York City. New York’s Harlem neighborhood had a thriving art scene; therefore it would not take any time for Douglas to get use to New York.? Reaching New York in 1925, Douglas swiftly became familiar with the Harlem’s cultural life. He began his career in New York as an apprentice for Winold Reiss, a German artist whom he met through Charles S. Johnson. Being an apprentice for Reiss only lasted two years before he continued on to became the editor of Opportunity, the National Urban League’s magazine. Through his covers for Opportunity and The Crisis, Douglas set forth a new vision for the black artists. His strong, ge ometric forms and Egyptian profiles resulted in a style later described by cultural critic and educator Richard Powell as ‘Afro-Cubism (Aiga 1). † In 1926, Douglas finally stepped up to the plate and married Alta Sawyer. Mrs. Alta was a teacher as well. Their home became a social Mecca for the likes of Langton Hughes and W. E. B. Du Bois. â€Å"Around the same time, Douglas loaned his talents to the first and only issue of Wallace Thurman’s magazine FIRE!! nd later designed the cover of Thurman’s short-lived magazine Harlem (Aiga 1). † With Douglas reputation for creating compelling graphics, he became an in-demand illustrator for many writers (Biography 1). † A few of Douglas popular illustrations consist of James Weldon Johnson’s poetic work, God’s Trombone (1927), and Paul Morand’s Black Magic (1929). â€Å"In addition to Douglas illustration work, he explored educational opportunities; after receiving a fellowship from the Barnes Foundation in Pennsylvania, he took time to study African and modern art (Biography 1). This experience led him to creating some of his best-known paintings in the 1930s. Meanwhile, Douglas was hired to produce a mural for the library at Fisk University. Continuing to broaden his horizon, Douglas spent time in Paris, where he studied with Charles Despiau and Othon Friesz. â€Å"Back in New York, in 1933, Douglas had his first solo art show. Soon after, he started one of his most legendary works – a series of murals entitled â€Å"Aspects of Negro Life† that featured four panels, each depicting a different part of the African-American experience.Each mural included a captivating mix of Douglas’s influences, from jazz music to abstract and geometric art (Biography 2). † ? Returning to Fisk University in the late 1930s, Douglas served as an assistant professor, and shortly after he founded the school’s art department. Because Douglas was v alued his educational responsibilities, he attend Columbia University’s Teachers College in 1941, and completed three years earning a master’s degree in art education. â€Å"He also established the Carl Van Vechten Gallery at Fisk and helped secure vital works for it collection, including pieces by Winold Reiss and Alfred Steiglitz (Biography 2). Outside of his works in his classroom, Douglas remained committed to learning and growing as an artist. â€Å"He received a fellowship from the Julius Rosenwald Foundation in 1938, which funded his painting trip Haiti and several other Caribbean islands. He later won other grants to support his artistic endeavors (Biography 2). † Douglas had several solo exhibits over the years from his continuation to produce new works. ?Douglas received countless honors during his later years. â€Å"In 1963, he was invited by President John F.Kennedy to attend a celebration of the centennial of the Emancipation Proclamation, held at the White House. Douglas also earned and honorary doctorate from Fisk University in 1973, seven years after his retirement from the school (Biography 2). † He still remained an active painter and lecturer until the end of his life. On September 2, 1979, Douglas passed away at the age of 79, in a Nashville hospital. According to some reporters, he died of a pulmonary embolism. â€Å"Pulmonary embolism is a sudden blockage in a lung artery. The blockage usually is caused by a blood clot that travels to the lung from a vein in the leg (NIH 1). ? After Douglas death, a special memorial service was held for him at Fisk University, where he taught for nearly 30 years. â€Å"At the service, Walter J. Leonard, the university’s president at the time, remembered Douglas with the following statement: ‘Aaron Douglas was one of the most accomplished of the interpreters of our institutions and cultural values. He captured the strength and quickness of the young; he translate d the memories of the old; and projected the determination of the inspired and courageous (Biography 2). †

The Luck of Roaring Camp Essay Example | Topics and Well Written Essays - 500 words

The Luck of Roaring Camp - Essay Example (Harte, 1886, p. 1) The story is set in the 1850’s where a band of men living in the foothills of the Sierra Hills were brought together by one common goal of mining gold in the region. However, when the town’s prostitute, Cherokee Sal, died giving birth to a baby boy, all the men in the camp were shaken for birth was an uncommon occurrence in the region. They were all fascinated by the baby and this marked the start of a beautiful metamorphosis, where the men at the camp not only assumed responsibility for the infant but began to make radical changes in their appearance and lifestyle to provide a comfortable home to the boy, who was later christened as Thomas Luck by the townsfolk. This was one time, when the townspeople got their act together and took care of Luck in the best possible way. They wanted to give him â€Å"the best that money could buy† and strangely enough, the infant was loved and nurtured by this uncultured band of men (Harte, 1886, p. 3). The most profound instance of budding paternal affection is depicted, when the new born Luck holds on to Old Kentuck’s finger that thoroughly embarrasses the man, but he is unable to hide the deep surge of emotion and joy that flushes over him and he relates that event to every man in the camp. The men then find ways to bond with each other and even decide to welcome visitors in this otherwise secluded, notorious town. All the men in the camp began taking extra care of their hygiene and there was a marked fall in the number of profanities that spewed out of every mouth. They were truly trying to be the best father figures for young Luck and despite the fact that fate had a different plan for the Townspeople but it sheds great light on human nature on how they can turn from wild men to protective, responsible adults as soon as an infant made its entry into their lives. Kentuck dies saving the

LOVE & MARRIAGE Movie Review Example | Topics and Well Written Essays - 750 words - 1

LOVE & MARRIAGE - Movie Review Example However, for our families the banquet was more important than the marriage certificate because this is our culture and however hard we try, we cannot shun these ideals or cause our families to change their viewpoint. 2) The movie, Our Family Wedding, centers on the marriage of Marcus, an African American man and Lucia, a Hispanic (Spanish) woman. In the course of planning a wedding ceremony, the families of both Marcus and Lucia have to deal with the liberal outlook of their children. The young couple, in turn, finds the cultural implications imposed on them, extremely arduous to follow. They finally reach a middle ground and the couple calls it "Our marriage, their wedding". Elaborate the significance of this statement. Further, they end up tying the knot in a ceremony modeled on ancient Mexican traditions, but the Catholic Church as a conventional venue is left out. Do you think that by doing this, an absolute convergence of Ancient traditions and popular culture is achieved, or the aesthetics of both the cultures is lost in transition? 3) In Lori Tsangs Postcards from Home, the writer is an American Chinese, residing in America. She talks about her Aunt Bessie, who left them and lives in China, and married a man who was not of the same village as hers. The writer mentions, "I think Aunt Bessies decision to go back to China was the major point of contention between her and my father. After the Liberation, Aunt Bessie decided to go back to help build the new China. She told me she married Uncle Ken because she knew he also wanted to use the education he got in the States to serve his country. But she never dreamed she would be separated from the New York side of the family. Aunt Bessie lived in China as a Chinese and the part of her that had learned to be American was out of place there." (Tsang 203) In your view, do you think that if Aunt Bessie knew beforehand that she would be alienated from her family and

Health care policy and financing Research Paper

Health care policy and financing - Research Paper Example Below are various competencies that the nurse is expected to exhibit in the face of the Medicare & Medicaid Innovation. 712.1.1: Legislative and Regulatory Processes The legislative instrument guiding the formation and operation of the Medicare & Medicaid Innovation is vested in the Social Security Amendments of 1965, which was specifically set up to cater for the health needs of specific categories of United States citizens with low income and economic resources (Dziegielwski, Turnage and Roest-Marti, 2004). What this means is that both Medicare and Medicaid are population stratified legislations that cover a specific population. The process of implementing the legislation was vested into individual states. This means that each state administers or implements its own Medicare & Medicaid Innovation policies. The idea of doing this is to promote healthy competition among the various state implementing agencies. This not withstanding, there is a federal regulation of the project, which as at now is vested to the care of federal Centers for Medicare and Medicaid Services (CMS). The general process of monitoring and evaluation of the regulation of the policy is there in the hands of the Centers for Medicare and Medicaid Services (CMS), who are in return expected to render feedback accounts to the larger population of the United States. 712.1.2: Policy Development There are several ways that the Medicare & Medicaid Innovation impacts clinical practice and healthcare delivery. Over the years, there are realistic data to suggest that the Medicare & Medicaid Innovation is indeed developing fast at the state and national level. It is not for nothing therefore that the Medicare & Medicaid Innovation has on several occasions being copied by different countries and nations in different formats (Malcomson Law, 2012). Within the United States premises, it has been noted that the policy has come as a perfect intervention for bridging the gap between the poor and rich in terms of healthcare reception. This is because before the implementation of the policy, only a few privileged ones had the luxury of receiving quality healthcare, but today, the system has changed (Kanner, 2001). In effect, healthcare delivery can now be referred to as a right rather than a privilege in the United States and this right is enjoyed by all people with different socio-economic backgrounds. 712.2.1: U.S. Healthcare Delivery In the United States, what makes the Medicare & Medicaid Innovation unique is how healthcare is delivered in general. This is to say that the United States has an entirely different healthcare delivery process. In the first instance, healthcare delivery is done from an individualized perspective (Kanner, 2001). What this means is that healthcare delivery is targeted at solving the individual needs of people. It is for this reason that healthcare implementation for major policies such as the Medicare & Medicaid Innovation is done at the state level. The ide a is that different states have different health needs and so should have their healthcare delivered from different perspectives. With specific reference to the Medicare & Medicaid Innovation, the United States has such as a specialized healthcare delivery system that makes it possible for different states to have the policy in different formats. For example, Maine implements the program as MaineCare whiles California implements the pr

Discuss accrual accounting Essay Example | Topics and Well Written Essays - 750 words

Discuss accrual accounting - Essay Example s with uncollectible accounts expense and valuation method is used for reducing the amount of accounts receivable in the balance sheet known as the Net Realizable Value (Needles, Powers & Crosson, 2011). The net credit sales of the current period are multiplied by a certain percentage and this percentage is determined by the company’s past experiences. However, the new companies decide the percentage figure by evaluating the businesses that are present in the same industry. Assuming that a business has net credit sales of $100,000 and the estimated percentage for uncollectibles is about 1%, the bad debts expense will have debit of $1,000. If there is credit allowance for doubtful debts of $150, then the total amount to be recorded is $1,150. In this method, the bad debts expense is calculated by multiplying the total Accounts Receivable amount by a pre-determined percentage. For example, if a company has Accounts Receivable of $100,000 at the end of the accounting period and it is estimated that 5% will not be collected, then the bad debts expense amount will be $5,000 at the end of the period. In the aging method, it is believed that the longer an account’s balance is overdue; there are fewer chances that the debt will be paid and every company maintains the accounts receivable schedule of aging for categorizing the credit purchases of each customer in accordance to the time duration that they have remained outstanding. The total balance of each category is then multiplied by the estimated percentage for that particular category to determine the amount of uncollectible accounts and the total of categories then give the final figure of bad debts expense. Among all the techniques used in the allowance method, the most reliable one is the aging method as it gives a true picture to the business about the amount of Accounts Receivable that will most likely be not collected by the company. This method is the most effective option as it records the expenses on a

BRL Hardy Essay Example | Topics and Well Written Essays - 2500 words

BRL Hardy - Essay Example Further, there is discussion of the strategy developed by Christopher Carson, the marketing manager for the European segment to build and sustain BRL Hardy’s competitive advantage in the European wine market in 1995-1998. It also analyses the outsourcing challenges and strategic options available for meeting the challenges. Evaluation of Steve Miller’s approach Steve Millar’s approach of making BRL Hardy one of the world’s first truly global wine companies was based on the is based on the focus on three most important aspects of the company i.e. the world class production facilities of the companies, global brands of the company and its international distribution. Millar has the approach of making BRL hardy a true international company through the capability of global branding (Voelpel et al 2005). As the focus of Steve Millar is to establish the brand as truly international and global, integrated wine production is the approach followed that includes global branding strategy with strong marketing capability and distribution system. Strategic alliance is the model applied for executing global strategy of the company. The dynamic nee organizational capabilities are built through targeted strategic alliance building with companies situated in various parts of the world, such as Italy, USA and Spain (Bartlett and Beamish 2011). C ritically evaluating the approach of strategic alliance for following the globalization, there are several advantages of this approach. Firstly, the company gets the access to supplementary services. It is important as well as quite critical for the success of the business that the business focuses on the core competencies (Stonehouse et al 2004). A strategic alliance enables the company to offer its clients a range of new services without making the client lose its focus on the capabilities and the specialized services. Secondly, the company gets the opportunity to reach new markets. When a company enters the strategic alliance, it automatically increases the brand awareness in an entirely new market venture which the company could not reach before because of the availability of the limited resources. It allows the business to expand the business and increase the market share (Frynas and Mellahi 2011). Thirdly, there is an increase in the brand awareness. When there is an opportuni ty to grow the size of the market with the alliance, it also presents an additional opportunity of increasing the brand awareness. One of the most important elements of the success of the business is constant as well as growing brand awareness (Campbell et al 2011). If there is no growth in brand awareness, then there is no growth in the business as well. Without putting extra cost and time, the brand awareness is grown among the wider audience. Fourthly, there is an increase in the number of customers and the clientele as strategic alliance exposes the company to new customer base in the target market (Dewit and Meyer 2010). As in the BRL hardy case, the company experiences huge success as strategic alliances with companies situated in Spain, USA and Italy, etc. has added essential infrastructure, expertise and finance including technological infrastructure. The main objective of the company i.e. global branding with strong distribution and marketing is attained through this approa ch of strategic alliances followed by Steve Millar (Voelpel et al 2005). Although, there are several

Apple Computer's International Business Strategy Essay

Apple Computer's International Business Strategy - Essay Example Company was known for the production of software and computer technologies but now it has widened its areas of productions. As a way of diversification, Apple contributes so significantly in the field of entertainment for instance through the introduction of mp3 mobile player and the iTunes Music Store. Diversification is very significant as it meets the customers’ demands, especially in this digital era. Apple has proved to its clients that it can respond to their needs and also provide for the quality products and services. Diversification of the Apple Company also avails a variety of the product and services to the customers and being that most of its products operates almost under the same operating system thus gives users easy time. Differentiation strategy has also contributed to the success of the Apple Company. It does this by concentrating on both the esthetic and the quality value of its products. The hardware and the software that it uses meet high stands of manufac turing. Because Apple exclusively entrust Mac computers for producing it products, it can easily, monitor and make necessary corrections. Lastly flexibility and cost leadership have also contributed towards meeting the global market. Apple has always been flexible in some of the decisions that they make. When the marketing leaders realize that the price they have set forward for the product does not meet the demand in the market, they always change. There are also able managers in the company who brings about the invention and innovation in the company.

Marketing Management Campaign Research Proposal

Marketing Management Campaign - Research Proposal Example For this reason, different marketing concepts have been developed in order to enable a company to have a better way of increasing its profitability and market shares. It has also been argued by a lot of marketing managers that developing a proper marketing management campaign - particularly the implementation of market segmentation, the proper positioning of the products and services in the market as well as targeting the chosen markets, is the key to increase the consumer choice in terms of consumption categories. For the purpose of this study, the researcher will examine and evaluate whether the said argument is acceptable or not. First, the researcher will discuss the importance of marketing strategy in terms of increasing the number of consumers' choice in terms of consumption categories. In line increasing the consumers' choice, the researcher will analyze the importance of product positioning and targeting its selected market with the use of the traditional marketing mix known as the 4 P's (price, product, promotion / marketing communication, and place / market distribution). In line with the importance of product positioning on increasing the consumer's choice in the market, the researcher will also discuss the impact of marketing communication mix or promotion and the integrated marketing communication in product positioning. Prior to the conclusion, the researcher will discuss whether consumers today have more choice in the market in terms of selecting a preferred product and services in terms of the current market environment. Impact of Marketing Strategy to the Success of the Business Sales and profitability is the heart of each business. Since all humans have specific needs and wants with regards to a product and services, the study of marketing is focused on addressing the different needs and wants of its target consumers. It is wrong to believe that the study of marketing is focused only on selling and advertising. Since consumer product preferences are usually guided by marketing concepts such as the value of products and services, cost, customer(s) satisfaction and market distribution, marketing managers continuously find new ways to develop and establish a good relationship with the target consumers by increasing the number of consumers' choice in terms of

Aviation Safety Reporting Systems Essay Example | Topics and Well Written Essays - 1000 words

Aviation Safety Reporting Systems - Essay Example Correct analysis of this data would enable people to catch a problem before it actually happens, and be proactive in their respective area of work. It also works in two additional dimensions which are very crucial. The ASRS finds out the problems that are there in the MAS, and then it gives recommendations for future procedures, operations, facilities, and equipment. This is by far the most important role of any reporting system, which would not just end up as a datasheet at the end of the day, but would also prove to be the foundation for future policies. Since the advent of industrialization, nobody has liked inspections. However, in order to ensure the safety of both man and machine, this is mandatory. The Air Safety Week (2004) presents the view that rigorous inspections are actually costing lots of time, effort and of course, money to the companies. But then again, this is considered to be an inevitable requirement by the regulation authorities these days. With security and safety being paramount for both customers and the companies, this is a cost that has to be paid. There are three major areas which the FAA feels need to have a consistent and continuous inspection for best standards of safety and quality. Firstly, the Electrical system safety has to be ensured. ... 3. Training programs regarding aviation safety Mech (2004) explains the requirement for a transformation change in aviation safety concepts and understanding. It is elaborated, that no matter how much and how many aviation safety training programs are conducted for the personnel, the actual difference will be made only when the philosophy about this is changed in the minds of the people who matter. It is the time for a change in the culture of how we look at safety. Safety should not be merely prevention from accidents. Safety is an intrinsic value, which comes naturally to human beings and needs not be taught as such. What needs to be ingrained is the value for scientific systems of safety to be in place, where reports, inspection and investigations are respected as the need of the system, without which effective safety will not be possible for the wellbeing of the personnel. This change shall be possible only through the change in leadership style of the people at the helm of affairs. Aviation safety workshops have concluded overwhelmingly, that the administration is the only element in the system that can bring about and sustain a cultural change. This cultural change is the backbone of all aviation safety training that is to be conducted in the future. 4. A recent air transport investigation that is still in progress This is about a most recent crash, which had three fatalities, including the commercial pilot and two passengers. This is as reported by NTSB on 'Landings.com' (2007). On April 15, 2007, at 1210, a Beech BE 35-B33, N9556Y, impacted the terrain while on a low approach while landing towards Sedona Airport, Sedona, Arizona. All three humans in the flight received

Goal and Phoenix Career Services Essay Example for Free

Goal and Phoenix Career Services Essay My Career Plan: Work Culture Preference states that I am an ethical well-resourced expert. Based on over one-hundred questions given that narrow down what I would like in an ideal job setting, I had only the choices of not at all or more likely. Knowing my ideal work culture not only would allow me to benefit my organization to achieve goals but will also allow me to achieve personal goals as well. I’m excited to find the work culture preference results returned that being ethical was the first of the three qualities it defined me as. Emphasis on fairness and equal rights has always been important to me, I believe that my timed served in the Navy is a reinforcing factor in that you should not segregate by gender, ethnicity or cultures. There should be no one person that is looked at as inferior or not qualified to complete any task assigned. I would look for the people who would not be afraid to express themselves freely and contribute their thoughts and ideas to better the organization. Navigate to My Career Plan in Phoenix Career Services through the link on the student website. Complete the Career Plan Building Activity: Work Culture Preferences. Explore the resources in the Phoenix Career Services and My Career Plan. Answer the following questions, in at least 350 words, about your work culture preference and the resources in Phoenix Career Services: †¢Were you surprised by your results †¢What resources in the My Career Plan and Phoenix Career Services site did you find that could help you in your career preparations †¢How did the work culture preferences relate to your personal competencies from Week Two? Submit your answers to your facilitator. Individual University Library Research Resources: Appendix E; University Library Interactive Tutorial Locate the University Library by logging on to the student website, selecting Library, and clicking University Library. Find two articles in the University Library about one (or a combination) of the following topics: †¢Career planning †¢Distance learning †¢Ensuring academic honesty †¢Effective personal goal setting †¢Time management skills for college students Use a periodicals database, such as EBSCOhost, to find each article. Review Appendix E for information about using the databases. Practice using the Boolean and wildcard strategies you learned about in the University Library tutorial. Cite each article so it can be found again. You can use the Citation Generator on the Center for Writing Excellence site. Summarize each article briefly in 2 to 3 sentences. If there are specific opinions or facts, document them. Answer these questions about each article: †¢What keyword search led you to this particular article? †¢Why did you choose this article over the others the keyword search also found? Post the article information and summaries for both articles. www. bignerds. com

Progress and Prospects of Indian Engineering Goods Exports

Progress and Prospects of Indian Engineering Goods Exports INTRODUCTION The importance of exports to economic development has been well documented in empirical as well as theoretical literature. A number of studies have examined how exports are beneficial for economic development of an economy. A common point among them is that, exports may lead to greater capacity utilization, economies of scale, incentive for technological improvement and efficient management due to competitive pressure abroad. The interest in the relationship between exports and economic growth has led to emergence of two schools of thought, namely export led growth (higher export leads to higher economic growth). Although India has been following an import substitution strategy for long, exports promotion has always got the attention of the policy-makers and planners. Export promotion strategy became more pronounced in India particularly after the new economic policy (NEP) of 1991. It is a fact that although Indias share in world exports is less than 1 per cent today, its share in total GDP of the country is more than 11 per cent which is a substantial percentage that can play an important role in ushering faster economic development to the country. Exports from India constitute agricultural and allied commodities (10.10%), ores and minerals (5.29%), manufactured goods (73.40%) (Such as engineering goods, gems jewellery, chemical products and so on), crude oil and petroleum products (8.5%) and others (2.64%). Engineering industry has significance to the economic development of the country. Engineering goods industry constitutes the prime mover of industrial growth in Indian economy as it has played a pivotal role in industrial resurgence of India since the advent of independence, especially after the adoption of the Mahalanobis capital goods oriented strategy from the second plan onwards. The following facts highlight the very significance of the Indian engineering industry in Indian economy. The engineering goods industry enjoys 30.5 per cent weight in the index of industrial production, 29.9 per cent share of total investment in all industry, 33.5 per cent share in the value of output of all industry, 37.1 per cent share in valued added by all industry. 30.6 per cent share in employment of all industry, and 62.8 per cent share in number of foreign collaborations (EEPC). Further more, recently it has emerged as a major exporting sector and also provides technical know-how and consultancy services to a number of African and Arabian states. As per the data available for the year 2004-05, engineering industry has emerged as the single largest item of total Indian exports pushing aside gems jewellery export which had been dominating Indian export basket as the single largest item for some time now. Thus engineering industry is reckoned as an engine of economic development and one of the dynamic sectors of the Indian economy. DISTINCTIVE CONTRIBUTION TO THE EXPORT EFFORT Indian engineering exports have shown phenomenal growth over many years and are making a distinctive contribution to the overall export effort. The up trend in the export of engineering goods during half a century of our independent existence is a reflection of the progress achieved by the engineering industry over the years. Engineering industry is now exporting an increasingly wide variety of light, medium and heavy engineering goods. Engineering goods exports have grown by leaps and bounds from a mere Rs 5.16 crore in 1956-57 to an impressive and all time high of Rs. 73,800.39 crore in 2004-05. Thus they have grown over many hundred folds in Rupee terms. They have been among the most dynamic elements of Indias exports, and have accounted for the largest increment (in constant prices) of Indias exports during 1960-61 2004-05. Besides, there has been a marked shift in the commodity composition as well as direction of engineering exports over the years. Developed market of the west now accounts for about 40 per cent of the total engineering exports in 2004-05 as against the 9 per cent in 1960-61. The progress of export of engineering goods vis-a-vis total exports from the country for select years can be better judged from Table 1 Table 1 ENGINEERING EXPORTS VIS-À-VIS TOTAL EXPORTS (in Crores) Rs. Crore Year Total Exports Engg Exports % share of Engg Exports to Total Exports 1956-57 977 5.16 0.5 1960-61 1,011.65 10.31 1.0 1970-71 1,535.16 115.76 7.5 1980-81 6,710.70 874.17 13.0 1990-91 32,552.00 4,245.00 13.0 1996-97 118,817.32 17,481.75 14.7 1997-98 130,100.65 19,580.14 15.04 1998-99 141,603.53 18,444.47 13.10 1999-00 159,288.92 22,154.23 13.91 2000-01 201,684.93 30,887.95 15.31 2001-02 209,729.06 33,193.99 15.83 2002-03 255,799.55 43,625.94 17.05 2003-04 294,143.23 56,802.83 19.31 2004-05 356,795.46 73,800.39 20.68 2007-08 133926.23 2008-09 173801.7 Increase in 2008-09 by 29.77% (Source: Ministry of commerce and industry) DGCIS, KOLKATTA. The figures in Table 1 indicate that engineering goods exports have shown commendable performance on the export front over the years and it is steadily increasing over time. The percentage share of engineering exports in total exports increased from a mere 0.5 per cent in 1956-57 to a respectable 15.3 per cent in 1992-93 and again to 20.68 per cent in 2004-05, emerging as an important and single largest item of export basket in India. All these are a reflection of increased acceptability of Indian engineering products in developed countries market, aggressive marketing strategy, entry into new markets and promotional role of engineering export promotion council and more liberal policies of the Government especially after 1991. Average Annual Growth Rate Engineering exports have been registering a much higher annual average growth rate than total exports during the decades of 1960s, 70s and 90s. The average annual growth rate of engineering as well as all Indias exports is depicted in Table 2. TABLE 2 AVERAGE ANNUAL GROWTH RATE Period Total Exports Engg. Exports 1956-57 to 1960-61 1.15 19.3 1961-62 to 1970-71 4.64 29.71 1971-72 to 1980-81 16.36 23.99 1981-82 to 1990-91 17.10 16.8 1991-92 to 2000-01 20.083 29.35 2001-02 to 2004.05 17.00 25.59 From Table 2 it is clear that engineering exports had registered an impressive growth rate of 29.71 per cent during 1961-61 to 1971 to 72 which marginally declined during 1971-72 to 1981 to 82. However, engineering exports sharply declined to 16.8 per cent during 1981-82 to 1990-91. This slowdown in engineering exports is accounted for by stagnation of engineering exports during the early 1980s, especially the negative growth rate of -4.78% in the year 1985-86, which was an offshoot of industrial recession on developed countries and near completion of construction activities in Middle East. However, the position improved since 1985-86. Then onwards, engineering exports have grown at a faster rate. Economic liberalization of 1991 was a major boost to the engineering exports. It has opened new vistas, opportunities as well as challenges. A few factors that gave fillip to the development of Indian engineering exports under new regime are: adoption of export policy resolution, conferring priority to exports, recognition and concession to export houses and EPZ, liberalization of imports, relaxation of investment and licensing policies, priority to software and hardware technology parks and so on. It is to be remembered that although there has been a quantum jump in the all India exports after liberalization of 1991, there has been a large slowdown in all India exports since 1995-96. After reaching peak annual growth of 20 per cent in 1995-96, it had slipped to low growth rate in 1997-98 and 1998-99. This slowdown in total exports has in fact affected engineering exports also evident from the figures for 1996-97 and 1998-99. This slow down can be explained by slow growth rate of world export demand, South East Asian financial crisis and consequent overvaluation of Indian Rupee, reducing exports to these countries which account for nearly 15 per cent of the total Indian engineering exports and also reducing the competitive edge of Indian engineering exports in the world market, since some of these countries are major competitors of Indian engineering exports. However, total exports exhibited a sharp turn around since 1999-2000. Bulk of the rise was contributed by a volume increase in exports. This acceleration in exports reflected buoyant global demand coupled with improvement in world commodity prices in 2000 and the revival of world trade following the Asian crisis. Besides various export facilitating measures announced by the Government, significant gains in selected sectors like textiles, engineering goods, electronics goods, chemicals, leather leather manufactures, ores minerals and petroleum products also contributed to this strengthening of exports. The exchange rate of Rupee remained relatively stable in real effective terms during 2000-01 suggesting a broad retention of the competitiveness of Indias exports in global market. ITEMWISE DISTRUBITON OF COMPOSITION Engineering exports now consist of a wide variety of items such as iron steel, machine tools, machinery instruments, manufacture of metals, project goods, Ferro alloys, aluminium products, transport equipment, residual engineering items, management technical services. During the initial period, Indias engineering exports consisted mainly of steel, pig iron based items, consumer products like casting, buckets, drum, tubes, trunks, hand tools, builders hardware, lock, pad lock, steel furniture, aluminium, brass copper utensils, electric fans and batteries. However, over the years there has been substantial diversification in the export of engineering products, especially after the mid seventies. A close look at the change in composition of engineering exports during 1960-61 to 1996-97 highlights the forward march of engineering industry exports. Table 3.a and Graph 1 depict the changing composition of Indian engineering exports during 1960-61 to 1996-97. TABLE 3.a CHANGE IN COMPOSITION OF ENGINEERING EXPORTS (1960-61 TO 1996-97) (US$ Million) Items Year (1960-61) % Share Year (2007-08) % Share Capital Goods 2.70 12.46 1,370.83 32.69 Primary Metals 6.69 30.85 1,406.56 33.54 Non-ferrous Metals 2.89 13.33 309.53 7.38 Consumer Durables 9.40 43.35 928.03 22.13 Management Consultancy Services 0 0 177.54 4.23 Total 21.68 100 4,192.49 100 GRAPH 1 Table 3.b exhibits the percentage of share of major engineering goods, as per the latest data available for 2004-05 TABLE 3.b SHARE OF ENGINEERING GOODS Sr. No. Engineering Goods % Share 01 Machinery and Instrument 21.30 02 Manufacture of Metals 20.00 03 Transport Equipments 17.2 04 Iron Steel bar and primary and semi finished iron steel 22.14 05 Electronics 10.7 06 Non-ferrous metals 4.6 07 Aluminium products 1.10 08 Ferro Alloys 1.11 09 Project Goods 0.29 10 ‘Machine tools 0.98 11 Residual engineering goods 0.42 From table 3 it is understood that there has been marked shift and significant changes in the composition of the engineering exports in last four decades. The most significant change has been in the export of capital goods whose share in total engineering exports increased from 12.46 per cent in 1960-61 to 32.69 per cent in 1996-97, which is a symptom of the marked progress by engineering industry. Thus, capital goods sector presently occupies a pride position. The primary steel which accounted for 30.85 per cent in 1960-61 has marginally increased to 33.54 per cent in 1996-97. On the other hand, the share of non ferrous metals has come down from 13.33 per cent to 7.38 per cent. More significantly, the share of consumer durables has declined from 43.35 per cent in 1960-61 to 22.13 per cent in 1996-97. Lastly, the management and consultancy services that account for zero percentage in 1960-61 has started making its presence felt by contributing around 4.23 per cent in the year 1996-97 . All these show the increasing significance of capital goods exports as well as management and consultancy services, while the significance of non ferrous metals and consumer durables have been reduced. DESTINATION OF INDIAN ENGINEERING EXPORTS Indian engineering products are exported to a large number of developed and developing countries of the world. A close look at the destination of Indian engineering exports shows that there has been substantial diversification in the destination of exports. Up to 1980s, the major destinations of Indias emerging exports were Asia and Africa. However, in the early eighties, the trend has changed substantially with share of Europe, Australia and North America increasing substantially. During the eighties, East European countries emerged as a big market for Indian engineering products, whose share has declined after the disintegration of erstwhile Soviet Union. Fortunately, this shortfall has been compensated by larger exports to developed countries. Region wise / Country wise export of Indian engineering goods between 1956-57 and 2004-2005 is shown in Table 4 and Graph 2. TABLE 4 DESTINATION OF ENGINEERING EXPORTS : REGIONWISE (1956-57 TO 2004-2005) (Rupees Crore) Region 1956-57 1990-91 1998-99 2004-05 Asia 3.76 (73.9) 975 (27.9) 5681 (30.8) 22041.68 (29.87) Africa 1.2 (23.3) 351 (10.0) 1410 (7.64) 3195.21 (4.33) Europe Zero 1410 (40.3) 4017.07 (21.7) 16680.99 (22.60) N. America Zero 40.00 308.34 (1.67) 834.82 (1.13) Total (incl. Others) 5.16 (100) 3500 (100) 18444.14 (100) 73800.39 (100) Note:- Figures in the brackets show percentage shares Table 4 reveals that there is a steady decline of Indian engineering exports to Asia and Africa from 96.2 per cent in 1956-57 to 34.20 per cent in 2004-05. At the same time, engineering exports to Europe and North America which were less than once per cent in the mid fifties now account for 39 per cent. This is a pointer to the diversification of market for Indian engineering products and growing acceptability of our products in he developed world. The important countries that account for the major chunk of our engineering exports in 2004-05 are: USA (16.4%), UAE (6.60%), UK (5.23%), China (4.80%), Singapore (4.52%), Germany (4.2%), Italy (3.76%), Sri Lanka (2.67%) and Belgium (2.65%). These countries account form more than 50 per cent of Indian engineering exports. Estimate of Indias Exports of Thrust Products in Thrust Markets (Unit: US$ Mn.) Thrust Markets 2004-05 2009-10 Country Imports India Exports Indias Est. Share % India Exports Indias Est. Share % Key Thrust Markets North America USA 313.703 990 0.32% 2.359 0.36% Canada 54.333 25 0.05% 56 0.07% Mexico 12.955 30 0.23% 65 0.36% Europe Germany 116.342 261 0.22% 619 0.27% France 69.292 71 0.10% 172 0.14% UK 84.428 418 0.5% 934 0.61% Italy 48.551 134 0.28% 277 0.32% Asia China 49.345 446 0.90% 1.836 0.80% Japan 24.49 93 0.38% 261 0.58% Thailand 10.173 133 1.30% 278 1.45% UAE 9.313 321 3.45% 1.155 4.43% Singapore 5.016 114 2.27% 322 2.71% Sub-total: Key Thrust Markets 797.941 3.037 8.330 Other Thrust Markets 95.477 326 0.34% 880 0.46% Grand Total: Thrust Product Exports to Thrust Markets 893.418 3.362 0.38% 9.210 0.49% Indias Exports of Thrust Products in other non-thrust markets 1.460 3.809 Indias Exports of Thrust Products to the World (Thrust + non-thrust markets) 4.822 13.019 Est. Total Exports of Engg. Products from India 13.296 27.415 Share of Thrust Product Exports to Thrust Markets in Indias Engg. Exports 25.29% 33.59% ENGINEERING SERVICES THE EYE OF OPPORTUNITY Indian IT industry was evolving -from a low-cost, back office, destination into a preferred supplier of high-end engineering services. And firing the imagination of the Indian IT industry is the huge market opportunity that makes a compelling business case for companies to seriously evaluate the engineering services domain. With the market potential for outsourced engineering services estimated at between $ 7 and 12 billion, Indian vendors have barely scratched the surface. The value of work currently undertaken by these players is estimated to be a mere $ 400-500 million, according to Nasscom. Demystifying engineering services In simple terms, engineering services augment or manage processes associated with the creation of a product or service, as well as those associated with a product or asset. This not only includes design elements of the product or services itself, but also infrastructure, equipment and processes engaged in manufacturing or delivering them. Engineering services outsourcing is the practice of sourcing some or all of a engineering services find applications in verticals such as automative, aerospace, minerals and metals, FB, plastics and paper. â€Å"Newer verticals are likely to emerge strongly in near future. These include utilities, chemicals, pharmaceuticals and medical equipment. Showing the way Four categories of stakeholders are seeking to exploit the opportunities thrown up by the engineering services market. Engineering services is not just design. Engineering services offers end-to-end services, including conversion, drafting, modelling for product definition, modelling for analysis, product design, analysis, prototyping, testing and validation, tooling and even limited manufacturing of prototypes. PLM refers to the entire product life cycle management after production to see if there are bugs or errors. The errors are then removed. Industry estimates peg the market potential for process engineering, asset management and industrial embedded systems at over $5 billion, taking the total outsourced / offshore market potential to a whopping $ 12 billion. Automative design accounts for a bulk 65-70 per cent of the market, followed by aerospace at 15 16 per cent, and electric/electronic machinery design at 10-12 per cent. Other key vertical segments considered good targets for outsourced engineering services include utilities and pharmaceutical companies. The biggest opportunity within engineering services is the automative segment where the potential offshore outsourceable components close to $ 4. 8 billion. This is followed by aerospace segment with a market potential of $1 billion, construction and heavy machinery space where the potential stands at $ 800 million. The opportunity in the medical segment is about $ 300 million. India leads the outsourcing market when it comes to auto-sourcing with 24 per cent of auto manufacturing giving it the thumbs up for outsourcing. Bigger automotive markets such as China and Mexico lag behind at 15 per cent and 13 per cent respectively, while other locations such as Brazil, Thailand and Philippines corner less than 10 per cent, of the actual outsourcing markets. Opportunities and challenges India is a significant player in the overall offshorable outsourcing market for engineering services in the Asia-Pacific region today, China and Taiwan could emerge as formidable rivals in coming years. Indias advantage lies in its reputation and ability to deliver technology services to global customers at great value and high speed. India also has a tremendous pool of engineering and scientific talent, which can be tapped for the sector. Access to cutting -edge technology through global alliances with product companies, availability of prototyping and testing facilities, and sourcing domain skills through collaboration with the domestic industry are some of the advantages Indian vendors will have. Engineering services involves significant investments in software and design tools, making more investment intensive than vanilla IT services Some areas of application Product Engineering The services offered extend from the early stages of idea generation, through engineering analysis and design, virtual simulation, documentation and conversion, prototyping and production, testing, knowledge based engineering and PLM solutions. Process Engineering Process engineering entails the use of computational tools and techniques at the plant design stage to optimise expenditures Capital or Operational and achieve efficient production of products and services. Plant automation Plant automation broadly comprises engineering design and development of automation systems that facilitate the management and execution of day-to-day production activities and their associated information to be shared across the organisation in real-time for analysis and decision purposes. Specific services offered include Control System Integration; Process and Production Optimisation; Manufacturing Execution Systems. Enterprise Asset Management (EAM) Traditionally asset management services have been restricted to managing the life-cycle cost of assets. However, technology now enables integration of maintenance activities and functions with plant control systems, MES, CAD/CAM, ERP and SCM. Today, EAM services comprise product implementation, monitoring and maintenance, process assessment and re-engineering, interface development and system integration. EAM helps companies manage physical assets production plants, capital equipment, vehicle fleets, and facilities complexes over the complete asset life cycle. In conjunction with powerful reporting and analysis, EAM capabilities enable you to reduce operating costs, better manage capital expenditure, and improve asset utilisation. PROBLEMS OF ENGINERING EXPORTS So far as the paper has dealt with a general scenario of the engineering goods exports that does not mean that engineering goods exports are free of problems. Like any other item of export, engineering goods are also facing a number of problems, prominent among them are discussed below. Stiff Competition Indian engineering exports have been facing stiff competition from other countries. China, Mexico, Hungary, Czechoslovakia and Korea which have emerged as the fastest growing engineering export countries provide formidable challenges and fierce competition to Indian engineering exports. And recently, the South East Asian financial crisis which was under way since mid 1997 had put our exports at receiving end due to overvaluation of Indian Rupees, curtailment of Indian import by these countries (this is because 15% of total engineering exports is accounted for by these countries). Therefore, it has reduced the competitive edge of Indian exports in the world market. However, recently there has been tremendous improvement in export performance. This may be attributed to the revival of South East Asian economies, increase in the world export demand, etc. Technological problems Technological competitiveness of Indian engineering goods sector is low. Some of the Indian exporters are still at disadvantage in International market vis-a-vis their counterparts in terms of product design, finish, specific features, performance and raw materials substitutes. India can be product of having the second larges scientific and technical manpower in the world. But his advantage due to high availability of quality engineers and scientists is lost partly due to brain drain and partly due to stagnation of skill sets of scientists and engineers within India. Although Indian firms are capable of achieving high levels of precision, they are unable to provide high quality products due to lack of supporting process, technologies such as precision measuring, material engineering and process control. High cost of Industrial Inputs The engineering industry mainly uses raw materials of domestic origin. The raw materials price index has risen faster than the machinery price index. It is difficult of engineering manufacturers to pass on the rise in prices to the consumers thereby impacting their profitability. Similarly the quality of raw materials is also not up to the international standards and it in turn affects the quality of final products. Barriers Another major problem is protectionism by developed countries. Developed countries have always tried to block the products from developing countries through barriers both tariff and non tariff. Recent hike in the tariff of Indian steel by the US is a case in point. This will definitely affect the steel exports from India. Infrastructural Bottlenecks A recent study by CII and World Bank has found that although India has the advantage of cheap labour, this advantage is nullified by infrastructural bottlenecks. Infrastructural bottlenecks are the major problem hindering both domestic and exports production. The quality of infrastructure (transport, communication, and power) is poor, thus affecting competitive delivery schedule and increasing operating costs. The delivery time of locally made engineering goods in many cases is 1.5 to 2 times longer than in industrialized countries. Companies tend to lose orders on delivery schedule. The inland transport is slow although the rail road density is the highest in the world. The cost of electric power is comparable to that in other nations, but reliability is poor. Overall infrastructure inadequacies are estimated to translate into 5 per cent cost disadvantage of Indian engineering manufacturers vis-à  -vis foreign manufacturers. High Transaction Cost The export transaction costs for Indian engineering goods industry are among the highest in the world. Heavy transactions costs not only increase the prices of the final export products, but also result in inordinate delay in export fulfilment, thus affecting export competitiveness. According to available studies, total cost of transaction of engineering goods in India works out to be around 10 per cent of total export earnings. STRATEGY FOR EXPORT PROMOTION In the light of the discussion of numerous problems faced by engineering exports, it is necessary to evolve a scientific strategy, which should aim not only at consolidating the gains achieved so far but also in promoting higher exports of engineering products. Formulation of such strategy will enable engineering industry to sustain the extreme competition in international market. Various measures envisaged under this strategy are listed below: Engineering EPZs and SEZs There is strong need for establishing separate engineering exports processing zones and export oriented units. A few engineering items with highest potential have to be selected for development in these special processing zones. The locations of the export processing zones are to be identified where there is a large concentration of these items. We have already established general export processing zones as well as agricultural export processing zones. Establishment of separate zones for engineering products will enable them to overcome the problems of infrastructure and raw material shortage. In addition it can attract more foreign direct investment into the production and export of engineering products. Technological Up gradation Up gradation of technology and modernization of plant and equipment are prime requirement for export oriented units. New industrial policy (1991) and various announcements there after as well as export import policy provide a number of incentives such as automatic permission for foreign technology agreements in high priority industries, no permission needed for hiring of foreign technicians, foreign testing of indigenously developed technologies, liberal import of capital goods, raw materials and components, liberal import of second hand capital goods with a minimum life of 5 years without license etc. Further, a number of other steps like offering these units a deferred payment facility for purchase of capital goods and machinery (as this would reduce much of the burden of modernization), partnership with technical institutions like IITs for product adaptation and technological up gradation, accreditation of testing laboratories in India by overseas agencies to enable them to offer test inspection certificate / marking of products etc. can be thought of. Selectivity approach While most of our competitors export a few selected products, we have concentrated on too much products. For instance, China, Mexico, Korea, Hungary, Czechoslovakia which have emerged as fastest growing engineering export countries, it is observed that 85 per cent of engineering export were contributed by fewer product categories as compared to that of India. In 2002, the number of categories contributing to 85 per cent of engineering export for these countries was Mexico 10, Hungary 13, Korea 18 and China 20 while that of India was 26. Facing numerous problems due to lack of raw material and infrastructural deficiencies, most of engineering units can hardly match overseas requirement in terms of technology, quality and cost. In the light of the above, we must concentrate on selected or thrust products and give them a full policy package and incentives and other contemporary inputs required for exports production. The Engineering Export Promotion Council Strategy Paper for growth to engineering exports from 2005-06 to 2009-2010 prepared by A. F. Ferguson Co. had identified 19 engineering products as thrust products for export development. These include : commercial vehicles (luxury buse

Purpose And Definition Of OEE Engineering Essay

Purpose And Definition Of OEE Engineering Essay 2.1 Introduction These days, in this demanding world, the total elimination of waste is for the survival of the organization. The waste caused due to the failure or shutdown of facilities that has been built with enormous investment, and also waste such as defective products ought to be completely eliminated. In a manufacturing sector, companys facilities have to be functioning efficiently in order to gain desirable productivity, inventory cost, delivery as well as quality. In this context, the motive of OEE analysis and measurement is to reduce the equipment losses to zero and has been recognized as a necessity for many organizations. According to Bamber et al. (1999) [5], the role of teamwork, small group activities and the participation of all employees is crucial to accomplish equipment improvement aims. Hence, OEE is use as metrics to determine the Total Productive Maintenance (TPM) activities. On the other hand, it can also be said that OEE shows a consistency approach to measure the effectiven ess of TPM as well as other programs by providing an overall structure for measuring production efficiency. As explained by (Dal et al., 2000) [6], the role of OEE goes far beyong not only monitoring and controlling, but also takes into consideration of process improvement initiatives/programs, provides a systematic method for establishing production targets, prevents the sub-optimization of individual machines or product lines, as well as incorporates practical management tools and techniques. This ensures the attainment of a balanced view of process availability, quality and performance. Another statement made by Lesshammar and Patrik (1999) [7], in their case studies, have presented how OEE is being used in industry and as well have reported that this metric forms a useful part of an overall system of measurement. In other words, it provides a useful method to measure the effectiveness of manufacturing operations from a single piece of equipment to the whole manufacturing plant of several manufacturing plants in a group. In doing so, OEE not only provides a complete scenario of where productive manufacturing time and money is being lost, but at the same time uncovers the true , hidden capability of the industry. Thus, it becomes the key manufacturing decision support tool for constant improvement programmes [8]. Apart from that, OEE is an established method of measuring followed by optimizing the efficiency of a machines performance or that of a whole industry plant. The effectiveness of a plants production highly depends on the effectiveness with which it makes use of equipment, materials, man and methods as explained by Suzuki (1999) [9]. Besides, OEE can have a significant impact on the productivity of a manufacturing unit. Therefore, through OEE manufacturers may systematically direct their business towards attainment of continuous improvement operating margins, optimized competitive position and maximized utilization of capital. Some of the more prominent firms have benefited from OEE as a measurement gauge for implementing improvement activities that increases company profits and costs. . 2.2 History of OEE OEE is an essential metric and basic methodology for manufacturers practicing a Lean manufacturing strategy that is zero waste in their value streams. This metric element follows the well-founded principle: If you cant measure it, you cant manage it [10]. Some advocates are fond of the view If youre not taking score, youre only practicing [10]. In 1972, the Japanese Plant Maintenance Institute (JPMI) developed a theory called Total Productive Maintenance [11]. The preliminary aim of TPM was to eradicate the six big losses and subsequently the eight wastes. It was first implemented and developed in Toyotas automotive plants, soon after evolving into world renowned Toyota Production System. An organizational culture was formed by Toyota that focused on the systematic identification and elimination of all waste from their production process where the technical / human contributions to production are maximized. Reengineering and organizational change is used to maximize yield, minimize cost and time-compress the supply chain by fully excluding non-value added activities and not right first time events. The OEE gauge came forward from the Japanese production focused, equipment management framework of TPM [10]. OEE is the key measure of the tangible benefits accessible from TPM by Seiichi Nakajima, the founder of Total Productive Maintenance who initially used OEE to depict a fundamental measure for tracking production performance. He (Seiichi Nakajima) challenged the complacent view of effectiveness by focusing not merely on keeping equipment running smoothly, but on creating a sense of joint responsibility between maintenance workers and operators to optimize the Overall Equipment Performance. OEE symbolized in the first of the original pillars of TPM. Guided all TPM activities and measured the results of these loss focused activities. Therefore, the use of OEE had evolved into the current focused improvement pillar, one of eight TPM pillars. During the mid 1990s, coordinated by SEMATECH the semiconductor wafer fabrication industry has adopted to improve the productivity of the fabrication [11]. Since then, manufacturers in other industries throughout the world have embraced OEE ways to improve their asset utilization. 2.3 The purpose of OEE The OEE metric can be applied at a number of different levels within a manufacturing environment. First, OEE can be used as a benchmark for measuring the initial performance of a manufacturing industry as a whole. Thereby, the initial OEE measure can be compared with future OEE values, hence quantifying the level of enhancement made. Subsequently, an OEE value calculated for one manufacturing line can as well be used to compare line performance across the industry, thus highlighting any poor line performance. If the machines processes work individually, an OEE measure can discover which machine performance is worst, and therefore indicate where to focus TPM resources ( Nakajima 1988) [5]. Dal et al. (2000) [6] declared that by utilizing largely existing performance data, such as preventive maintenance, absenteeism, accidents, material utilization, conformance to schedule, labor recovery, set-up and changeover data, etc., the OEE measure may possibly provide topical information for daily decision making. Due to this, the OEE measurement method within a industry becomes the elementary measure of TPM activities, as well as a basis of improvements for the TPM process. 2.4 Definition of OEE In the era of globalization today, manufacturers are forced to look for creative ways to maximize additional investment due to the continuous pressure of global competition which results in lower margin. In this state, OEE has becoming a hot topic. In its most basic form, OEE offers a straightforward ways to keep track of manufacturing performance as well as to measure the total equipment performance- the degree to which the asset is doing what it is supposed to do. However, the true power of OEE as a dedicated application lies in the ability to use it as a change-enabler, or tool for continuous improvement and lean manufacturing programs [8]. There are various methodologies to gauge manufacturing efficiency. Generally most companies will have a number of measures already in place. Nevertheless, many now disagree that none of these approaches are as comprehensive or far reaching as the OEE achievement, since OEE provides a way to measure the effectiveness of manufacturing operations from single piece of equipment to the manufacturing plant in entirety, or several manufacturing plants in a group. as a result, OEE can be well thought-out as a central KPI (key performance indicator). It drives an organization to examine all aspects of asset performance in order to ensure gaining the maximum benefits from a piece of equipment that is already bought and paid for [12]. Thus, it is obvious that OEE acts as an approach for monitoring and managing the lifecycle of manufacturing assets. On the other hand, OEE can be expressed as a commonly accepted set of metrics that bring clear focus to the key success drivers for manufacturing enterprises [13]. In other words, it measures both efficiency (doing things right) and effectiveness (doing the right things) with the equipments. These measurement comprises of three fundamental elements where each one is expressed as a percentage and accounting for a different kind of waste in the manufacturing process. Thus, it is understood that OEE is a function of the three factors. The three factors mentioned below are briefed as: Availability or uptime (downtime: planned and unplanned, tool change, tool service, job change etc.) A measure of the time the plant was in fact available for production compared to the manufacturing requirements. Any losses in this area would attribute to major breakdowns or extended set up time [14]. Performance efficiency (actual vs. design capacity) The rate that concrete units are produced compared to the designed output. Losses in this area would attribute to slow speed running, minor stoppages or adjustments [14]. Rate of quality output (Defects and rework) A measure of good quality, saleable product, minus any waste. Losses in this element would attribute to damage rejects or products needing rework [14]. Measuring OEE can be done simply by capturing the five basic pieces of information as stated below: Planned Production Time the planned amount of time in which production is planned for a specific line. Down Time specify as the amount of time the process is not running during the planned production time (interrupts to production). Ideal Cycle Time represent as the theoretical minimum of time needed to produce a single piece of product. Total Pieces denote as the total number of pieces produced during the planned production time. Good Pieces signify as the total number of pieces produced that meet quality standards. Figure 2.1 The Overall Equipment Effectiveness flow chart 2.5 Objectives of OEE Overall Equipment Effectiveness records and data informations are used to categorize a single asset (machine or equipment) and/or single stream process related losses in order to improve total asset reliability and performance. Besides, the information is useful and essential as it helps to identify and categorize major losses or reasons for poor performance. OEE offers the basis for setting enhancement priorities as well as for the root of measurement and analysis. In addition, the percentage determined is used to track and trend for improvement, or decline, in equipment effectiveness over a period of time. Hidden or untapped capacity in a manufacturing process can be pointed out through these percentages and lead to balance flow. On top of that, OEE can be used to develop and enhance collaboration between asset operations, maintenance, purchasing, and equipment engineering to jointly identify and reduce (or eliminate) the 2 major causes of poop performance since maintenance alone cannot improve OEE. 2.6 The use of OEE The root why companies uses OEE is to avoid making inappropriate purchases, and help them focus on improving the performance of machinery and also plant equipment they already own. Companies should also start with the area that will provide the greatest return on asset because OEE is able to find the greatest areas of improvement. These OEE formula with the major factors involves will show how improvements in quality, changeovers, machine reliability improvements, working through breaks and more. In business world today, when many manufacturers strive towards world class productivity in their facility, this simple method will perform an excellent benchmarking tool [15]. Besides, the simple derived OEE percentage makes a great motivational system as it is easy to understand and this single number is displayed where all facility personnel can view it. By giving employees such as operators and workers an easy way to see how they are doing in overall equipment utilization, production speed, and quality, in return they will strive for a higher number instead. 2.7 Defining Six Big Losses One of the major goals of TPM and OEE programs is to reduce and/or eliminate what are named as the Six Big Losses, the most common causes of efficiency loss in manufacturing sectors. This was put forwarded by Nakajima in 1989 [16]. There are basically 3 categories of OEE loss which include: Down Time Loss, Speed Loss and Quality Loss. Each of these types has been divided into two sub-losses. They are known or called the Six Big Losses. Basically, OEE is generally measured in terms of these six losses as showed below. They are categorized as stated below: Breakdown Losses Setup and Adjustments Losses Small Stops Losses (Idling and Minor Stop Losses) Reduced Speed Losses Startup Rejects (reduced yield losses) Production Rejects (quality defects and re-work) Categorizing these data makes addressing the Six Big Losses much easier, and a key goal should be fast and efficient data collection, with data put to used throughout the day in the real time. 2.2 Addressing the Six Big Losses Measurement is essential to establish appropriate metrics. It is important necessity of continuous improvement processes. As stated by Nakajima (1988), an efficient way of analyzing the efficiency of a single machine or an integrated manufacturing process is through OEE measurement [17]. It is a function of availability, performance rate, and quality rate. In fact, the three dimensions are measures in terms of equipment losses. Following this, Nakajima (1988) defined these losses into six major categories as follows [17]: 2.7.1.1 Availability Losses Based on the mechanism principle, a machine most likely is available 24/7/365. However, this comes from an ideal perspective, from which one can measure true machine availability. There are few genuine factors that affect on availability, some of which are planned, and some unplanned. For planned downtime, it takes into account of holidays, scheduled maintenance and vacation. While for unplanned downtime, it includes equipment failures and setup and adjustments. It is possible to factor in the planned downtime; however it is the losses due to unplanned downtime that can negatively affects machine availability. Breakdowns Breakdown Losses are classified as by far the biggest of the Six Big Losses. These losses are significant due to the fact of its sudden, dramatic failure in which the equipment stops completely [18]. In the view of the fact that there is no production therefore this unexpected breakdown are undoubtedly elements of losses. The breakdown can cause all equipment functions to be terminated even though the source lies in a single specific function. Nevertheless, deterioration related to problem and losses are also regard as break down losses. It is important to improve OEE by eliminating unplanned downtime. But if the process is down, other OEE factors cannot be dealt with. Therefore, it is not merely important to know how much downtime your process is experiencing (and when) at the same time to be able to attribute the lost time to the specific reason or cause for the loss [19]. Setup and Adjustments Whenever the production of one product stops and the equipment is adjusted to meet the requirements of another product, this is where setup and adjustment take place. The loss of time due to this delay is known as setup and adjustments Basically, setup and adjustments period of time is normally measured as the time between the last good parts produced before setup to the first consistent good parts produced after setup. In order to constantly produce parts that meet the quality standards, it should generally include substantial adjustment and/or warm-up time. Various innovative ways have been used by companies to reduce setup time. These comprises assembling changeover carts with all tools and supplies necessary for the changeover in one place, pinned or marked settings so that coarse adjustments are no longer necessary, and use of prefabricated setup measures [20]. 2.7.1.2 Performance Losses Machine performance referred to as the net production time during which products are produced. The more the machine produces, the greater the OEE metric. However, speed losses and small stops will inhibit the overall performance of machine. If such losses is not recognized and addressed, the machine performance cannot be fully optimized. Reduced Speed Reduced Speed can be classified as one of the most difficult of the Six Big Losses to monitor and record. This is due to the reason that there is a significant difference between the theoretical maximum speed and what people think the maximum speed is. In most cases, in order to prevent other losses such as quality rejects and breakdowns, the production speed needs to be optimized. Losses due to reduce speed are therefore, often ignored or underestimated [21]. It happens when the equipment runs slower than its optimal or maximum speed. Apart from that, reduced speed is the difference between designed speed and the actual operating speed [21]. There are various reasons where equipment may be running at less than its designed speed, for instance non-standard or difficult raw materials, history or past problems, mechanical problems, or fear of overloading the equipment. This loss of speed is actually converted into time during the OEE calculation. Small Stops We can also assume small stops as one of the most difficult of the Six Big Losses to monitor and record. Whenever a machine shows short interruptions and does not have a constant speed, this will not result in a smooth flow of production. Minor stoppages and the subsequent loss of speed can be the cause from products blocking sensors or products getting stuck in the conveyor belts. The machines effectiveness will be diminished drastically if these hitches occur frequently [21]. The occurrence of these losses happens whenever equipment stops for a short time as the result of a temporary problem. As an example, a work-piece is jammed in a chuck or when a sensor activates and shut down the machines, this will definitely result in a minor stoppage. As soon as someone removes the jammed work-piece or resets the sensor instantly, it operates normally again. These losses also include idling losses that occur when equipment continues to run without producing. Thus, since idling and minor stoppages interrupt jobs, therefore they can also be categorized as breakdowns. Despite that, the two are fundamentally different in that a minor stoppage and the duration are usually less than 10 minutes. 2.7.1.3 Quality Losses A scrap is when the final product is not saleable, and the entire process has been wasted on product that will never make it to the customer. Thus, it is very essential to take into account the quality of the product while evaluating OEE. Availability and speed often has been the main focus, and quality is left behind. The key to keep in mind is that without a good product, the rest of the operation is a white elephant. Generally, quality losses are generated during startup while the machine is ramping up, during adjustment, or during normal production, as rejected/unwanted product due to process instabilities. Startup Rejects Products that do not meet the quality standards are called scraps, even if they can be sold as sub-spec. A specific type of quality loss is the startup losses where these losses occur due to when: Starting up of the machine: the production is not stable as soon as the machine starts and the first products do not meet the quality standards. The process of the machine at the end of a production run is no longer stable and the products no longer to be able to meet the specifications require. Quantities of products are no longer counted as part of the production order and consequently are considered as loss. These are usually hidden losses, which are often considered to be unavoidable. The scale of these losses can be surprisingly large [21]. Certain adjustments and warm-up time is required for several equipments to obtain optimum output. Losses that happen in the early stages of production during machine setup to stabilization of product quality are called the startup losses. The losses differ with degree of stability of processing condition, operators technical skill, maintenance level on equipment, and many more. Production rejects A product that does not meet the quality specifications/standards for the first time, but can be reprocessed into good products is known as rework products. Reworking products is not a disadvantage as the product can be sold to fit other demand needs. However, the product was not right first time and is therefore a quality loss just like scrap [21]. Production rejects are classified as quality losses that are not caused by startup. These losses arise only when products produced are not conforming to the specifications. Parts that require rework of any kind should be considered reject and this happens during steady state production. Example of the Downtime loss, Speed loss, and Quality loss is depicted in the following page. The Six Big Losses with three categories are shown in figure below. The following table shows how this Six Big Losses are categorized with examples given. Figure 2.3: Classification of Six Big Losses. The table below lists the Six Big Losses, and show how they are relate to the OEE Loss categories. A typical major loss, the categories of OEE as well as examples of events is shown as follow: OEE Loss Category   Six Big Loss Category   Event Examples   Down Time Loss   Breakdowns   à ¢Ã¢â€š ¬Ã‚ ¢ Tooling Failures à ¢Ã¢â€š ¬Ã‚ ¢ Unplanned Maintenance à ¢Ã¢â€š ¬Ã‚ ¢ General Breakdowns à ¢Ã¢â€š ¬Ã‚ ¢ Equipment Failure   Setup and Adjustments à ¢Ã¢â€š ¬Ã‚ ¢Ã‚  Setup/Changeover à ¢Ã¢â€š ¬Ã‚ ¢ Material Shortages à ¢Ã¢â€š ¬Ã‚ ¢ Operator Shortages à ¢Ã¢â€š ¬Ã‚ ¢ Major Adjustments à ¢Ã¢â€š ¬Ã‚ ¢ Warm-Up Time Speed Loss   Idling and Minor stops   à ¢Ã¢â€š ¬Ã‚ ¢ Obstructed Product Flow à ¢Ã¢â€š ¬Ã‚ ¢ Component Jams à ¢Ã¢â€š ¬Ã‚ ¢ Misfeeds à ¢Ã¢â€š ¬Ã‚ ¢ Sensor Blocked à ¢Ã¢â€š ¬Ã‚ ¢ Delivery Blocked à ¢Ã¢â€š ¬Ã‚ ¢ Cleaning/Checking   Reduced Speed à ¢Ã¢â€š ¬Ã‚ ¢ Rough Running à ¢Ã¢â€š ¬Ã‚ ¢ Under Nameplate Capacity à ¢Ã¢â€š ¬Ã‚ ¢ Under Design Capacity à ¢Ã¢â€š ¬Ã‚ ¢ Equipment Wear à ¢Ã¢â€š ¬Ã‚ ¢ Operator Inefficiency Quality Loss   Start-up Losses à ¢Ã¢â€š ¬Ã‚ ¢ Scrap à ¢Ã¢â€š ¬Ã‚ ¢ Rework à ¢Ã¢â€š ¬Ã‚ ¢ In-Process Damage à ¢Ã¢â€š ¬Ã‚ ¢ In-Process Expiration à ¢Ã¢â€š ¬Ã‚ ¢ Incorrect Assembly   Defect Losses à ¢Ã¢â€š ¬Ã‚ ¢ Scrap à ¢Ã¢â€š ¬Ã‚ ¢ Rework à ¢Ã¢â€š ¬Ã‚ ¢ In-Process Damage à ¢Ã¢â€š ¬Ã‚ ¢ In-Process Expiration à ¢Ã¢â€š ¬Ã‚ ¢ Incorrect Assembly Table 2.1 : The Six Big Losses in OEE 2.8 OEE factors As explained in previous subsequent chapter, the OEE calculation is based on the three OEE factors. This comprises of Availability, Quality and Performance. They are as well referring as Effectiveness Factors. Here is how each of these factors is calculated. Availability The Availability part of OEE represents the percentage of scheduled time that the equipment is available to function [18]. This Availability element is a measurement of the uptime that is designed to exclude the effects of performance, quality, and scheduled downtime events. Since Availability takes into account of Downtime loss, the formula is calculated as: 20 Availability = Operation time Planned Production time Where, Operation time = Planned production time Unscheduled Downtime Production time = Planned production time Scheduled Downtime Downtime losses zero indicates the availability is 100%, where the gross operating time equals the available time for production. i.e. Operation time equals Planned Production time. Therefore, it can be said that 100% Availability means the process has been running without any recorded stops. Performance Performance can be denoted as the ratio between Net Operating Time and Operating Time. Since Performance takes into account of speed loss, the formula is calculated as: 22 Performance = Net Operating Time Operating Time The Performance portion of OEE corresponds to the speed at which the machine runs as a percentage of its designed speed. This Performance element is a measurement of speed that is designed to exclude the effects of availability and quality [18]. Performance does not penalize for rejects, which imply even if the work is rejected or rework, it will still be included in the planned and actual hours accordingly. Since Performance takes into account Speed Loss, the formula is calculated as: Performance = Ideal Cycle Time Operating Time / Total Pieces 23 Where, Ideal Cycle Time = the minimum cycle time that the process can be expected to achieve in optimal circumstances. It is at times called, Theoretical Cycle Time, Nameplate Capacity or Design Cycle Time. Since Run Rate is the reciprocal of Cycle Time, Performance can also be calculated as: Performance = Total Pieces / Operating Time Ideal Run Rate 24 Performance is limited at 100%, to make sure that if an error is made in specifying the Ideal Cycle Time of Ideal Run Rate, the effect on OEE will be limited. Therefore, it can be said that 100% Performance means the process has been consistently running at its theoretical maximum speed. Quality Rate The Quality portion of the OEE signifies the good units produced as a percentage of the total units produced [18]. The Quality metric is a measurement of process yield that is designed to exclude the effects of availability and performance. Quality is the ratio of Fully Productive Time to Net Operating Time. Quality = Fully Productive Time / Net Operating Time 25 Quality = Good Pieces / Total Pieces Since Quality takes into account of Quality Loss, the formula is calculated as: 26 (Total no of units of processed products- No of units of no good products)/(total no of units of processed products). Thus, it can be said that 100% Quality means there is no rework or reject pieces. Therefore, since OEE takes into account all three OEE factors, the formula is calculated as: 27 OEE = Availability x Performance x Quality Therefore OEE is the product of its effectiveness factors; Availability, Performance and Quality. The study of each of these effectiveness factors will improve the Overall Equipment Effectiveness. Below diagrams shows the three major elements of OEE together with formula calculated . Figure 2.4à ¢Ã¢â€š ¬Ã‚ ¦.Shows the formula on how to calculate OEE Figure 2.5à ¢Ã¢â€š ¬Ã‚ ¦Shows the OEE Factors Loss OEE Factor Planned Shutdown Not included in OEE calculation Down Time Loss Availability is the ratio of Operating Time to Planned Production Time (Operating Time is Planned Production Time less Down Time Loss). Calculated as the ratio of Operating Time to Planed Production Time. 100% Availability means the process has been running without any recorded stops. Speed Loss Performance is the ratio of Net Operating Time to Operating Time (Net Operating Time is Operating Time less Speed Loss). Calculated as the ratio of Ideal Cycle Time to Actual Cycle Time, or alternately the ratio of Actual Run Rate to Ideal Run Rate. 100% Performance means the process has been consistently running at its theoretical maximum speed. Table 2.1 indicates the 3 main factors of OEE Quality Loss Quality is the ratio of Fully Productive Time to Net Operating Time (Fully Productive Time is Net Operating Time less Quality Loss). Calculated as the ratio of Good Pieces to Total Pieces. 100% Quality means there have been no reject or rework pieces. 2.9 OEE Components of Plant Operating Time 2.9.1 Components of Plant Operating Time In order to establish an accurate measurement, OEE analysis begins with Plant Operating Time. Basically, this Plant Operating Time implies as the amount of time the facility is open and available for equipment process. It can also be refer as the maximum amount of time and is a constant. One day consists of 24 hours of 60 minutes. While, for one week, it consists of 7 days of 24 hours. Whereas, in one year consists of 52 weeks. At times, Plant Operating Time is also referred to as Theoretical Production Time. It consists of different losses like speed and quality loss as well as fully productive time 2.9.1 Plant Production Time Once a category of called Planned Shut Down is subtracted from Plant Operating Time, the remaining available time is called Planned Production Time. The Planned Shut Down shall include any events that should be excluded from efficiency analysis since there was no intension of running production [22]. For example, tea breaks, lunch breaks, scheduled maintenance or periods where there is nothing to produce. Nevertheless, Planned Production Time is also known as Available Production Time. OEE initiates with Planned Production Time and analyze efficiency as well as productivity losses that occur, with the aim of eliminating or reducing these losses. OEE starts with Plant Operating Time and end up with Fully Productive Time, screening the source of productive loss that occur in between. 2.9.1.1 Operating Time From Planned Production Time, the downtime loss is subtracted to gain Operating Time. The downtime losses inclusive of any events that stop planned production for an appreciable length of time (normally several minute-long enough to log as a traceable event) [22]. Examples of these include material shortages, equipment failures, and changeover time. Since it is also includes as type of downtime, the changeover time is included in OEE analysis. Even though it may not be possible to reduce 9 changeover times, however, it can be reduced in most cases. The remaining available time is called Operating Time and also known as Gross Operating Time [22]. 2.9.1.2 Net Operating Time From the Operating Time, the speed loss is deducted to obtain Net Operating Time. The speed losses take account of any factors that cause the process to operate less than the maximum possible speed while running. Examples of these include machine wear, substandard materials, miss-feeds, and operator inefficiency. 2.9.1.3 Fully Productive Time As for Net Operating Time, the Quality Loss is subtracted and the remaining available time is called the Fully Productive Time. These quality losses accounts for produced pieces that do not meet quality standards, together with pieces that require rework. The goal here is to maximize Fully Productive Time w