Indigenous people and the Sale of Land - Free Essay Example

Sample details Pages: 8 Words: 2492 Downloads: 4 Date added: 2017/06/26 Category Law Essay Type Cause and effect essay Level High school Did you like this example? land, you must remember that it is sacred and you must teach your children that it is sacred and that each ghostly reflection in the clear water of the lakes tells of the events and memories in the life of my people. The waters murmur is the voice of my fathers father. If we sell you the land you must remember and teach your children that the rivers are our brothers, and yours and you must henceforth give the kindness you would give any brother. Don’t waste time! Our writers will create an original "Indigenous people and the Sale of Land" essay for you Create order We know that the white man does not understand our ways. One portion of land is the same to him as the next, he is a stranger who comes in the night and takes from the land whatever he needs. The earth is not his brother but his enemy and when he has conquered it, he moves on. He leaves his fathers graves behind and does not care. So we consider your offer to buy our land. If we decide to accept, I will make one condition. The white man must treat the beasts of his land as his brothersYou must teach your children that the ground beneath their feet is the ashes of our grandfathers. So they will respect the land. Tell your children that the earth is rich with the lives of our kin. Teach your children what we have taught to our children, that the earth is our mother. Whatever befalls the earth befalls the sons of the earth. If man spits on the ground, they spit on themselves. In the contemporary scenario, we are the Chief Seattle and his tribe, the ultimate owners and beneficia ries of the natural resources, so if this lesson does not reach the white man (white man can be equated to the state and private companies who deal with them) it will be partially our fault. The State gets entwined in regulatory aspects and the private parties in their commercial exploitation in terms of their licenses and lease. The natural resources which are described as sacred cannot speak for themselves, so their voices should be the beneficiaries. The people of the country who are the ultimate owner needs to be empowered to have a say when their sacred resources are being plundered, be they in the hand of any party- the state, a corporation, a municipality, a company or so on. The fact that these parties deal with the resources for all makes them responsible to the people (the beneficiaries) and not just the intermediaries (in terms of the state regulatory framework or the administrative bodies), and this makes the extension of this doctrine to private parties viable. It is true that the doctrine is not so much an anti-privatization concept as a vehicle for mediating between public and private rights in important natural resources[1] and the private companies want their freedom of operation. They look at all these regulations from the point of view that they are hindrances and delays in their operations. Even the state wants to attract private companies for exploration in natural resources from its development agenda and to attract foreign investment. One thing both the state and private parties have to be cautious about is that freedom in commons can lead to ruin of all.[2] The jus publicum rights even under private possession should never die. The ultimate owners are the citizens under Article 39(b) of our constitution. Today, if asked they do not actually feel like the owners. If private interests take over the public interests it would be a offence in my opinion against the community, against the long-range interests of the country as a whole a nd more so against the unborn generations.[3] It is time we think about the problems associated with natural resources and their privatisation. To empower the citizens we need to adopt either a stronger regulatory framework ensuring accountability of private companies in its actions or to expand the horizon of the public trust doctrine and unless the same is done it would be difficult to contest that our natural resources are distributed for common good. 5. BIBLIOGRAPHY PRIMARY SOURCES LIST OF STATUTES Coal Mines (Conservation and Development) Act, 1974 Coal Mines (Nationalization) Act, 1973 Coal Mines (Taking Over and Management) Act, 1973 Common Rights Registration Act, 1965 Comptroller and Auditor General of India Act, 1971 Constitution of India, 1949 Constitution of United States Indian Telegraph Act, 1885 Magna Carta, United Kingdom, 1215 Mineral Concession Rules, 1960. Mines and Minerals (Regulation and Development) Act, 1957 NEPA (National Environment Policy Act), 1970 Oil fields Regulation and Regulation Act, 1948 Outer Continental Shelf Lands Act 43 U.S.C. 1301(e) Petroleum and Natural Gas Rules, 1959 Right to Information Act, 2005 Telecom Regulatory Authority of India Act, 1997 The Coal India (Regulation of Transfers and Validation Act,2000). The Coking Coal Mines (Emergency Provisions) Act, 1971. The Companies Act, 1956 The Indian Trust Act, 1882 The National Telecom Policy of 1994 The New Telecom Policy of 1999 The Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act, 2006 The Territorial Waters, Continental Shelf , Exclusive Economic Zone and Other Maritime Zones Act, 1976 REPORTS/CONVENTIONS Comptroller and Auditor General Report on 2G Spectrum, 2012 Comptroller and Auditor General Report on Coal Block Allocation 1996-2010, 2012 Constituent Assembly Debates, Vol. VII, 506 (Lok Sabha Secretariat, New Delhi, 2003) Declaration on Right to Development, 1998 Digest of Justinian, Rome Draft international Covenant on Environment and Development Helsinki Rules, 1966 International Covenant on civil and political rights (ICCPR), 1966 Report on Conference of Conservation of Natural Resources, 1908 The Convention on Access to Information, Public Participation in Decision-making and Access to Justice in Environmental Matters (Aarhus Convention,1998) World Trade Report on Trade in Natural Resources, 2010 SECONDARY SOURCES BOOKS A.K. 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The Hangmans Horror Roger, Sadism, and Psychopathy in...

With an understanding of the inherent darkness in all men and first-hand experience with savagery and violence in World War II, William Golding used Lord of the Flies as not only a historical allegory and a pulpit from which to address the darkness in all men, but also as a metaphor and a example that no one is exempt from human nature. Golding’s characters in Lord of the Flies reflect this idea greatly, but none more so than Roger. Throughout Lord of the Flies, Golding uses the character of Roger to show the follies of mankind and the ability of all people to turn to savagery, as well as the inherent nature of man and society’s internalized acceptance of violence, stemming from Golding’s own experiences with the subject. Golding created†¦show more content†¦His physical appearance has changed and his long, grown out black hair â€Å"seemed to suit his gloomy face and made what seemed at first an unsociable remoteness into something forbidding,† ( Golding 55), creating a much more intimidating figure than he had already been, his unkempt appearance adding to his unapproachability and furtive personality. However, this chapter also shows that he is fully â€Å"aware of the lingering social conditioning† (Koopmans) of his life before the boys were stranded on the island; â€Å"Roger stooped, picked up a stone, aimed, and threw it at Henry – threw it to miss. The stone, that token of preposterous time, bounced five yards to Henry’s right and fell in the water. Roger gathered a handful of stones and began to throw them. Yet there was a space round Henry, perhaps six yards in diameter, into which he dare not throw. Here, invisible yet strong, was the taboo of the old life. Round the squatting child was the protection of parents and school and policemen and the law. Roger’s arm was conditioned by a civilization that knew nothing of him and was in ruins† (Golding 56). Roger throws the rocks at Henry aiming to miss, unable to bring himself yet to actually throw the stones at Henry to deliberately hurt him, a

Analysis of a Case Study on Social Marketing

Question: Discuss about the Analysis of a Case Study on Social Marketing. Answer: Introduction: The current assignment aims to demonstrate critically the cause-related marketing, which deals with social marketing, especially with the adoption of pets in the Australian market. In this context, Akgn, Keskin Ayar (2014) advocated that social marketing is an approach that intends to form activities for changing the perceptions of the people to benefit the individuals and the overall community. The two institutions that have been selected to fit the purpose of this assignment include RSPCA and World Wildlife Fund (WWF). Accordingly, the marketing mix of both the institutions has been conducted with the help of 4Ps of marketing, which constitute of product, price, place and promotion. Finally, based on the conducted evaluation, the target market has been identified for both the institutions. Product Definition, Core Benefit,Expected Product and Augmented Product: In the words of Chikweche Fletcher (2012), product decision is the basic decision, which a firm needs to make in order to develop an effective marketing plan. The product mix for the two institutions has been briefly explained as follows: RSPCA: RSPCA is a charitable and independent institution, which has been providing protection services and animal care in Australia having staff base of around 1,000 in the nation. The major products of the institution include adopting dogs/puppies, cats/kittens and other small animals. In order to find the right pet, RSPCA offers advice to the customers and judges them based on their capabilities to adopt pets. After the selection of the dog, an adoption assistant of the organisation would visit the customer to provide information about that dog, its background and requirements (Rspca.org.au, 2016).The expected product would be delivered after viewing the photos of the customer backyard, in which the dog is expected to live. Finally, an adoption application form would be provided to the customers for ensuring that the right pet is selected with a cooling period of 24 hours. The core benefits of adopting a pet include providing the animal with a second opportunity to live. Since RSPCA is a shelter for the different pets in Australia, the cost of adopting a pet would be much lower in contrast to that of the breeders. Along with this, adopting a pet would help in increasing the happiness of the families. It would help in overcoming depression, anxiety and stress of the individuals (Gordon, 2012). Furthermore, the pets in RSPCA have been well-trained, which helps in saving plenty of time and additional efforts to train the same. World Wildlife Fund (WWF): WWF is a partnership organisation formed in collaboration with the scientists, government leaders and business leaders. The intention of the organisation is to prevent the hunting of the wild animals and the habitats of those animals (Donate.wwf.org.au, 2016). The organisation has been using hazardous materials company, in which the emotional reward would be conducted with the incorporation of press release in the website of the organisation regarding the partnership. The environmental group of WWF is engaged in selling gifts for the pets, which comprise of toys for adoption of species, crafts, apparel and cards. The scientist group of the organisation is engaged in tax deduction. Price Definition, Initial Cost and Ongoing Cost: As commented by Doan et al., (2015), price is primarily the amount, which a customer pays to purchase a particular product or service. The price mix for the two organisations has been described as follows: RSPCA: In the initial stage, the organisation has selected the scheme of penetration pricing. In this context, Greene (2014) stated that the penetration pricing strategy is a method through which the prices of the products or services are kept low to reach a broader market and commence word of mouth. Therefore, the main intention of RSPCA is to attract the customers to adopt pet animals through direct purchase from the organisation, instead of going to the pet breeders. In the later stage, RSPCA has focused on flexibility with respect to the donations and costs to maintain its animal care activities. Along with this, the organisation sells different types of pet foods and other stuffs at minimal prices for ensuring the living standard of the pets. The organisation provides shipping facilities to its customers at a rate of $9, which is much lower in comparison to the pet breeders. Furthermore, it provides discounts to some of its products like API Peffect Start for Aquariums, which is now valued at $12.95 from $34.95 before. Thus, the pricing strategy of the organisation aims to attract the interested customers towards adopting pet animals. WWF: WWF follows competitive marketing strategy in selling its products and services. The prices of products vary from $25-$250 for the adoptions of symbiotic animals. In addition, the organisation receives both public and private donations for preparing the animal foods and prices its products at a competitive rate in the market. The amount earned is utilised for the welfare of the animals living in the various shelters of WWF. Place/Distribution Definition: In the words of Kim et al., (2014), placement or distribution is a significant part of the marketing mix, in which the organisation needs to position and distribute its products in a place, which could be accessed by the customers. The place mix for the two organisations have been summarised as follows: RSPCA: The shelters of RSPCA are the visible portions of the operations of the Australian society. The role of the shelters includes adoption and rehabilitation centres for the injured and stray animals. Along with this, the organisation provides sanctuary for the horses coupled with livestock and wide array of wild animals. The extension and campaign would be developed within the existing operation systems of RSPCA. The location services are available on-site, which have adoption features. Such facilities are designed so that the customers could visit the shelters and adopt pets in a convenient manner (Huang Sarigll, 2014). In addition, the RSPCA are located in such situations that communication with the distribution of local support could be conducted effectively. WWF: The place mix strategy of WWF is entirely different in contrast to that of RSPCA. This is because all the stray and pet animals are solely transferred to the customers over internet. In addition, the animals are sold to the customers during fund raising events as well. In this context, Kim et al., (2014) stated that sale of products through online media helps in saving the time of the customers, which might increase their satisfaction level. However, as argued by Morris Koleszar (2015), since the products are not tangible in nature during online views, the promised quality might fail to meet the expectations of the customers. Since the organisation has only relied on selling pet animals over internet and fund raising events, it saves additional cost of maintaining a number of shelters. Promotion Definition: As cited by Rahmani, Emamisaleh Yadegari (2015), promotion is a significant constituent of marketing, as it might help in increasing the revenue margin and brand recognition of an organisation. The promotion mix for RSPCA and WWF are briefly summed up as follows: RSPCA: The promotion strategy of the organisation is aimed at increasing the penetration in the mass market with higher focus on advertising campaign. The main objective of such campaign is to increase the awareness regarding cruelty with the stray and unwanted animals. Some of the most notable campaigns in this respect include layer hen welfare, greyhound racing industry and live export. In case of the first campaign, it has been identified that nearly 11 million hens in Australia are confined to the battery cages. After conduction of a scientific report, RSPCA has found that the cages are causing problems for hens, which could be resolved by releasing them out from the same. The campaign has been made popular with the help of posters and television commercials. This has helped in increasing the consumer awareness, which lead to review of the standard guidelines and procedures (Schuhmacher Kuester, 2012). The same approach has been followed in case of the other two campaigns, in which the organisation has used television and social media to generate the awareness of the customers. WWF: WWF has formed partnerships with several governmental agencies and organisations to carry on with its current projects. It has been observed that WWF has supporters of around 5 million in the global countries, which have been developed with the help of its brand image. The organisation has used social media and newspaper advertising for promoting its fight against cruelty with different kinds of animals. In this regard, Sharma Lambert (2013) remarked that social media and newspapers are the most feasible techniques to promote services, as it helps in attracting the attention of the individuals rapidly. Along with this, WWF has concentrated on protecting the marine life by hard-hitting campaigns with the help of social media and television advertising. The marine life covers areas of Antarctica, the Southern Ocean, the Great Barrier Reef and the island and coastal communities of the Pacific. The intention is to eliminate the traditional practices to ensure protection of the species through sustainable development programs. These programs have been promoted in the official website of WWF, since it is engaged in online selling of products and services. Target market: Based on the above discussion, it could be stated that the main target market for RSPCA includes the farming industries, the government and the entire society of Australia. This is because the operations of the organisation are restricted to the boundaries of Australia. In addition, the domestic households with stable income level constitute of the target market of RSPCA, as it intends to encourage adoption of pet animals along with generating attention for current projects through media releases. Such target market would help the organisation in achieving its long-terms goals and objectives (Singh, 2012). On the other hand, the target market for WWF includes the global government agencies, farming industries and the common households to prevent cruelty on animals and other species. The top global organisations include the target market of the organisation as well, as it is involved in a partnership with Coca-Cola for protecting the polar bears. In addition, the use of social media on the part of WWF aims to attract both the global young adults and teenagers. Conclusion: From the above discussion, it has been evaluated that both RSPCA and WWF aim to protect animal cruelty and encourage people to adopt pet animals. RSPCA follows penetration pricing scheme to sell its services, while WWF follows competitive pricing strategy for selling its services. In addition, RSPCA has different shelters in Australia for conducting its operations, while WWF is engaged in internet marketing in the global arena. Finally, it has been identified that RSPCA uses posters and television commercials to generate the consumer awareness. On the contrary, WWF uses social media and newspaper to raise the awareness of the customers. Therefore, the target market for RSPCA includes farming industries, government and the entire Australian society. WWF, on the other hand, targets the global organisations, farming industries, governmental agencies, households and teenagers. References: Akgn, A. E., Keskin, H., Ayar, H. (2014). Standardization and Adaptation of International Marketing Mix Activities: A Case Study.Procedia-Social and Behavioral Sciences,150, 609-618. Chikweche, T., Fletcher, R. (2012). Revisiting the marketing mix at the bottom of pyramid (BOP): from theoretical considerations to practical realities.Journal of Consumer Marketing,29(7), 507-520. Doan, T. K. H., Ngo, T. M. D., Chiem, T. T., Dang, T. T. T. (2015).Analyze The Impact Of Marketing Mix To Brand Image Of A Specific Company(Doctoral dissertation, FUG HCM). Donate.wwf.org.au. (2016). Retrieved 27 December 2016, from https://donate.wwf.org.au/campaigns/donate/ Gordon, R. (2012). Re-thinking and re-tooling the social marketing mix.Australasian Marketing Journal (AMJ),20(2), 122-126. Greene, M. (2014). Modeling the Dynamics on the Effectiveness of Marketing Mix Elements. Huang, R., Sarigll, E. (2014). How brand awareness relates to market outcome, brand equity, and the marketing mix. InFashion Branding and Consumer Behaviors(pp. 113-132). Springer New York. Kim, K. P., Kim, Y. O., Lee, M. K., Youn, M. K. (2014). The effects of co-brand marketing mix strategies on customer satisfaction, trust and loyalty for medium and small traders and manufacturers.E+ M Ekonomie a Management, (1), 140. Morris, M. H., Koleszar, W. L. (2015). Dimensions of National Culture and their Implications for Consumer Behavior and the International Marketing Mix. InProceedings of the 1993 Academy of Marketing Science (AMS) Annual Conference(pp. 208-213). Springer International Publishing. Rahmani, K., Emamisaleh, K., Yadegari, R. (2015). Quality Function Deployment and New Product Development with a focus on Marketing Mix 4P model.Asian Journal of Research in Marketing,4(2), 98-108. Rspca.org.au. (2016).RSPCA Australia. Retrieved 27 December 2016, from https://www. /adopt-pet Schuhmacher, M. C., Kuester, S. (2012). Designing the marketing mix when launching a technological radical innovation. Sharma, A., Lambert, D. M. (2013). Segmentation of markets based on customer service.International Journal of Physical Distribution Logistics Management. Singh, M. (2012). Marketing Mix of 4PS for Competitive Advantage.IOSR Journal of Business and Management (IOSRJBM),3(6), 40-45.

Next Generation Plm an Integrated Approach for the Product Lifecycle Essay Example

Next Generation Plm an Integrated Approach for the Product Lifecycle Essay Proceedings of ICCPR2007: International Conference on Comprehensive Product Realization 2007 June 18-20, 2007, Beijing, China Next Generation PLM an integrated approach for the Product Lifecycle Management Julius D. Golovatchev 1 Oliver Budde 2 1) Detecon International GmbH, Managing Consultant for Enterprise Effectiveness PLM, Bonn, Germany 2) Research Institute for Operations Management at RWTH Aachen University, Germany Abstract: Consistent definition, categorization and operation of products (e. g. extended products, bundles, etc) delivered to global markets and customized for ifferent buyer segments is one of the major challenges for the Lifecycle Management. Each lifecycle encompasses the processes, information, support systems and people involved in delivering the related business functions. It can be argued that process supporting technologies/solutions like WFMS, PDM-System etc exist today for the creation of a seamless environment for accessing, manipulating and reasoning about product information that is being produced in fragmented and distributed environment. A holistic approach that is suitable for aligning the Product Lifecycle Management (PLM) business requirements (like process flexibility, horter time to market etc) to the potentials of new technology driven concepts in the information management like SOA is nevertheless still missing. The authors give reasons why the holistic view on the product lifecycle management as well as the link between an inter-company wide information management is critical for an efficient PLM and present an integrated approach taking these aspects into account. In this paper four building blocks of Next Generation PLM are introduced. The PLM Meta Model makes up the first building block. It defines the constraints and rules for decomposing the roduct functionality into meaningful modules. The PLM IT-Architecture represents the second part and describes the IT-components and their interrelation utilized for the pur pose of PLM. A PLM-Process methodology as a basis for describing the relevant activities is attached in the third building block. The final building block is constituted by the Lifecycle Value Management concept for steering the PLM- process on a strategic level like, among other things, by considering portfolio effects. The paper closes with the presentation of a short case study validating the proposed concept for a company in the ervice industry. Keywords: PLM, product lifecycle management, extended product, integrative approach, lifecycle value management 1. Motivation As Shark (2004) postulates, Product Lifecycle Management (PLM) is the activity of managing a company’s products across the complete lifecycle, from the early stages of conception to the final disposal or recycling of a product. From this definition, a strong interrelation between the value creation process and the PLM of the company can be deduced. Taking the current globally changing business environment i nto account the PLM can be considered as a strategic weapon for enabling he company to provide an additional value to customers and thereby gain a competitive advantage over their competitors. Especially in the telecommunication industry, which experienced a significant change in its environment during the last five years, PLM is considered to be essential for facing ever shorter innovation cycles (Wohler-Moorhoff et al. , 2004). In the following two sections, we introduce the main business drivers, which currently have the most impact on a company’s business model and are expected to do so in future. For each business driver specific PLM-relevant challenges can be derived. These challenges will be pointed out in detail in the last section of this chapter and will serve as motivation for our integrated PLM- approach in chapter 2. The validation of this approach is the goal of chapter 3 by introducing a case study. (1) Business Drivers Business Driver One: Management of the Extended Product The dichotomy between tangible goods and immaterial services is subject to change according to Saaksvuori (2004). In the service industry as well as in the traditional industries like manufacturing this development towards a hybrid or extended product can be observed. (Figure 1) Fig 1: Extended Product according to Thoben et al. , 2001 Following the argumentation of Mateika (2005) a critical success factor in the manufacturing industry is the ability to provide more profitable services in addition to the tangible good. But this combination of tangible and intangible attributes in terms of the extended product increases the complexity in managing the Product Lifecycle. (Saaksvuori, 2004) Another concomitant phenomenon of the so-defined extended product is the focus-shift to a horizontal integration along the value chain (Teresko, 2004), which can be achieved by considering product modularization oncepts. Business Driver Two: Globalization Global markets result in global competition that every company is confronted with. This barely new business driver forces companies to follow either a cost-leadership strategy by standardising their products or a differentiation strategy on a global scale by individualizing their products. In order to perform in the cost-lea dership role, companies have to implement efficient processes regarding the development of complex products and to handle the order management process. Simultaneously companies have to cooperate with numerous business partners, which results in a high effort or coordination. A product differentiation strategy implies processes that ensure short time-to-market on one hand and an effective degree of freedom in the process definition for staying innovative on the other hand. Business Driver Three: Legal Frameworks Increasing regulations such as safety, environmental and product reliability will influence company’s PLM- process. Especially the resulting effort for ensuring traceability will have an impact. Traceability has two dimensions in the PLM-context. First of all it is related to the PLM process itself. Effective measures have to be in lace in order to ensure the flow of transactions to identify where material misstatements due to error or fraud could occur (Sarbanes Oxley Act). Further, traceability in the order-delivery process is about tracking of an individual product units or even components. Legal frameworks like TREAD Act for the automotive industry in the USA or REACH for the chemical industry in EU can be subsumed under this dimension. Companies that need to respond to this kind of regulation must ensure that the implementation and the integration in the existing processes happen to be simple and at the least possible lifecycle costs. 2) Challenges Based on the outlined business drivers, challenges for companies can be derived for the strategy, the processes organization and the IT. An overview of these challenges is given in the following table. Tab. 1 PLM-relevant challenges Strategy Impact Impact on Processes Impact on IT Business Driver 1 Less vertical integration, more horizontal integration of the value chain Focusing on product modularization and utilisation of product platforms to enable the re-use of components Collaborative PLM-pr ocess with defined interfaces Process readiness for the management of complex products Data exchange standards We will write a custom essay sample on Next Generation Plm an Integrated Approach for the Product Lifecycle specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Next Generation Plm an Integrated Approach for the Product Lifecycle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Next Generation Plm an Integrated Approach for the Product Lifecycle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer IT-representation of complex products Integration of business applications Business Driver 2 Commitment to either a product individualisation or product standardisation strategy Improvement in the process automatisation Inter-company wide process standards Enterprise Application Integration with external business partner Workflow Management System Business Driver 3 Comply to regulations e. g. (Sarbanes Oxley Act, TREAD Act Support for traceability of products by standardised and well documented processes Support for traceability of processes Safeguarding data consistency Storage concepts for long-time archiving PLM is an essential component to support the value chain process in the company. In Aerospace industry, for instance, taking six month out of the development cycle can increase market share as much as 8% (Teresko, 2004). Due to the complex and multilayered challenges, that companies have to face, an isolated, non-integrative PLM-approach is not promising. Instead we recommend a more integrative approach that addresses the relevant dimensions of the PLM and thereby ensures an effective implementation. 2 Integrated PLM- Approach The integrated PLM- Approach consists of four components, depicted in figure 2. PLM-IT- Lifecycle- Value Management 4 Meta Model PLM Architecture PLM- Process Building Blocks Fig. 2: Four components constituting the integrated PLM-approach In the following paragraphs the different components are described further. (1) PLM Meta-Model Many present quality deficiencies in the product development (esp.. n the service industry) originate from a diffuse definition of products as well as from the inconsistent view on the object â€Å"productâ€Å". The product (or service) should be clearly and precisely defined to be developed, commercialized and to be understood from the customer. There should be a constant product definition ith the overall product lifecycle and for all business processes. The product as the main subject of the process needs to be defined and this definition should be taken from the customers? perspective. A product is an entity the customer perceives in its entirety and is characterized by being offered to a market place. It includes physical products, services and information (compare figure 1). The precise definition of the complete product range and their categorization still remain a problem especially in the service industry (eg. telecommunication, energy, finance industry etc. ). For example, in the elecommunication industry essentially four categories of products can be differentiated: market product (service), standard solution, customized (individual solution) and bundle. All offered products and services can be assigned to one of the mentioned categories. Product definition is not simply a reflection of the engineering design. It also includes the entire set of information that defines how the product is designed, manufactured, operated and managed on the market and finally withdrawed from the market. Product definition should be furthermore detailed by the company-wide specific PLM Meta-Model to decrease complexity costs. Such Meta-Model defines the product on an even more detailed level for the optimization of time to market and decreasing of resembling components PLM Meta-Model is the basis for standardization and modularization of products. Modular product data structure as core element of PLM Meta-Model ensures linking the sales perspective to the internal (production) perspective in relation to the offered products and services. The main aim of introducing a modular product structure is the optimization of the product development. and market Internal Portfolio branch Modules Components cat I Module cat †¦ in well management systems Realization systems and management Sales view production view Product Modules Module II †¦ †¦ Realization PLM as as stock in production order IT architecture: Product realization: PLM-Process Transfer payments Controlling: cost / revenue, product success accounting Production service: demand assessment, Marketing Portfolio invoicing target and regional resource planning and advance performance mgmt: structure Billing: Processes: input/ output, process quantities Fig. 3: Definition and requirements on product data structure The unique PLM Meta-Model and the corresponding processes should be implemented by considering the xisting processes, company structures, and cultures. Requirements from the affected functional areas flow into the definition of the product data structure. One master product data management fits all needs of the main processes and its interfaces. Using PLM Meta-Model leads to simplification and cost optimisation of â€Å"product engineering† throug h the re-use of the production modules, shorten â€Å"time-to-market†, avoiding overlaps in development and reduce technical variance, availability of the product modules range of all service lines (factories) for all division of the company etc. . (2) PLM IT-Architecture The foundation for moving a product through its complete lifecycle beginning with the product idea and ending with the product removal from the market is a solid PLM IT-Architecture, that is customized for the company-specific PLM- requirements. In our perspective, such a PLM IT- Architecture must support the PLM- process in the dimensions: (1) Decision support, (2) Operational support and (3) integration of supplemental business applications. A standardized off-the-shelf PLM-System is therefore not the tool of choice as Ausura and Deck (2007) point out. Instead we suggest to rely on a PLM IT- Architecture that re-uses, respectively ustomizes existing IT- components as far as possible. In the next paragraphs a description of the essential IT-components is given that build up the PLM IT- Architecture. Decision Support System (DSS): The main purpose of a DSS is to gather and consolidate data from operative systems in order to provide the senior management with aggregated information re garding the product lifecycle. The Computer Aided Selling (CAS) module provides functionality for the product configuration 1 and product pricing. The component Strategic Resource Management focuses on the long-term resource capacity planning on a strategic level. Product ortfolio management aspects are covered with the last Value Management component. Operational Support System (OSS) On the operational level the PLM- process execution is supported by the OSS. The Workflow Management Systems (WFMS) enables a higher degree of process automation. Especially in the context of distributing and releasing unstructured content like a product specification in cross-functional teams, the WFMS plays an essential role through a strong link to the Product Data Management System (PDM). The Product Modelling System and the PDM are closely coupled. The former defines the product structure, in which types of modules he product is decomposed into 2 . In the database context this functionality is sim ilar to the schema definition. The PDM-systems stores all product relevant data according to this definition and provides different views for each stakeholder e. g. marketing and engineering. The Multi-Project Management System as well as the Collaboration Tools are instruments for managing the product in different phases in a collaborative environment. Integration of supplemental business applications: A PLM IT- Architecture is supposed to hold the promise of seamlessly integrating and presenting all information roduced throughout all phases of a product’s life cycle to everyone in an organization, along with external business partners. For ensuring this functionality, an EAI-approach has to be implemented. According to recent research activities a Service Oriented Architecture (SOA) is most suitable to integrate the business applications from external partner e. g. suppliers as well as integrating the own business applications like ERP, CRM etc. in order to fulfil the promi se of seamless integration for becoming a real-time enterprise (Abramovici, 2002). Product-Marketing Management Exit Management CAS Strategic Resource Management Value Management Applications Supplier) Multi-Project- Tools Workflow- Product System Applications CRM CAD Decision System PLM- Process Business Customer) layer (Development Product Operational Support System Business (Management System Product-Data-Management System Collaboration Management Modeling System Business SCM ERP Support Applications (Integration-SOA) 1 The CAS module is also essential in the operative context for the order management. In our understanding CAS goes beyond the operative support and helps to steer the variant management in order to cope with the increasing product complexity nowadays. .For example hierarchies of assembly groups can be defined. Additionally constraints and rules can be modeled constricting the combination of specific modules. Fig. 4: PLM IT- Architecture building the IT-foundation of the PLM- approach (3) PLM-Process and Structure In this section the PLM-Process description will be introduced. The main design goals of this approach is to facilitate the execution of this collaborative process (efficiency goal) and equally important to align the activities with the strategic goals of the company (effectiveness goal). Our PLM-Process approach is based on three principles: Stage Gate Approach, Multi-Perspective, Metrics based Management. These principles are subject for further explanation in the following paragraphs. Principle One: Stage-Gate Approach The Stage-Gate Approach is both a conceptual and an operational model for the development, marketing and removal of a product during its life cycle. The PLM- Process consists of seven stages. This structure is oriented on the life cycle of the product and has been validated in several projects by Detecon Inc. primarily in the Telco-Industry. Every stage consists of a distinct number of activities (organized in perspectives, refer to the next ection), which have to be accomplished by specific process stakeholders at the given phase. The entrance to each stage is a gate; these gates control the process much like quality control checkpoints. Each gate is characterized by a set of deliverables as input, a set of exit criteria and an output. Gates are manned by senior managers that form the so-called Product Board. The Product Board acts as a gate-keeper that evaluates the results from one stage by a given set of criteria. Based on this evaluation, the product board can either decide whether the product idea proceeds to the next stage, e-starts at the previous stage or is archived. Principle Two: Multi- Perspective Product Lifecycle Management has always to cope with the conflict of objectives between the product marketing and the technical side. Several case studies have documented that this conflict often results in product failure in the market. Either because the product specification is too much technical driven and therefore far from the market demand or the product marketing has defined product specifications without collaborating with the technical department about technical feasibility beforehand. For solving that conflict of objectives three erspectives on the process have to be taken into account in order to ensure an efficient coordination and collaboration of the relevant d epartments or business partners. In the market perspective all activities are assigned to that relate to the product marketing. Referring to the service industry, typical tasks like the definition of product specifications and the management of the product on the market-place belong into this category. By contrast the technical perspective subsumes all technical or production- oriented activities. Additionally the financial implications of moving the product through the life cycle re grouped in the financial perspective. Principle Three: Metrics based Management In addition to the process definition the organisational component must not be neglected. Since products, and consequently the PLM-process, become more complex and involves internal as well as external partners along the value chain, there is a greater need to balance top- management control with the empowerment of self-managed, cross functional teams. As a prerequisite for achieving this balance, the company has to implemen t a metrics-based management approach in which teams are measured on strategic performance indicators such as evelopment cost, time to market and customer satisfaction. The definition and selection of the indicators is critical for the successful implementation of the PLM-concept. By setting the weights properly the teams will self-steer to the greatest short- and long-term profit, which results in less coordination effort and efficiency gains especially in the context of for cross- departmental teams. Evaluation Implementation Marketing Management Perspective Perspective Business Plan Implement Plan Technical Implementation Launch Product Go-Live technically Business Case Monitor Manage KPIs Monitor Ensure Product Process Controll Business Case Delivery Finalize 1 3 4 5 6 7 Gate 1 Gate 4 Idea Paper Description Report by Board Innovation- Management Planning Launch Exit Market Technical Financial Perspective Market Capabilities Analysis Technical Evaluation Financial Rating Market Roll-out Planning Develop technical concept Detailing Business Case Market Adjust Business Case Monitor Innovation-Market Exit Technical Exit Business Case 2 Gate 2 3 Gate Gate 5 6 Gate Detailed Design Product Launch Report Mgnt. Approved the Product Fig. 5: PLM-Process based on three principles (4) Lifecycle Value Management Life cycle oriented product planning is a necessity for companies on the competitive market and requires a robust and systematic process combined with the right organizational environment. Enterprises use Lifecycle Value Management to support the management of the product after launch through the growth, maturity, and decline stages of the product life cycle. In the overall value chain, Lifecycle Value Management ensures that the products and services which are developed and implemented fulfill the market requirements and reflect the market demand. Lifecycle Value Management requires permanent attendance for analysing and planning or ensuring the customer benefits and the alignment to all company functions. There are three different but supplementary building blocks of Lifecycle Value Management. PLM and Lifecycle Management Value Reporting Controlling Customer Needs Management Value Oriented Portfolio Management Fig. 6: Three building blocks of Lifecycle Value Management Value orien ted portfolio management (incl. IT-supported portfolio database) Increasing complexity of the product marketing without an appropriate and efficient data foundation will result in a lack of business transparency and low synergies in the value network. The modular structure of the portfolio promotes the use of common parts in the production processes, increasing the ratio mass production to overall production. Strategic alignment and value based product portfolio management enable an effective product lifecycle management. Focusing on clearly defined products makes a significant contribution to effective portfolio management. The products can be positioned without overlaps and in accordance with market demand. Value oriented portfolio management helps to prioritize product investments. Sales and marketing departments benefit from the increased transparency of the product range and he improved comprehensibility for the customers. Reporting and controlling process regarding the product lifecycle management process The referencing of different divisions (sales, resources and production planning; cost/profit accounting, etc. ) to a standard product definition lays the foundation for the application of important controlling instruments (e. g. product success accounting). The unambiguous correlation of the basic data to business management indicators along the lines of a standard product structure provides staff and management with precise and timely information about all of the critical success factors that elp staff and management to make the right decisions at the right time. Customer Needs Management Customer Needs Management incl. Requirement Management builds interface between PLM and Customer Relationship Management (CRM) and gives input for the collaborative product design. The effective Customer Need Management ensures that product content matches customer requirements and allows delivering more personalized products by facilitating mass customization Implementation of these three building blocks combined with a modular product data structure ensures the â€Å"state-of-the art† Lifecycle Value Management: Individual product performance information available at real-time. Product Manager retains product accountability throughout life cycle. Strategy for product growth, maturity, and withdrawal stages is defined up front. Product replacement strategy also considered. Systematic (e. g. annual) review and clean-up/optimization of product portfolio. Supplier and customer are involves in the high collaborative integrated PLM 3 Case Study A renowned company in the telecommunications industry carried out an extensive restructuring program which would enable it to maintain its position in a deregulated market environment. The objective was on the one hand to convert the previously technical driven approach for the product design (i. e. , their orientation towards technical performance features) to an approach focusing on the customers’ needs and requirements. On the other hand, the aim was to develop and implement the integrated management approach, Next Generation PLM. In the initial situation the PLM and the platform was not â€Å"state-of-the-art† (e g. no withdrawal phase, missing of decision gates, long â€Å"time-to-market† etc). A portfolio management process was not designed and implemented. The current portfolio structure was oriented on the rganizational or technical structure and not organized from the customer’s point of view. The product portfolio was characterized by a large number of product variants and features. All these products needed to be handled individually from an IT management perspective. This broad variety of products needed to be realized and im plemented within all operative processes, IT-applications and –systems as well as sales information tools. This led to an enormous complexity that impedes the maintenance of IT-landscape and the management and optimisation of the processes. No integrated IT-solutions ere available at company and at its affiliates. During the project the integrated PLM approach valid for the company and its affiliates was developed. Implementation of Next Generation PLM at this company showed the valuable benefits for solid product development, marketing and strategy: PLM Meta-Model: Easier know how exchange and using of the â€Å"same language† during product development as well as fast and efficient communication between international partner Introduction of the harmonized product definition and product portfolio for all national and international affiliate companies The product portfolios across all of the company ere to be reduced by 50% and integrated into a modular structure. Adop tion of the product data platform at all international subsidiaries PLM Process and Structures Acceleration time-to-market up to 25% by several product groups Efficient cost savings along the PLM process by using standard support system and re-using of modules and components (process costs saving up to 170 m USD/year in the product realization phase) Effective and similar procedure of innovation and market management projects execution PLM IT-Architecture An implemented shared platform for document and project management. One physical server is used to support separate product lifecycle management processes in all divisions and subsidiaries Lifecycle Value Management Sound marketing strategy due to the early recognition of market needs and standardized information More detailed input for controlling for exactly allocation of revenue and costs to products Simpler allocation at cost centres and cost unit Introduction of the harmonized product portfolio for all national and international affiliate companies References [1] Abramovici, M. ; Sieg, O. C. (2002): Status and Development Trends of Product Lifecycle Management Systems. In: Proceeding of International Conference on Integrated Product and Process Development, Wroclaw, Poland, p. 2122. [2] Ausura, B; Deck, M (2007): The new product lifecycle management systems: whar are these PLM systems? and how can they help your company do NPD better? Visions Magazine. Online available at http://www. pdma. org/ visions/jan03/plm. html, last visit 26. 01. 2007. [3] 5 Mateika, M. (2005): Unterstutzung der lebenszyklusorientierten Produktplanung am Beispiel des Maschinen- und Anlagenbaus. Essen: Vulkan-Verl. [4] Porter, M. E. (1985): Competitive advantage: Free Press New York. [5] Saaksvuori, A. ; Immonen, A. (2004): Product Lifecycle Management: Springer. [6] Teresko, J. (2004): Auto Report: Information Technology The PLM Revolution. In: Industry Week-CLEVELAND OHIO-, Vol. 253, Nr. 2, p. 32–38. [7] Thoben, K. D. ; Jagdev, H. ; Eschenbaecher, J. (2001): Extended Products: Evolving Traditional Product Concepts. In: Proceedings of the 7 th International Conference on Concurrent Enterprising: Engineering the Knowledge Economy through Co-operation, Bremen, Germany, p. 27–29. [8] Wohler-Moorhoff, Falk; Dieter, Stephan; Schwill, Matthias (2004): Telco 2010. Telekommunikation im Wandel: Die Karten werden neu gemischt. Published by Detecon. Bonn

On The Morning Of August 6, 1945, A B-29 Bomber Named Enola Essays

On the morning of August 6, 1945, a B-29 bomber named Enola Gay flew over the industrial city of Hiroshima, Japan and dropped the first atomic bomb ever. The city went up in flames caused by the immense power equal to about 20,000 tons of TNT. The project was a success. They were an unprecedented assemblage of civilian, and military scientific brain powerbrilliant, intense, and young, the people that helped develop the bomb. Unknowingly they came to an isolated mountain setting, known as Los Alamos, New Mexico, to design and build the bomb that would end World War 2, but begin serious controversies concerning its sheer power and destruction. I became interested in this topic because of my interest in science and history. It seemed an appropriate topic because I am presently studying World War 2 in my Social Studies Class. The Hiroshima and Nagasaki bombings were always taught to me with some opinion, and I always wanted to know the bomb itself and the unbiased effects that it had. This I-search was a great opportunity for me to actually fulfill my interest. The Manhattan Project was the code name for the US effort during World War II to produce the atomic bomb. It was appropriately named for the Manhattan Engineer District of the US Army Corps of Engineers, because much of the early research was done in New York City (Badash 238). Sparked by refugee physicists in the United States, the program was slowly organized after nuclear fission was discovered by German scientists in 1938, and many US scientists expressed the fear that Hitler would attempt to build a fission bomb. Frustrated with the idea that Germany might produce an atomic bomb first, Leo Szilard and other scientists asked Albert Einstein, a famous scientist during that time, to use his influence and write a letter to president FDR, pleading for support to further research the power of nuclear fission (Badash 237). His letters were a success, and President Roosevelt established the Manhattan Project. Physicists from 1939 onward conducted much research to find answers to such questions as how many neutrons were emitted in each fission, which elements would not capture the neutrons but would moderate or reduce their velocity , and whether only the lighter and scarcer isotope of uranium (U-235) fissioned or the common isotope (U-238) could be used. They learned that each fission releases a few neutrons. A chain reaction, therefore, was theoretically possible, if not too many neutrons escaped from the mass or were captured by impurities. To create this chain reaction and turn it into a usable weapon was the ultimate goal of the Manhattan Project. In 1942 General Leslie Groves was chosen to lead the project, and he immediately purchased a site at Oak Ridge, Tenn., for facilities to separate the necessary uranium-235 from the much more common uranium-238. Uranium 235 was an optimal choice for the bomb because of its unusually unstable composition. Thus, the race to separate the two began. During that time, the work to perfect the firing mechanism and structure of the bomb was also swiftly underway. General Groves initial task had been to select a scientific director for the bomb project. His first two choices, Ernest O. Lawrence, director of the electromagnetic separation project, and Arthur H. Compton, director of Chicago Metallurgical Laboratory, were not available. Groves had some doubts regarding the next best candidate, J. Robert Oppenheimer (Wood 2). Finally, Groves gambled on Oppenheimer, a theoretical mathematician, as director of the weapons laboratory, built on an isolated mesa (flat land area) at Los Alamos, New Mexico. After much difficulty, an absorbent barrier suitable for separating isotopes of uranium was developed and installed in the Oak Ridge gaseous diffusion plant. Finally, in 1945, uranium-235 of bomb purity was shipped to Los Alamos, where it was fashioned into a gun-type weapon. In a barrel, one piece of uranium was fired at another, together forming a supercritical, explosive mass. To achieve chain-reaction fission, a certain amount of fissile material, called critical mass, is necessary. The fissile material used in the Hiroshima model was uranium 235. In the bomb, the uranium was divided into two parts, both of which were below critical mass. The bomb was designed so that one part would be slammed into the other by an explosive device to achieve critical mass instantaneously (Badash 238). When critical mass is achieved, continuous fission (a chain reaction) takes place in an extremely short period of time, and far more energy is released than in the case of a gun-powder explosion (Badash 238). On December 2, 1942, the first self-sustaining chain reaction with cadmium took place,

Scientists discover the forces that give geckos their adhesive properties essays

Scientists discover the forces that give geckos their adhesive properties essays Scientists Discover the Forces that Give the Gecko its Strong Adhesive Properties To better understand the adhesive properties of the gecko, scientists have discovered new data that explains how the gecko can attach itself to almost any surface. They specifically studied the Tokay gecko (Gekko gecko). Researchers at the University of Berkley, have been working on discovering how the gecko can walk on almost any surface without falling off or leaving any residue. This research has yielded new data that has given researchers new ideas about adhesive technology. The researchers had to design special micro-instruments to measure the extremely small forces perpetuated by the small hairs, or setae, on the geckos feet. They found that at the end of these setae there are small pads, or spatulae. Geckos can have anywhere between hundreds to thousands of these setae on each foot. The data gathered indicated that the forces responsible for the geckos adhesive properties were Van der Waals forces. By definition, Van der Waals forces occur when two surfaces become e xtremely close to one another so that their respective electronegativity causes them to bind with a great amount of strength. The spatulae can get extremely close to the surfaces upon which geckos walk and this allows the Van der Waals forces to hold with an exponential amount of energy. Being stuck to the surface has not been the root of the problem. It was more important to the researchers to find out how the gecko can get free of the Van der Waals forces so quickly. They reported that geckos adhere and remove these forces up to 15 times a second. It was discovered that the gecko uses a special technique of peeling its feet off at approximately a 30 degree angle with each step. This new discovery gives scientists hope for developing new technology in powerful adhesion without residue. ...

Budget analysis of RDBS Corporation Essay Example | Topics and Well Written Essays - 1500 words

Budget analysis of RDBS Corporation - Essay Example The essay discusses that a budget is a manuscript that translates plans into money. It is a financial plan where the estimation of expenditure and revenue is done. The budget is an estimate, forecast about what you will need in fiscal terms to do your work. The budget is the most important tool in the business. It is almost impossible to run a business without having the budget. Budgeting is the process of preparing the budget, where the operational plans are the plans for real work. At the time of budget preparation, trade-offs and prioritization with program are ought to be made to make sure that the budget fits government policies and priorities. The cost effective variants which should be the best option for the organization must be selected. At last, the means of rising operational efficiency, which is effective, must be sought. None of these can be fulfilled unless financial constraints are built into the course from the starting. Budgeting is very responsible and difficult job . So, all the companies always depend on the experts in the field for preparing the budget. Incremental budgeting is a budgeting method where the budget is organized using a preceding period’s budget or else actual performance as a foundation with incremental amounts added for the new budget period. In the incremental budgeting, the actual performance of the company in the last months is taken into consideration and appropriate changes will be made for better result in upcoming months. This budgeting method encourages the spending of money up to the budget. Benefits that can be Realized from a Budgetary Control System: Maximization of Profit: The budgetary control system has an aim at the maximization of profits of the project. To attain this objective, a suitable plan and co-ordination of various functions are to be conducted. There is appropriate control over a diverse capital and revenue expenditures. The available resources are put into the best uses. Co-Ordination: Bette r co-ordination always results better profits. The functioning of the various units and sectors is correctly co-ordinate as a result of budgetary control system. The co-ordination of different executives and subordinates is essential for attaining the targets as specified in budgets. Tool for Measuring Performance: By giving the specific aims to various departments, budgetary control acts as a tool for measuring performance of companies. The fixed targets are compared to actual achievements and deviations are taken into consideration. Economy: The setting up of expenses will be methodical and there will be optimum economy in spending. The money will be put to use on the best. The ultimate benefits will go to the nation and it will be a national profit. The national assets will be used cost-effectively and wastage will be reduced. Consciousness: The budgetary control system helps in creating budget consciousness among the employees. By setting up targets for the workers, the system t ries to make the employees responsible towards their jobs. Every person knows what he is anticipated to do and he can do his work without any interruption. Reduces Costs: Now days, the business is so competitive and the role of budgetary control is significant. All the businessmen try to diminish the cost of manufacturing and rising sales. They will try to have those perfect mixtures of products where profitability is at the maximum. â€Å"The budget process consists of activities that encompass the development, implementation, and evaluation of a plan for the provision of services and capital