Loyal Nine or The Sons of Liberty Essay Example | Topics and Well Written Essays - 250 words

Loyal Nine or The Sons of Liberty - Essay Example 1765:-The beginning of our activities first unfolded by the group hanging an effigy of Andrew Oliver on a tree along Newbury Street. Oliver was the one who was to commission the stamps for Massachusetts. Alongside the effigy, there were large boots with a kind of a devil picture hanging out of it. The whole idea of the group was to show that public that Oliver was deeply associated with the Stamp Act. The outcome of this act was disastrous to Oliver and everything that belonged to him. 1766:-It was an open secret that the group ruled the entire Boston by end 1766...all the Sheriffs kept it low. We had a common purpose, that was to force all the Stamp Distributors to Resign. All the Merchants who declined to cooperate with our idea to â€Å"Non-Importation Act† had pressure applied to them to do so or face our wrath. It was a great success. 1768:-Lucky enough a good number of our members were printers and publishers. This made it easy for us to employ what we simply call â€Å"newsprint propaganda† especially in 1768. Where our achievement and activities were made known to all readers. By the time the Stamp Congress had concluded their business we had developed into a very large organization and it was not easy to just brush us off like a simple militia group. 1770:-We had succeeded in attacking most symbols of the British Authority like the Custom's officers, Gentry, and Companies. During this active Decade of operation, we made sure that all the Stamp Officers in Massachusetts, Pennsylvania, New York and New Jersey underwent a lot of intimidation and had either resigned or if they persist they would be seized and burned. 1775:-We had a well-organized group at this time. All the way we operated with great confidence and Loyalty to our officials with high hopes that parliament would yield to the pressure and repeal the tax.  

Sample website specification document Essay Example for Free

Sample website specification document Essay This project will involve creating an e-commerce web site for the purpose of selling electronic such as desktop, laptop, TV, DVD player, camera .etc. This system will provide a web interface for customer to create an account, make an order, check status and cancel an order. Database system will be used in customer and product management. The system will be developed on behalf of electronic retailer who currently operates as an online store only and limited delivery to nationwide. The efficient design of the site will allow the customer quickly order online and saving time if compare to order a product by regular mail. Furthermore, if the customer does not have an internet connection, he can order by phone and one of the customer representatives will be available to help him. It is fast and convenient. Products are to be shipped directly from the inventory to the address as the customer provide when he made an order, via UPS or FedEx. System must be informative, robust, responsive, user-friendly and secure. System should be designed to allow possible future expansion, for an example more product lines, and for potential porting to other retail businesses. The Specification Document I. Input/Output Specifications A. Input Specifications (Customer’s View) An on-line web site will be designed that allows the user to input the following information from any computer with internet access: Their customer profile information: (account registration) Customer name (string format, 40 characters max.) Street address (string format, 40 characters max.) City (string format, 15 characters max) State (string format, 2 alpha characters) Zip code (numeric format, 5 digits required) Area code (numeric format, 3 digits required) Telephone number (numeric format, 7 digits required) Email address (string format, 40 characters max) User name (string format, 5 characters min and 20 max.) Password (string format, 6 characters min and 20 max.) Payment information: (optional only) Type of credit card: Visa and MasterCard. Name on the card (string format, 40 characters max.) Credit card number (numeric format, 16 digits required) Expiration month (numeric format, 2 digits max) Expiration year (numeric format, 4 digits required) Shipping information: (when place an order) Ship-to name (string format, 40 characters max.) Street address (string format, 40 characters max.) City (string format, 15 characters max.) State (string format, 2 alpha characters.) Zip code (numeric format, 5 digits requires) Electronic style and quantities to be purchased: Brand and models will be viewed and selected from an online catalog. After a selection, the product will automatically add to the customer cart and the cart review page will be pop-up. Quantity field will be in the cart review page. It allows up to 10 of each model to be purchased. B. Output Specification (Customer’s View) The system will output information to the user’s screen, with the option to format selected information so that the user can direct it to a printer. Multiple web screens will be used, including: A main â€Å"logon† screen, so that the user’s customer profile can be created and/or recalled from the server. A catalog screen, where various electronic models can be browsed, and selected for ordering if desired. An order summary screen (shopping cart review) where the user can review the products they have chosen to purchase, and confirm that their order is complete. A payment information screen, where the user can input their payment method and billing information. A shipping information screen, where the user can choose a desired shipper, and view shipping costs for their order. An order summary screen, which the user can print for his/her records. Lists of products ordered and their status. A confirm page for cancel an order, if the customer decide to cancel. C. Input Specifications (Employee’s View, while customer order by phone) An internal web site will be designed that allows a customer representative to place an order, check status or cancel an order. He/she will input the following information: Place an order: Customer profile: Customer name (string format, 40 characters max.) Street address (string format, 40 characters max.) City (string format, 15 characters max) State (string format, 2 alpha characters) Zip code (numeric format, 5 digits required) Area code (numeric format, 3 digits required) Telephone number (numeric format, 7 digits required) Email address (string format, 40 characters max) Shipping information: Ship-to name (string format, 40 characters max.) Street address (string format, 40 characters max.) City (string format, 15 characters max.) State (string format, 2 alpha characters.) Zip code (numeric format, 5 digits requires) Payment information: (credit card only) Type of credit card: Visa and MasterCard. Name on the card (string format, 40 characters max.) Credit card number (numeric format, 16 digits required) Expiration month (numeric format, 2 digits max) Expiration year (numeric format, 4 digits required) Check status: (one of the following required) Customer name (string format, 40 characters max) Order number (numeric format, 20 digits max) Cancel an order: Customer name (string format, 40 characters max) Order number (numeric format, 20 digits max) D. Input Specifications (Warehouse Operator’s View) An internal web site will be designed that allows an employee working in the warehouse to select orders to be shipped. He/she will input the following information: Enter their Employee’s ID and password. Select orders to be pulled for shipment. Send packing slips to a local printer. Input order numbers that have been shipped. Input shipment information (carrier name, etc.) Update quantity available in warehouse E. Output Specification (Warehouse Operator’s View) The system will output information to the warehouse operator’s screen or to his or her local printer. Multiple web screens will be used, including: A screen showing a list of pending orders (orders for which there is sufficient quantity in the warehouse of all selected products). A screen that allows the selection and printing of formatted pages of order information suitable for warehouse picking activity. These â€Å"packing lists† would include warehouse location information for each product to be pulled for a given order. F. Exception Handling Example exception situations that the program is anticipated to encounters are: User logon and/or password are incorrect. User name must between 5 and 20 characters, include letters and/or digits, but no special punctuation marks. Password must be between 6 and 20 characters, include letters and/or digits, but no special punctuation marks. User profile information is incorrect or incomplete. User must enter first and last name At least one line of street address information must be given. A valid Zip code must be given, which will be used to determine the city and states. Products may be out of stock, back-ordered, or no longer available Notify user of stock availability issues, and confirm if back-ordered are requested. Products quantities ordered may be out of range Product quantity will be limited to 10 of any model. Payment information may be incorrect or incomplete User must select from pre-determined payment methods, and enter correct credit card information if required. II. Performance Specifications Operating environment: system will be PHP, mySQL and HTML-based, meaning it will be able to run in any mainstream web browser available to the home computer user. The client PC will not need any special software to support this application. Response time: Response time from any given screen to another screen should be limited to a maximum of 10 seconds, except in cases where response time is affected by activities out of the control of the program (such as slow response from external sources). Memory requirements: any user system that is capable of supporting a web browser will be able to access the system. III. Delivery Schedule Proposal:January 28, 2005 Planning:February 08, 2005 Design:March 01, 2005 Coding:March 22, 2005 Final Product Delivery with Documentation:April 26, 2005

Operations Management At New Belgium Brewing Business Essay

Operations Management At New Belgium Brewing Business Essay In 1991 after Jeff Lebesch was not able to get a loan from the bank he started a beer brewing company with his wife Kim Jordon is the basement of their home with only a small capital investment. They delivered their beer in their station wagon. With the profits they generated their company soon outgrew the besetment, and moved to another location in a railroad depot, and finally in 1995 they built a state of the art custom facility which cost $21.5 million. They spent $11.5 million on a 55,000 square foot building, and $10 million on new equipment. Until 2005 NBBs most effective form of advertising has been word of mouth. Indeed before New Belgium beers were widely distributed throughout Colorado, one liquor store owner in Telluride is purported to have offered people gas money if they would stop by and pick up New Belgium on their way through Ft. Collins. While NBBC has not deviated from its original principles, the methods and people who operate the brewery have become more formal and professional. Production managers and continuous-improvement experts from outside the craft-brewing community have been recruited. As they reshape the manufacturing practices and identify projects with the best returns and highest impact, theyre careful not to squelch staff involvement. By starting in there basement as a small company they were able to focus on the quality of the beer rather than the quantity of it. New Belgium ensures that quality at the plant is monitored closely. Through the process the quality of the inputs as they are transformed is examined. Quality assurance is a critical element of the operations management. However it is difficult and a challenge to maintain a consistent product. The quality of the product should never suffer as a result of the size of the company. When a company is large it is more important than ever that the quality of the product stays the same, because the product is sold to more people. At New Belgium the entire process form receiving the hops, to brewing, and bottling is monitored constantly, to insure that the product is at the highest quality. Even though the quality of the inputs change, the quality of the product should not change. They maximize productivity by fully utilizing their technology. New Belgium closel y monitors the quality at the plant. The new technology will continue to be efficient, high tech, and environmentally friendly. implementing a compassionate business model that aims to steward the resources of Earth and nourish its employees, New Belgium has also been successful in maintaining healthy financials. They like to say that they are profitable, not in spite of their social and environmental efforts, but because of them. Sustainable production is not merely a feel-good effort; its a pocketbook issue for NBBCs 350 workers: After one year of employment with the company, the employees become employee-owners. All employees are considered area leaders, and everyone is responsible for ensuring that the quality remains high. The employees of New Belgium own 43% of the company through their Employee Stock Ownership Plan or ESOP. While giving employees ownership in the company sets the foundation for an engaged workforce, the real connections occur beyond the Share Statements.  T he reason for New Belgiums success are the companies Purpose and Core Values Beliefs Coupled with the structure and support at the executive level, employee engagement is the key ingredient in High Involvement Culture.  With their employees connected to the key functions of the business, They solicit ideas from over 300 unique perspectives.  This helps the brewery to operate more intelligently while recognizing everyones unique gifts.  These are the practices they have used to build New Belgiums distinctive culture. New Belgium opens all of the books to it employs and provides financial training so people can understand the business of doing business.  At monthly All-Staff meetings they review the financials, and employees have the opportunities to ask questions and provide feedback.  Each employee makes decisions in his or her role that affects New Belgiums profitability, whether it is about a capital expansion project or leaving a faucet running while they wash their ha nds.  It all adds up.  When a employee is connected to the higher purpose of the company and educated on the financial outcomes of their actions, they are empowered to make decisions that benefit the business as a whole. Trusting each other with this level of detail also helps us to feel appreciated, empowered, and ultimately more fulfilled. These practices galvanize coworkers to be engaged in New Belgium, to claim the companys Core Values and Beliefs which call them to honor nature at every turn of the business as their own.   What is good for the environment is ultimately good for business. They dont want to leave the faucet running or the lights turned on because it costs money and natural resources.  Ã‚  In addition to the practices which promote High Involvement Culture, they also work to engage employees in environmental stewardship.   The first two beers that they produced were Fat Tire, and Abbey, which are still sold today. The new building will feature an automated, high-speed bottling line which will increase output to 700 bottles a minute compared to the 300 bottles a minute. The current production is at 400,000 barrels per year, with expansion that is expected to increase up to 800,000 barrels per year. Since 2008, they have opened up distribution in 7 new states:   Georgia, North Carolina, North Dakota, Indiana, South Carolina, South Dakota, and Tennessee.  Added to their existing states of distribution (Arizona, Arkansas, California, Colorado, Idaho, Illinois, Iowa, Kansas, Minnesota, Missouri, Montana, Nebraska, Nevada, New Mexico, Oregon, Texas, Tennessee, Washington and Wyoming), New Belgium now sells beer in 26 states, but all of this beer is brewed in Fort Collins, Colorado. New Belgium receives numerous e-mails and phone calls everyday inquiring when it will be available elsewhere. In 1995 when the Philanthropy program was conceived, they began donating 1 dollar for every barrel of beer produced to non-profit organizations in the communities where they do business.  Since its inception, New Belgium Brewing has donated more than $2.5  million through our Philanthropy program. There coworkers have also donated many volunteer hours to non-profits organizations in the region. There coworkers are given one hour of (paid time off) for every two hours they volunteer with philanthropic organizations. Question 2 Why is it important to engage employees in ownership to enhance quality and efficiency? In todays economy, brewing fine ale and creating a valued trademark in the competitive brewing industry is a hard task to achieve. You need to ensure uniform quality in the countless bottles you produce, have dedicated and hardworking staff to ensure smooth and efficient operations, and always look for better methods of exceeding the consumers expectations. New Belgium Brewery understands this, and came up with a simple solution that would ensure all of these points are met. After one year employment at New Belgium, an employees status is upgraded to employee-owner and they are rewarded with company shares. New Belgium realized that the pros of making their employees into owners were countless. The promotion alone insures employees coming into work motivated to do their assigned duties to their full potential, and creates a more productive work environment with everyone focused on meeting the same goals. The incentive being that if the business does well, their pay increases. With this incentive, employees will ensure the quality of the beer is exceptional and will strive to exceed standards; this helps maintain the companys vision in creating higher quality brews. The employee-owner incentive program used at New Belgium not only gives the company a competitive edge with enhanced quality but also aids in employee retention which in turn reduces the costs of hiring and training employees. Now, not only does New Belgium have hard working, dedicated employees, they have a large workforce concentrated on how to improve the business. As part owners, an employee can bring up any idea on what could make the company sell more, produce more, or in some cases what needs to be fixed and how it could be done. It wouldnt matter what department you are in, if you had an innovative idea on how to help the company, you have the ability to voice your ideas to senior management. For example, if they produce new ale with a full smooth taste yet is somehow not selling as much as it should; the marketing team could have overlooked the fact that their ales label could be mistaken for a crude picture, employees who have no knowledge of marketing could set up a meeting and bring light to the marketing misstep as the probable cause for lack of sales. We believe there is still one additional reason why New Belgium has made this decision. A major problem companies have is creating an integrated workforce where the issues and concerns employees have may not be correctly handled. New Belgium has ensured the safety of the companys business and the happiness of employees by introducing employee-owners. It also thwarted the possibility of added costs from employees who would have to use walk-outs or union representation to be heard by their managers. The question most businesses ask is why should you give employees partial ownership? Yet New Belgium proves that it should be, why would you cripple your business by not? Question 3 What does alternatively empowered mean to you? After reviewing the information provided by the New Belgium Brewery website, I have come to view alternatively empowered as a means of giving back to the environment b y stressing conservation and including environmental responsibility in the strategic planning process. In todays modern industrial society, companies who grow bigger usually do so at the cost of the environment, because in most cases as companies grow the costs related to environmental stewardship increases as well. On the other hand New Belgium Breweries continues to expand at an impressive pace; their ranking in the US Beer industry has been getting better and better as they age, while their growth has been ahead by at least 1% in comparison to other craft brewing companies in the industry, all the while keeping their carbon footprint at a low. This is what being alternatively empowered means. Comment on what New Belgium Beliefs are related to being Environmental Stewards. The New Belgium Beliefs are eight guidelines that define what environmental stewardship means to the company. More specifically in terms of what New Belgium believes it has to do as a company to considered environmental stewards. These include caring for the environment. Minimizing waste, so that the minimum amounts of natural resources are wastefully used, and reducing dependence on non environmental friendly methods of electricity, through means of self generating power and purchasing clean wind power. Conservatively using the rocky mountain water resources. Maximize conservation and efficiency. Increase use of new technologies. To make environmentalism a fun way of doing things and not the hard or costly manner of doing things. New Belgium Brewery is working towards achieving these guidelines through there alternatively empowered efforts. They have nine efforts that incorporate these guidelines. These include increasing efficiency by using new technologies such as Steineckers Merlin, which reuses the energy from the last batch in the next in the form of heat. They try to minimize the use of lighting by taking advantage of three hundred and sixty days of sunlight and the cooling needs are satisfied through evaporative cooling rather than electricity guzzling compressors. They also use wastewater treatment to reduce load on environment and get by products. This process also provides them with a source of electricity. By making environmental decisions only with the consensus of the employees they ensure that nobody feels they are being forced to do something that they do not want to. (New Belgium Brewery, 2010) In the subsection entitled Alternatively Empowered Efforts, Choose two of the efforts and discuss how they fit into overall sustainability mandate of the company as outlined in the 2007 sustainability reports Letters from the Sustainability Director. One of the most important factors discussed in the directors letter is that though they claimed that the energy used by them is 100% wind generated it is instead less than half and this will change through their efforts. The two efforts most closely linked to this mandate are the following: On-Site Energy Production Any industry today requires a large amount of electricity to operate and it is next to impossible to get all of it from wind generated sources as they are not so readily available and costly. On-Site Energy production would reduce the demand for electricity from outside sources and thus enable the company to meet more of its energy requirements from wind powered sources. This method of energy production reduces electricity intake by 15%, thus bringing their level of wind powered sources to more than 50%, which with further improvements could go higher. Wind-Powered Electricity since 1999 An important factor is the agreement signed with the Colorado government in 1998, which meant the company would be supplied as much power as possible through wind generation even though the cost would be more. This agreement allowed the government to put up more wind turbines, thus increasing the power available through wind generated sources, which is another step towards the mandate provided by the director. (Orgolini, 2007) Question 4 Do you think New Belgiums focus on environmental responsibility and sustainability in its production process is a major cost or a benefit that enhances the profits of the company? The New Belgium brewery website states that they are profitable not in spite of our social and environmental efforts but because of them (New Belgium Brewery, 2010); the following paper aims to illustrate this statement by describing how their conservation efforts have enhanced the profits and brand image of the company. New Belgium is the third largest regional craft brewery with production steadily increasing since 2005; this success has been achieved while still keeping sustainability and environmental responsibility at the forefront of their strategic planning process. New Belgium has implemented a sustainability management system which brings a structured approach to environmental and conservation efforts. Through accurate gathering and representation of the negative impact there manufacturing process has on the environment New Belgium was able to target specific areas for improvement. New Belgium brewery puts this practice into action by investing in efficient equipment most notably there brew kettle the Steinecker Merlin; which heats thin sheets of wort rather than the whole kettle and stores steam and vapor thats allows the wort to heat at a quickened pace reducing the amount of primary energy used. New Belgiums energy conservation efforts dont stop there; their site claims that the most sust ainable watt is the watt never used (New Belgium Brewery, 2010) and theyve introduced various initiatives that stress conservation including; taking advantage of natural light with light tubes and light shelves, and switching to HVAC evaporative coolers that use much less energy. By designing with conservation in mind new Belgium has increased its efficiency and reduced the energy input needed in their manufacturing process; this ultimately translates to a positive increase to their profits and public image. New Belgium also uses a closed loop system by pumping methane gas generated from their waste treatment facility to a 292Kw co-gen engine that produces up to 15% of their energy needs. Though the system had malfunctioned in the past a partnership with Woodward led to the installation of new controls that have led to even greater efficiency. This illustrates another aspect of New Belgiums commitment to environmental reasonability; by actively seeking out support to optimize their equipment theyve reduced their environmental impact and built lasting and useful relations with various business and government sponsored conservation programs. This can also be seen in New Belgiums appointment of outside consultants when developing there SMS system. In 2010 new Belgium commissioned the construction of a solar array on the top of the packaging hall, at the time it was the largest private solar array in Colorado and displays New Belgiums innovative attempts to harness sustainable energy. The solar array currently provides over 3% of new Belgiums energy needs and will continue to far into the future. In 1999 the New Belgium employee-owners voted unanimously to switch their purchased energy entirely to wind power. Though this included a 2.5cent premium on every watt produced; effectively reducing the employee-owners bonus pool the unanimous vote showed that New Belgiums efforts to reduce their carbon foot print had supported from everyone in the company. Even though th e switch to wind power reduced profits in the short run the unifying vote and positive effects to employee morale ( employees are happier when they feel they have a voice in their workplace) may eventually offset the loss with increased efficiency and employee retention. New Belgiums switch to wind power also had a ripple effect through derived demand; allowing Fort Collins Utilities to become the first utilities company in Colorado to offer wind power. In conclusion New Belgiums continued efforts to reduce their carbon foot print and deep commitment to sustainable production has been an overall benefit to the company by decreasing inputs to their manufacturing process and improving brand image.

Miss Caroline?s First Day Essay -- essays research papers

Miss Caroline’s First Day It was the first day of school for many in Maycomb, including myself. I had just moved from a college in Winston Country. Almost 30 years have past since that day in Maycomb when I first saw the school I was to be teaching at. The classroom smelt stale after being closed up for the whole summer, as I met my students who I would teach for the next year. The one child I remember most had a trail of dirty footprints leading to his desk. The little horror looked like he was straight from the pig pen. After a hectic morning, the children were coming inside from the playground. The filthy child I noticed in the morning, walked past. He smelled of farmyard animals. I can still recall his stench now some 30 years on. I was fascinated by the filthiness of his hands which were the colour of the earth, which had so distracted me that I didn’t even notice a massive insect which ambushed me from his head of grimy hair. â€Å"It’s alive!† I exclaimed with horror. The children rushed to my attention, one child shut the door so we could swiftly execute the creature. The children fired a million questions at me about the creature’s whereabouts, but all I could do it unsteadily point at the unclean boy with grimy hair. â€Å"You mean him ma’am? Yes, he’s alive,† only something a child could say. I told him about the insect and how it crawled out of the boy’s hair. The boy seamed to find it amusing that I was scared of the creature they called a cootie. He assured me that there...

Gender Discrimination in Developing Countries Essay

Although we live in the 21st century gender discrimination still remains. Despite the fact that international laws have granted men and women equal rights, in some parts of the world there is discriminatory attitude towards men and women, which affects their lives on a daily basis. Since women are mostly affected by discrimination, I will try to cover as many different types as possible. First of all, in eastern countries when girls are born they are considered as just another expanse. Their place is in the home, and they’re considered to be servant of the household. As they grow up they’re made to feel inferior to boys. Also in some parts of the world, girls do not have the right to go to school and be educated. Resulting in them not being able to seek a career later on in their lives. As far as labor in concerned girls are likely to work from daybreak until the light drains away, they work hard without recognition or reward, not to mention the fact that since infancy women run the risk of physical harm, they’re vulnerable to abuse, especially those living in societies where their rights mean practically nothing. In addition, this is a phenomenon in developing world countries since there is much poverty striking families; they see their daughters as an economic predicament. Even newborn girls lack the opportunity to be breast fed by their mothers, since their goal is to try and get pregnant again with a boy as soon as possible. As they grow up, they receive less food, healthcare, even fewer vaccinations then boys. In my opinion, the whole world is facing a devastating reality regarding discrimination against girls and women in developing countries. This results in numerous individual tragedies, which contributes to less potential for the countries they’re born in. It is my firm belief that if one part suffers, so does the whole. I feel sorry for all of those female children, who are defenseless against the trauma of gender discrimination. I’m certain that the various international organizations, are working hard to improve the livelihood of girls and women  living in developing countries, such as, UNICEF, UNIFEM, or Amnesty International. I feel relieved that at least they’re trying to raise international awareness. As for the validity of the source is concerned, it is secondary source primarily based on fact. The source is trustworthy indeed, since it comes from the representative of Children In Need Inc. which strives to encourage people to help and support children in need. They do provide accurate information, since they express their own experiences from visits to those countries. Questions: Don’t you think it’s time you stepped up and contributed to raising international awareness about gender discrimination? Is it right for a baby girl to be deprived of her mother’s breast-feeding? Are we proud of being citizens of developed countries, without being aware of what goes on in some other parts of the world? Don’t you think food; education and healthcare should be a right that all children despite gender should have?

School of Mechanical Essay Example

School of Mechanical Essay Example School of Mechanical Essay School of Mechanical Essay School of Mechanical and Building Sciences Term End Examination – Model Question Paper – April / May 2011 B. Tech. Mechanical Engineering VI Semester Course: MEE308 Industrial Engineering and Management Time: Three hours Max. Marks: 100 Part-A (55 = 25 Marks) Answer any FIVE questions 1. Explain the need for sales forecasting. 2. Discuss about various elements of cost. 3. Bring out the importance of industrial engineering in an industry giving suitable examples. 4. Draw the symbols used for different recording techniques and bring out their importance. 5. How the plant layouts are related to type of production? . What are the factors that influence the selection of material handling equipment? 7. Distinguish between job production and mass production. Part-B (515 = 75Marks) Answer any FIVE questions 8. (a) Compare moving average and exponential smoothing forecasting methods. (b) The annual sales (in Lakhs of rupees) of a product for the past eleven years in given below: Year: 1 2 3 4 5 6 7 891011 Sales: 45 43 50 51 62 52 54 64 60 74 71 Using linear regression analysis, forecast the sales for 12th year. 5+10Marks) 9. A medium scale industry incurs the following costs for their products annually. The production volume on an average is 12000 a year. i) Raw material cost including losses due to scrap and wastage (due to rejection) = Rs. 50000 ii) Tool cost = Rs. 4000 iii) Cost of lubricants, cutting fluids, grease etc. = Rs. 2000 iv) Wages to skilled hands engaged on production = Rs. 20000 v) Wages to foremen, other supervisory staff = Rs. 40000 vi) Expenses of office staff (salary, bonus etc. = Rs. 12000 vii) Expenses on sales and distribution agencies = Rs. 8000 viii) Expenses on insurance, lighting etc. = Rs. 4000 Find (a) selling price if 10% is profit on unit cost, (b) direct cost as percent of total cost and (c) indirect cost as percent of total cost. 10. (a) Illustrate different strategies for improving the productivity with examples. (b) Enlist the factors influencing productivity. Explain how each factor will affect productivity. (7 + 8Marks) 11. Describe the steps for doing a method study of job process.Illustrate one of the recording techniques used in the method improvement with a case example. 12. (a) Explain flexible manufacturing system. Its advantages and disadvantages. (b) Discuss the role of material handling systems in improving the productivity of a company. (10+5Marks) 13. Consider the following data on layout planning Area of departments and scale: Department Area (m2) 1. 8000 2. 12000 3. 12000 4. 8000 5. 8000 6. 12000 7. 8000 REL chart: |1 |- | |2 |O |- | |3 |E |U |- | 4 |E |I |U |- | |5 |I |O |A |I |- | |6 |O |U |O |U |A |- | |7 |E | | |1 |2 |3 |4 |5 |6 |7 |8 | |For K product |25 |15 |120 |0 |60 |0 |15 |0 |What should be the size of the orders for item M and when should the orders be released? (5+10Marks) K LT = 2 M(2) LT = 1 R(1) LT = 3 P(2) LT = 4 J LT = 1 M(1) LT = 1