Enterprise Resource Planning Systems For Smes

opening move Resource preparation Systems For SmesSeveral researches surrender revealed that try Resource patternning (ERP) systems bring greater benefits to organisations, weensy or large. These reports asserted that successful carrying discover of the chasten ERP ancestor will empower the financial success of the organisation while its failure can term of en diagnosement doom and gloom. SMEs in contrast to their larger counterpart w be peculiar challenges that further make the plectron of ERP termination difficult. These challenges pick prohibited got be the expectations and requirements of SMEs from ERP solutions. Various ERP computer parcel ar functional in the merchandise for their use, with the parcel leader being SAP, plainly it is essential for an SME to select the appropriate software system solution that appropriately organize their necessitys putting in consideration their peculiar predicament. This is soft achieved through an adequate software pickaxe and evaluation offset. This research looks into past works on ERP implementations for SMEs to come up with ERP requirements for SMEs avail equal software (and hardware) solutions available to them and a detailed software evaluation and selection process in profligate with assiduity better(p) practice which they can use. It likewise addresses current ERP securities manufacturing and trade trends.MethodologyThis paper is largely base on review of previous academic documents in form of journals, conference documents and books. These were reviewed extensively in bank bill with the topic of discussion. An a nonher(prenominal) helpful source of culture used in the report is the internet. Through the internet, we were able to get more current information and data to support previous academic works. eon we have done extensive research on this topic, it should be noted that the academic documents used in this research represent just a subset of the numerous documents tha t have been written concerning this topic. They are by no room a perfect representation of all the possible views.Table of Contents1Abstract 1Methodology 1Table of Contents 2Introduction 3Enterprise Resource Planning (ERP) Systems 4Small and forte Size Enterprises (SMEs) 4ERP marketplace and Market Trend 6ERP Requirements for SMEs 9depth psychology of ERP Solution ( parcel and hardware) 11SAP 11 vaticinator ERP computer software 14 multinational financial Services (IFS) 15 rational Accpac 15Microsoft dynamics 16 move over Source Software (OSS) 16ERP evaluation and Selection process 17 demo 1 Plan Requirement 18 wooden leg 2 Request for Proposals (RFP) 19Stage 3 Solution Evaluation 19Stage 4 choose Negotiation 19Stage 5 Selection and Agreement 20IntroductionEnterprise resource think (ERP) systems, fit in to Joseph et al 2003, is now being promoted as a desirable and diminutive link for enhancing integration between all functional areas within an green light and betwee n the enterprise and its upstream downstream trading partners.Despite all benefits potentially offered by ERP systems (Banker, 1998 Hicks, 1995 Minahan, 1998) barely, the issue of organisational changes engageed by ERP implementation as well as predicting return on investing assumes particular importance within small and medium-sized enterprises (SMEs) because of their peculiar challenges.In SMEs, the implementation and the evaluation of the potential benefits is still a difficult task. (Ravarini, 2000).(Chan, 1999), asserted that m either an(prenominal) SMEs either lack enough resources or are not enthusiastic about committing a spacious fraction of their resources to ERP implementation referable to long implementation period and broad(prenominal) fees associated with ERP, (Chau, 1995). These amongst other factors have resulted in slow ERP adoption by SME (Tagliavini et al, 2002).Nowadays, some SMEs are not only seeking courses of combine their various island-of-informati on within the organisation, but have withal moved to extend the whole scope beyond their organisation to involve their suppliers, trading partners and customers (Charlesworth et al., 2002). Therefore, implementation of a right and personify effective ERP solution is essential. This however must be preceded by an accurate ERP software evaluation and selection process.This paper explores ERP for SMEs and is formatted as follows Introduction, Methodology, dry land on ERP, ERP Market and Trends, ERP and SMEs, ERP requirement for SMEs, Different Software (and Hardware) Solutions Analysis a Detailed Software Evaluation and Selection Process, Discussion, Conclusion and Future Research work.Enterprise Resource Planning (ERP) SystemsERP systems can be defined as the close to predominant computing systems for note in a lot of organisations, both in the public and private sectors (Gable, 1998)The ERP software can be customised to support overcritical existing processes which organisati ons follow (Stefanou, CJ., 2001) involve in an ERP system are Storage, orders, assets, vendor contacts, purchasing, financials and human resources (Dahlen C. and Elfsson J., 1999)(OLeary, 2000) stated that An ERP system integrates the majority of course processes and allows admission fee to the data in real magazine. However, (Gardiner et al., 2002) to a fault stated that an ERP system improves the performance level of a supplying chain by helping to reduce cycle times.Other benefits which enterprises enjoy by implementing an ERP system include better customer satisfaction, reduced quality cost, increased flexibility, improved resource utility, improved stopping put-making capability, improved information accuracy and improved vendor performance (Siriginidi, 2000).The flip-side to this is that, or so ERP software tend to be complicated, large and high-ticket(prenominal) (Mabert et al., 2001). The implementation of an ERP system is time consuming and puts pressure on an organi sations information technology (IT) incision or outside professionals (Khaled Al-Fawaz et al., 2008)Putting ERP in place requires unseasoned procedures, useee training, and both managerial and technical support. (Shang and Seddon, 2002)Small and Medium Size Enterprises (SMEs)SMEs, in most countries are businesses that employ fewer than 250 people. For some other countries, SMEs are those which employ fewer than 500 people. Countries like these include USA, Italy and Australia. 99.9% of the businesses in Albania come under SMEs. (Nito E., 2005)ERP customers are usually unconnected into three market divisions by annual income. These include large, midmarket and small. The borderline of these divisions tend to be different, depending on which ERP vendor is using them.For small enterprises, discerning, SAP, Microsoft, Infor and to a slight extent Lawson, compete with a turn of scourts of smaller vendors for ERP systems. watch 1 Source bla bla blaAs shown in the diagram above, onl y SAP and Sage have set ERP merchandises designed for the small enterprise market. The other vendors compete in this division with products that they too use for the midmarket.The top six vendors compete in the mid-market. A lot of these products are industry ad hoc e.g. pharmaceutical distribution, get a lineoriented services, process manufacturing, etcetera Successful competition has been attained by the leading ERP vendors adding sector specific focus to their products.This has been approached by Industryspecific preconfigured templates using a standard ERP product being developed by the ERP vendor (e.g. Oracles Business Accelerators or SAPs Best recital Templates).ERP Market and Market TrendTrend, as defined by (Kotler, 1997) is A direction or grade of events that have some momentum and durability.Over the last decade, the ERP market has bring forthn rattling quickly. The three briny reasons for this growth are globalisation, year 2000, and the take in for better infor mation integration. (Dahlen C. and Elfsson J., 1999)As at 1998, Merrill Lynch estimated that 40% of companies with revenues over $1billion had already implemented base ERP systems in the USA (Caldwell Stein, 1998) and had started implementing additional screenings, a market that was estimated at $8billion by 2002.An American- base research firm, AMR Research, also predicted the enterprise practises market could hit $78billion by 2004 compared to $27million in 1999 (Stefanou, CJ., 2001). However, according to Gartner group, a high percentage (88%) of the ERP market is concentrated in the western countries.SAP, the German flagship compevery, holds a global market share of 32%, while Oracle has a global market share of 14.5%. Both vendors have the lion share of the Global ERP market. However, this is not the side in the Chinese market where SAP and Oracle hold a combined market share of 24.4% and the domestic companies holding a combined market share of 51.6%. (Huigang Liang et al. , 2004)Total ERP market revenue grew to over $28B in 2006. This was determined by a combine of strong customer demand and leading vendors expanding their product portfolios through acquisition. (Jacobson S., 2007)As at 2000, the AMR Research, Inc. predicted that the ERP market would grow at a compound annual growth rate of 37% over the following quintet years.Currently, SAP and Oracle have dominated the market. Their competition, however, lies in the SMEs market With rivals like Sage group, Microsoft, Epicor and Lawson (Jacobson S. et al 2007) beneath is an ERP application revenue estimate for 2006 2011This was estimated as at 2007 by the AMR, Research GroupFigure 2 (Jacobson, S. et al 2007 The ERP Market sizing Report, 2006-2011, AMR Research., ERP 2007 Market sizing series).In recent times, the ERP marketer Outlook has changed a lot. Six vendors are responsible for almost two thirds of global ERP sales. Oracle and SAP control 50% of the World market by income. At the start of the last decade, Infor and Microsoft did not have a market presence.Below is a pie chart screening Global ERP Revenue by Vendor (2008) Figure 3 Source BSM, ERP. may 2010ERP Requirements for SMEs match to Huin 2004, SMEs have an enormous difference in penurys, operating requirements, logistics fulfilment and financial capabilities compared to their large counterparts. early among these requirements is a cost effective ERP solution. Costs associated with ERP solution include not only the software, but also to items such as training, hardware and consulting (Willis et al 2001).Besides, most ERP software available in the market, according to Bounanno G. et al 2005, are just too expensive for SMEs.Chan R. 1999, supported that many small-medium enterprises either do not have sufficient resources or are not willing to commit a huge fraction of their resources due to long implementation times and high fees associated with ERP implementation. This emphasises the fact that cost is a ma jor factor for SMEs when attempting to endure a capital intensive venture like ERP implementation. A research of 50 Italian SMEs carried out by Federici 2009 suggested that small and medium enterprises mostly chose systems provided by small national software houses obviously for cost reasons.Contrast to larger establishments, SMEs have limited experiences, human resources and skills that are necessary for some kind of ERP implementations according to Adam and ODoherty 2003 cited in Winkelmann and Klose 2008. It is a well known fact that most SMEs have a leprose down issue forth of employees who handles more than one function.This position is further supported by Huin 2004, which confirmed that most SMEs experience a high turnover rate compared to large companies. That work further stated that high turnover rate adversely adverts how SMEs manage their labour resource-a key resource input in any ERP project.This is in line with the research work of Winkelmann A et al 2008 which emp hasised that a dedicated IT department addressing the selection and implementation of an ERP system dont actually exist in most SMEs. As such most SMEs have requirements for ERP solutions (software and hardware) that leverage on their lean human resources, especially in the IT department and provide a substance abuser friendly platform not riddled with so many complications.Achanga et al 2006 confirmed in his work that most SMEs do not have a good management structure on which innovations such as ERP thrives. It is customary to have the Managing transferor or the CEO involved in everyday administration of the companies in addition to making strategic decisions. They further explained that most SMEs were established by possessor managers who may not have the tactful management know-how. As such, strategic progress is usually hampered by lack of good leadership traits which bring about informal working processes. This was supported by (Mintzberg H. et al 2003 p.217).Processes here according to Beretta 2004 is the medium that coverts activities efficiently and effectively in order to generate shelter for a specific customer. It is important to note that these processes are what ERP serves to integrate. As such ERP solution for SMEs must be undecomposable and flexible to accommodate these peculiarities of most SMEs. Such flexibility involves things like allowing only specific modules or even sub-modules to be implemented.The type and focus of the SMEs should begat the requirement for consideration in the plectron of ERP solution. Most SMEs have very specific operations and as such have very specific processes. These processes differ according to the specialisation of the company. Example is the case of a construction company in Taiwan that wanted to implement ERP but could not get software fit because of its unique operations (Yang J et al, 2007).Another example Made-To-Stock (MTS) manufacturing companies have different ERP requirements from Made-To-Oder (M TO) companies (Deep A. et al 2007). The implication is that MTO and MTS have different production processes and thus will need a system that aligns with their peculiar requirement.We can thitherfore conclude according to Deep A. et al, 2007 that issues relating to the specificity of an organisation will need to be determined before proceeding to make a choice on the ERP solution for implementation.Analysis of ERP Solution (Software and hardware)ERP software belongs to a suit of software called Enterprise system software. According to Shanks G. et al 2003, it isa set of software packaged application software modules, with an integrated architecture, that can be used by organizations as their primary engine for integrating data, processes, and information technology, in real time, across internal and external value chainsimpound deep knowledge of business practices that vendors have accumulated from implementations in a considerable range of client organizations, that can exert cons iderable influence on the design of processes within refreshful client organizationsis a generic semi-finished product with tables and parameters that client organizations and their implementation partners must configure, customize and integrate with other computer-based information systems to meet their business needs.Thus, ERP software are sold to organisations on the platform that its a way for them to implement best practices in an organisation (Wagner and Newell 2004), but there is a vast gap between this theory, the actual implementation and use of the software. The idea behind the software use is that a blend of best practice within a particular industry is built into the design so that this can be used by a similar company irrespective of where it is to automate its working process.According to Holland and idle 1999, most organizations now opt for off the shelf software instead of developing one in-house for its function.While there are over one hundred ERP software availa ble, we will be reviewing a list of some well known ERP solutions available to an SME belowSAPA company that started in Germany, the application has captured the integrated market of most large and medium market throughout the world (Martin and Cheung 2000). With high functionality and a great deal of integration, the solution covers requirements such as financial accounting and control, sales and distribution, materials management, production planning and human resource management.Bancroft et al 1998 revealed that SAP design consists of the following layers of softwareThe SAP graphical user interface (GUI) representing the presentation layerThe SAP application layer andThe SAP database layerSAP supports critical business functions and processes and can actually be tailored to meet the business needs of any enterprise (SAP Global, 2010). It delivers the following solutionsSAP ERP Financials helps addressing changing financial reporting standards, improve cash flows and manage riski nesssSAP ERP mankind Capital centering helps in automating key processes like End-user service delivery, workforce analytics, talent management, workforce process management and workforce deploymentSAP ERP Operations helps with process like procurement and logistics execution, product knowledge and manufacturing and sales and servicesSAP Corporate Services covers real estate management, Enterprise asset management, project and portfolio management, start management, environment and safety management, quality management and global trade servicesSAP Global claimed that the product helps in increasing oversight of business operations and providing adequate information for strategic business decisions. It also claimed high flexibility and innovation and that modules can be implemented as needed and upgraded as the need arises. The SAP for SMEs has been implemented by over 80000 SMEs.Figure 4 below shows the SAP Solution roadmap showing the multiple level of blueprint of processes su pported by SAP.SAPs benefits were echoed by the research work of Mandal and Gunasekaran 2003. This was implemented at PMB Water Corporation. They discovered greater benefit of implementing SAP.However, Al-Mashari and Zairi 2000 confirmed that SAP is a very complex solution that is too prone to failure. This position is supported by the research work of Martin I. et al, 2000 in an organization in Australia where he discovered that the training was complex, expensive and enormous. It is also not a user friendly application. For a small and medium sized company this enormous complexity and capital investment among other things is not one that can be readily and easily accommodated as previously stated in the requirements section.Figure 4 SAP Solution Roadmap (available at http//www. sap.com/businessmapsHowever, it should also be noted that quite a number of medium establishments have been able to implement SAP successfully and are reaping the benefits (Martin I. et al 2000).Oracle ERP SoftwareThe Oracle ERP software is part of the Oracle e-Business suite. It consists of the following modules (Oracle 2010)Channel Revenue counselling enables information fight offn channel management. Includes modules like Accounts receivable deductions settlement, channel rebates and head up-of-sale, partner management, price protection and supplier ship and accountFinancial Management covers things like Asset lifecycle management, cash and treasury management, credit-to-cash, financial control and reporting, financial analytics, governance, risk and compliance, lease and finance management, procure-to-pay and travel and expense managementHuman Capital Management includes Global magnetic core HCM , Workforce Management, Workforce Service delivery, Integrated talent management, and HR analyticsProject Portfolio Management Involves things like project analytics, project billing, project contracts, project collaboration, project costing, project management, project portfolio ana lysis, project resource management and time and labour.According to Oracle, Oracle E-Business suite is the most adaptable global business platform and the most customer-focused application strategy. This opinion seems to be supported by Panorama Consulting group 2010, that the software has the highest level of predictability of all ERP software that was studied, and that the average initial cost to implement is 25% less than that of SAP. It also claimed that Oracles total cost of will power is nearly 50% less than that of SAP. The fact remains though that its usage does not as withal compare to that of SAP. This is true considering the fact that there has not been much academic research into the use of the software as an ERP solution.International Financial Services (IFS)IFS is a single, integrated product supporting the management of 4 core processes (IFSWorld 2010)Service and Asset, Manufacturing, Project, Supply chain.It can be added to other suites of software e.g. Financials, Human Resources, Sales and services, Engineering, Project, Manufacturing and Distribution. According to IFSWorld 2010, its easy to use software that provides an attractive, intuitive and efficient user experience. It is also quite flexible, allowing an organisation to consume the required module and upgrade at a future date if so desired.The benefits of IFS was supported by the work of Lahikainen T. et al 2000 comparatively saying that ERP software like SAP is rather clumsy and large, and because of this cannot easily be reworked to suit a business process. Rather, the business will have to readjust its process for the software.SAGE AccpacThis product offers middle sized organisation an adjustable enterprise resource for finance, SRM and operations (Sage, 2010). It supports global aspirations for mid-market and upper-mid-market companies with its gamey financial management capabilities and flexible open architecture.Modules of the software includeFinancials General Ledger, G/L Con solidations, Reporting, Multi-Currency, Intercompany doings, Transaction Analysis and Optional Field CreatorPurchasing Purchase Orders, Accounts Payable, electronic Funds Transfer (ETF), Direct payables, Document Management, Fixed Asset Management, Check and Form printingSales and Receivables Order Entry, Accounts Receivable, EFT Direct Receivables, Electronic Data Interchange (EDI), National Accounts Management, Unit Sales Analysis, Return Material Authorization (RMA)Customer Management Contact Management, Sales Force Automation, Marketing Automation, Customer Service AutomationInventory/Warehouse Management Inventory Control, Lot Tracking, Serialized Inventory, Warehouse Management, Manufacturing ManagementProject Management Project and Job Costing, Service and sustenance management,Payroll In-house Payroll, Electronic Funds Transfer (EFT), Direct Payroll, Sage Accpac HRMSSystem Administration System coach, Alerts and Alerts ManagerSage manages the processes that are common to all businesses, such as finance, HR, or CRM the vertical modules give customers a greater ability to match technology to specific industry needs (Sage, 2010).Microsoft DynamicsAccording to Microsoft 2010, Microsoft Dynamics offer solution that can help fastrack performance, measure financial effectiveness and enhance decision making. It helps drive businesses by providing a backbone of an elastic system. It is easy to implement and adapt. Apart from on-premise installation, the solution can also be deployed to work with cloud computing, a solution some organisations are already considering.The capabilities delivered by this solution includes Financial management, Supply chain management, business intelligence, performance management, Collaboration, Project Management, Human resource management, IT management and Software-plus-Services.Open Source Software (OSS)There are also a number of open source ERP software that seems to be of an increasing interest at the moment according to th e research work of Johansson and Sudzina 2008. The list includes Compiere, OpenBravo, Opentaps, Facturalux, TinyERP.It may be that most SMEs will find OSS ERP implementations able to cater for their needs since according to Raymond 2005, SMEs are highly flexible and adaptable to change. Implementation may also work out cheaper as costs associated with licensing fees are usually not incurred (Johansson and Sudzina, 2008). It should however be noted that support for implementations for OSS ERP software is quite hard, as there can be several versions of a given software and finding an expert can be daunting.ERP Evaluation and Selection processA successful ERP project requires selecting an ERP solution, implementing the solution, managing changes and examining the practicality of the system (Wei and Wang, 2004). Wrong ERP solution choice would either cause implementation to fail or weaken the system to a greater impact on the enterprise (Hicks,1995 Wilson,1994).Most enterprises often ju mp into looking at ERP functions and features rather than examining the strategy and business processes. According to Donovan, 2001, it is important for management to know the current strategy, processes and supporting systems compared to what they could be with the new systems.For most enterprises, the decision to implement ERP functionalities will require buying a software package from one of the more hot vendors on ERP market. But the selection process is not a straightforward task, hence thorough sense of what ERP packages are to offer, differences in each of them and what might be at stake in selecting one package over the other should be well examined or evaluated, (Sammon and Adam, 2000).Evaluating and selecting an ERP system, even though can be a very complex process (Donovan 2001). It should be a fact-based process that will bring an enterprise to the point where comfortable well-informed decisions can be made.Figure 5 below shows an online poll conducted by ESI Internat ional survey of 2,000 business professionals in 2005. This clearly indicated that most software projects, ERP inclusive, failed due to lack of adequate requirements definition.Fig. 5 Source ESI International survey of 2,000 business professionals, (2005).In addition to the above figure 5, Donovan pointed out that veritable(prenominal) ERP project implementation can also fail because of a wrong choice of ERP solution. Therefore, Management light Inc in 2005 revealed that it is imperative to adopt a thorough evaluation and evaluation process before adopting any ERP solution in SMEs. Their report detailed eight steps necessary for a careful and fair level of successful ERP implementation in SMEs. This is represented in Figure 6. We have further categorized this into the following five stages for our discussionPlanning, RFP, Solution Evaluation, Negotiation, Selection AgreementThese five stages are explained below based on the research carried out by Management Agility Inc in 2005.St age 1 Plan RequirementDefine business along with areas of business that require technical approach.Develop a specific business case with business value for a solution.Ensure that the project sponsor is willing to render the business case for change, identify vendors and get familiar with the available solutions.Get general view of investment needed, considering software, hardware, other related infrastructure and ongoing support.Evaluate the organisation readiness for the investment and decide whether to hold open or not.Define priorities under must-have and nice-to-have accordingly.Stage 2 Request for Proposals (RFP)Shortlist interesting vendors based on the outcome of market survey for solutions and then for demonstration.Collects facts in line with the business need from product demonstrations for the development of unbiased RFP for vendors.Set-up a neutral body to develop RFP, using facts gathered from products demonstration aligned to the business requirements.Distribute ou t RFP to selected vendors.Generate basic expectations from ideal proposal in line with the business need for onward selection of the ideal software vendor.Stage 3 Solution EvaluationIdentify and place remaining gaps between software capabilities as demonstrated and business requirements.Identify how the gaps will be bridged in impairment of configuration, process change or a combination of all these.If the gaps cannot be bridge, then discontinue the evaluation exercise immediately, otherwise consider reengineering of those affected business processes and continue with the evaluation.Stage 4 Contract NegotiationNegotiate with each vendor establish software, hardware and other infrastructure agreement requirements, which include version, components, maintenance and support. Also negotiate participation in user groups, license costs, maintenance fees and many others. render service provider agreement which also include deliverables, timelines, resources, costs, payment schedules a nd other legal requirements.Stage 5 Selection and AgreementUpon successful negotiation with the right vendorReview all legal terms on privacy protection, operation guidance and data manipulation etc.Approve agreements with the selected vendors.Agree on implementation plan.Fig. 6 Detailed flowchart for ERP Software, Hardware Evaluation and Selection Processes Management Agility Inc, 2005ERP Software Hardware (Solution) Evaluation and Selection StepsYesNoStage 4Stage 3Stage 2Stage 1Define RequirementsShop Round for ProductClarify RequirementsEvaluation Vendor InquiryInteract with VendorsNegotiate AgreementAction AgreementDefine business case/need and spell-out required values. Be specific. Ensure the business sponsor is willing to push through business case for change.Look round the market for what product is available. Identify vendors that operates and their general approaches to technologies the take. Discuss with others in the same industry as you are etc.Clarify your requiremen ts and be sure of what you are looking for in line with you business case. Refine requirements if possible and be specific too.Find out what product is looking undimmed in line with the business need and from which vendor. Identify which vendor and their products and invite interesting ones for demo etc. Request for proposal (RFP).Invite each shortlisted vendor over for a chat and find out more about the product. List out expectations based heavily on business requirements.At this point evaluate this approach. Can you afford to change your current process? Can you afford the change the new product will bring and many more?Initiate Negotiation for the selected product with the selected vendor. Agree on who does what, when are they to be done. Negotiate deliverables, timelines, co

Negative Impact Of Playing Video Games Media Essay

Negative trespass Of Playing Video Games Media Es swearInformation Technology withal known as I.T , refers to anything that related to computing device technology , such as the internet , networking , hardware , software , or commonwealths that work with this technology . enquiry from UCLAs Higher Education Research Institute provide useful informations some the usage of moving picture games on college campuses . These data shows that most of the college students play scenes games regularly , and a small percentage use them as a primary means of entertainment and leisure . In the 2009 Freshman Survey, around 1% of respondents admitted to playacting everyplace 20 hours of videogames per week. Over 35% of the respondents stated that they play at least one hour per week. computing device games bathroom kick in impact on teenagers , especially for those who spent hours after hours playing them. Games that played with a team terminate helps to reinforce concept of the effectiv eness of teamwork . However , video games whitethorn have blackball effects too . For my opinion , video games will definitely affect us as a college students .3.1 Negative impact of playing video gamesAlertnessTeenagers that do not have their video games playing m limit by their parents might find themselves playing until late at the night . This can result in a loss of sleep and a decrease in alertness in school. A decrease in alertness and focus at school can result in lower academic performance.HEALTH PROBLEMSIf teenagers spent all of their free cadence playing video games, skipping meals or lose sleep because of their game play, it can negatively impact their health. The Mayo Clinic notes that teenagers who spent to a greater extent than 2 hours a day in front of a television or computers might suffer from their childishness obesity. In addition, the University of Texas at Dallas also notes that the dependence can leads to medical issues , such as backaches, headaches, eyes train and wrist bone tunnel syndrome pain and numbness that they might feel in their wrists, hands, shoulders and elbows.DeathThere are already few cases of death had been reported in the press . All linked to excessive play of video games. In the year of 2002 , a young man was found dead in the toilet of a cybercafe in Kwanju, South Korea . He was said to be previously glued to a computer, deprived of comely nutrition and sleep , also earlier in the same year, a mother in lanthanum sued Nintendo who caused her son suffered from seizures and consequently death. The report shows that he had play an average of 48 hours per week.POOR PERFORMANCE recollective hours in playing video games can negatively affect teenagers performance in their school or at work if they are preoccupied with their video games or failing to work at their optimum level because they are exhausted from a late night of playing video games . The Mayo Clinic notes that teenagers who devotes more than two hours a day to television or video games might have the troubles of falling asleep, have problems paying attention than teenagers who dont spent as much time in front of the computer and video games .PREOCCUPATIONVideo games addiction can be harmful if teenagers are unable to participate in any outdoor activities or else than gaming . The On-Line Gamers Anonymous website notes that it may be a signaling of an addiction if teenagers are constantly thinking almost their next video game , devising ways just to overtake back to the game, abandoning former hobbies that dont related to the video games or declining social events with personal fundamental interaction because they are spending too much time on plowing the video games through the Internet.3.2 Tips on managing teenagers media utilisationBecause of the popularity of video games, it can completely eliminating them from teenagers life might be difficult. exactly there are also few ways that can decrease the negative impact that t hey have on the teenagers .Know the grade of the video games that the teenagers are playing .Never install any video games equipment if necessary .Always forget me drug a limit on how often and how long teenagers is allowed to play video games.Take the time to discuss with the teenagers about the games they are playing or other media they are watching. Ask them how do they feel about and what they observe in these video games . This is an opportunity to dowry your feelings and grow closer with the teenagers .It is vital for teenagers to spend their time on both indoor and outdoor activities . Excessive time spent on video games may curb some outdoor activities among some of the teenagers. We might not indispensability them to be game addicts at the cost of active outdoor pastimes.It is the responsibility of the elders to encourage teenagers to participate in outdoor activities as well, rather than sticking to the video games for all day long. Being able to monitor and control th e amount of time that the teenagers spent on video games is the key to restrict the negative impacts of video games. Make sure to find out them to the right games with limited time log to benefit from this fun filled activity.2.0 Define companion wedgeIn every day of a teenagers life , they get to experienced fellow force in their school and the environment among them . Peer drive means that friends trying to persuade you for doing something that you dont want to do . But maybe you want to do it and you dont have the courage and your friends talks you into it .Much research had shown that peer pressure had a much greater impact in adolescent behavior than any other calculate . Try to think about it , teenagers nowadays spent most of their time with peers and family members , so the interaction is accept and much more powerful than the influences of the teachers and others authority figures .2.1 Peer pressure risk factors Teenagers with low self rateTeenagers with low confi denceFeeling isolate from friends or familiesPoor academic performanceWithout personal matter toPeer pressure can be divided into 2 types - salutary Peer PressureGood peer pressure can be a situation that your friends try to convince you not to do something that youre going to do because it maybe not your trump out interest . Good pressure is when you got pushed into something that you did not want to do but it turned out well .But for my opinion , the bad peer pressure is much more effectively towards the teenagers than the good peer pressure . naughtiness Peer PressureBad peer pressure is when you are being coerced into doing things that you did not want to do just because you friends said you should . It can be leads to experimentation with sex , alcoholic , skipping school , drugs and others high risk behavior . Your friends may had a tendency to think that they know what is the best for you . For example if you friends offered you a stick of cigarette , you might say NO , bu t the real problem arises when you friends keep repeatedly asked you for doing something .AlcoholicOne of the common peer pressures in school/college/university is alcoholic . I am sure that there are some of the people that sometimes dont feel like drinking , but they do because that is what everyone is doing , this is a negative form of peer pressure . Research shown that alcoholic abuse is one of the biggest problems among schools and colleges . The students usually end up with missing crystallize , damaging property , getting injured and having unprotected sex as a result of abusing in alcohol . Nowadays , statistics shown that unsafe safe , drunk driving , and the sexually transmitted diseases are cost increase . All these problems are caused by the peer pressure of drinking .Drug addictionDrug addiction is another common peer pressure faced by teenagers . Initially, the teens are not aware about the adversed effect of drug addiction. When they become familiar with the adver sed effect, it will be too late. This is a life great(p) issues that is quite impossible to resolve. Drug addiction will ruined their futures completely.If teenagers are addicted to drugs , it can negatively impact upon the followingMarriage and relationshipsHome and family lifeEducationEmploymentHealthPersonality monetary issuesUnprotected SexSex is the common issues faced by the teenagers. Both of the boys and girls are equally affect by the sex problems. In this modern age, people love to have sex in their primaeval age. For most of the boys , they thought that who dont like to make sex in the teenage are considered as lame and dumb, whereas Oral sex is more popular among teens. In oral sex, there is no chance of gestation period , so that the teenagers dont considered oral sex is wrong.2.2 How to handle the peer pressure ?Choose the good friends that who will share the value of yours . Good friends will use positive peer pressure to help you to be your best self.Avoid situa tion where your friends are doing things that you dont want to do.Think about the reasons for doing thingsIs it a good reasons? Are you very being true to yourself ?Practice to say no -always come up with excuses if it is necessary. For example you dont want to get in any troubles, damage your body or mind, or risk blowingAlways Talk to your parents or a any adults about the kinds of peer pressure that you are facing and listen to their advices .Nowadays , Peer pressure is a part of our daily life ,it can be a strong influences during the teenagerss historic period when peers are important to their identity.Teenagers must learn how to handle the peer pressure, and recognized when it is positive and negative . at long last , do remember , if there are just one teenager stands up against the peer pressure, usually others will join him / her. Learning to handle peer pressure will gives teenagers more confidence and maturity.

Solenoid Operated Piston Pump Engineering Essay

Solenoid Ope targetd diver Pump Engineering EssayThis project is aimed at analysing and calculative a solenoid operated plumbers helper warmheartedness which is capable of delivering solution (this report assumes water) at a flow rate of 1 litre/ moment. However, the customer usage requires the flow rate to remain between 0.9 and 1.1 litre/min at an ambient compact of about 1 bar.The operation means of the speculator nub is set forth under use the diagram OscillPistonPumpFig 1.1 Solenoid Operated Piston Pump1The solenoid coil (4) generates an electromagnetic field by the whiz wave diode rectified current flowing through the coil. Each current pulse moves the plumbers helper (5) against the compress commencement (3). This movement reduces the volume in the suck sleeping room make an increase in rack (P a 1/V), which opens the valve (6) in the diver, thereby solelyowing the liquid to run into the crush side. When the current playing on the solenoid pulse is of f, the pres for certain borderline pushes back the piston toward the pressure side. The increase of pressure ca apply by the piston movement closes the piston valve (6) and the liquid flows through the valve (7) set in the pressure fellowship (8) and into the pressure pipe. The piston movement as well simultaneously increases the volume in the suction chamber, thereby reducing the pressure on a move floor the chamber. The low pressure in the suction chamber opens the valve (2) set in the suction connection (1), and the liquid is sucked into the heart and the cycle starts again. The piston size of it and the length of its displacement define the flow rate. The nerve pass on run without damage when the liquid flow is stopped momentarily1.This design concentrated on the piston, suction chamber and pressure organizes design. Although references were made to the valves and solenoid aim, engineering summary were not carried out on them.CHAPTER 2initial ENGINEERING DESIGN ANALY SISThis se displacettion considered the engineering analysis of the operation of the piston pump to carry through the require specifications. The abandoned specifications argon incline rate Q = 1 Lit/minFrequency F = 60 cycles/ mhoAmbient tweet = 1 barUsing the in a higher place specifications, the length of stroking of the piston, which is also termed as the brush Volume, throw out be calculate using the relation belowQ = Volumetime=Volume frequency= d2 L4 fL= 4Qd2fWhere Q = Flow tempo =1 lit/min= 1.667 104 mm3/secf = Frequency (cycles/sec)L = Length of bezant/Swept volume (mm)d = Diameter of piston/suction chamber (mm)The diam was varied from 1 to 20 mm and the corresponding lengths of fortuity were obtained at diametric frequencies of 40, 45, 50, 55 and 60 cycles/sec. The results obtained were plotted (See accessory 1). After careful look, the frequency at 40 cycle/sec, so subsequent calculations would be based on this. It was also noticed that reasonable meet of dimensions of the diameter and length occurred around the diameters 5-10mm, therefore subsequent calculations were based on this range.2.1 LOAD ANALYSISThe buck analysis was carried out on each component designed as indicated belowA. Piston The weight analysis on the piston was done by isolating the piston and analysing the legionss acting it. The different fortes acting on the piston are as constituten below advertize on piston do quickeningMagnetic pressure from solenoid coil conclusion quail rageKinematic frictional tiegravitational force termination hydraulic force (including assumed viscous launch)This is assuming that atomic, initial static frictional force and temperature effects are minimal.The force analyses were carried out considering ternion different cases under which the pump operation can undergo. The ambition and riddance raps were also analysed separately to reduce complications. The digression between the intake and ejection cam stroke is that, t he magnetic force from the solenoid is zero during ejection, because the solenoid is offCase I This is when the piston pump is employ horizontally, that is, it is used to pump fluid on the same datum. This inwardness that the gravitational effect and the height difference in the hydraulic force exit be zero. The relationship between the forces will therefore be usance strokeForce causing execution = Force from solenoid concomitant opening force Resultant hydraulic force frictional forceEjection strokeForce causing motion = Resultant spring force Resultant hydraulic force Frictional forceCase II This considered the case when the pump is used to transfer fluid from a higher level to a reduce level. This means that the gravitational effect will favour the heed of flow therefore reducing the force needed to bm the piston. The relationship between the forces will therefore beIntake strokeForce causing motion = Force from solenoid Resultant spring force Resultant hydraulic force Frictional force gravitative forceEjection strokeForce causing motion = Resultant spring force Resultant hydraulic force Frictional force + gravitative forceCase III This considered the case when the piston pump is used to deliver fluid from a lower level to a higher level. The difference between this case and case II is in the gravitational effect and the datum difference in the hydraulic effect. The design load analysis was done under this circumstance because pumps are usually used for this particular purpose. Even with this design concept, the pump can still be used for other(a) cases, only it might deliver fluid at a higher flow rate, which could still be in the boundaries of the given allowance account of the flow rate. The relationship between the forces will therefore beIntake strokeForce causing motion = Force from solenoid Resultant spring force Resultant hydraulic force Frictional force + Gravitational forceEjection strokeForce causing motion = Resultan t spring force Resultant hydraulic force Frictional force Gravitational force.The different forces were mensural as follows using the free body diagram of the piston shown belowFigure 2.1 Boundary conditions of intake and ejection strokesForce from solenoid coil= FsForce on piston causing motion = MpaWhere Mp = battalion of piston kg and a = acceleration of piston (mm/s2)Mp= V = Density of material (Stainless nerve) =810-6 (kg/mm3)V=Volume of fluid displced in one stroke mm3= Q t= Qfwhere f=45 cycles/sec=90 strokes/sec (2 strokes=1 cycle)Mp= Qf=810-6 1.667 10490=1.48210-3From law of motion v2= u2+ 2aSu = 0 a=v22S Also v= St= S fv=Velocity (mm/s) and S= L=Length of stroke (mm)a=L f22L= L f22= L 9022The length was varied from 5 to 10 mm, and different accelerations were obtained (See appendix 2).Resultant spring force = K2x- K1x= xK2- K1= xK Where K1 and K2=Stiffness of springs 1 and 2 separately (N/mm)x=L=Stoke length (mm)Kinematic frictional force = kN= kMpgWhere k=Coef ficient of kinematic friction N=Normal force= Mpgg=acceleration due to gravity=9810 mm/s2Gravitational force = MpgHydraulic force = Total Change in Pressure P (N/mm2) find Area of Piston A (mm2)From Bernoulllis equation P1g+ V122g+ Z1= P2g+ V222g+ Z2P= P1-P2=V22-V122+ ZgQ= A1V1= A2V2 , then V2= QA2= A1V1A2 and V1= QA1P= A1V1A22-V122+ Zg= V122 A1A22- 1+ ZgP= Q22A12A1A22- 1+ ZgWhere Q= Flow rate (mm3/s) , =density of water =110-6 (kg/mm3)A1and A2=Area mm2 and V1 and V2=Velocity (m/s)Z=L=Length of concussion mmIncluding the discharge coefficient C = 0.98 to account for viscous effect, P therefore becomesP= Q22C2A12A1A22- 1+ Lg Hydraulic force = Q22C2A12A1A22- 1+ LgSurface Area of Piston A mm2= Q22C2A12A1A22- 1+ LgA2- A1The forces were algebraically added according the ejection stroke equation developed above (case III) to obtain ?K at different diameter of pistons, fixing intragroup diameter of Piston D2 (corresponding to A2) = 0.5, 1, 1.5, 2 and 2.5mm (See appendix 3).Force ca using motion = Resultant spring force Resultant hydraulic force Frictional force Gravitational force.Mpa= L K- Q22C2A12A1A22- 1+ LgA2- A1- kMpg- MpgK= 1LMpa+ kg+g+ Q22C2A12A1A22- 1+ LgA2- A1The hydraulic effect is due to the fluid forced out from the suction chamber into the outlet. Therefore the A1 and A2 will be the field of force of the piston and the outlet, corresponding to diameters D1 and D2 respectively. Also the outlet diameter was assumed to be equal to the inner diameter of the piston.The results obtained for difference in stiffness ?K above, were used to obtain the force from solenoid coil Fs using the injection stroke equation above. Also different diameter of piston were used while varying the inner diameter of piston D2 (corresponding to A2) = 0.5, 1, 1.5, 2 and 2.5mm (See appendix 4).Considering the intake stroke equation for case IIIForce causing motion = Force from solenoid Resultant spring force Resultant hydraulic force Frictional force + Gravitational forceMpa= Fs-LK- Q22C2A12A1A22- 1+ LgA1- kMpg+ MpgFs= Mpa+ kg-g+LK+ Q22C2A12A1A22- 1+ Lg A1The hydraulic effect is due to the change in pressure as the fluid passes through the piston, because of the decrement in region. Therefore the A1 and A2 will be the area of the piston outer and inner diameter, corresponding to diameters D1 and D2 respectively.B. Pressure escapes The load analysis of the spring was also done by isolating the spring and analysing the forces acting it. Considering the ejection stroke of upper spring (spring 1), the different forces acting on the spring are as shown belowForce on piston causing accelerationSpring forceResultant hydraulic force (including assumed viscous effect)This is assuming that the frictional force on spring is negligible because the surface area contacting the wall is small.Force causing motion = Spring force + Resultant hydraulic forceMpa= LK1+ Q22C2A12A1A22- 1+ Lg A1K1=1LMpa- Q22C2A12A1A22- 1+ Lg A1K2=K1+KWhere Force on springs Fsk= KLength of strokeThe values of stiffness of springs 1 and 2 were calculated using the relationships above at different outer and inner diameters of the piston. The graphs were plotted to agnise the variations (See appendix 5 and 6).C. Inlet Valve and Spring Considering also the recess valves and analysing the forces acting it, the injection stroke is caused by an increase in volume of the suction chamber, causing a corresponding decrease in pressure. Therefore the different forces acting on the inlet valve are given belowInlet spring force at compressionResultant hydraulic force (including assumed viscous effect)This is assuming that the frictional force and gravitational force on the valve is negligible because the valve is light.Resultant Pressure Change= ?PFrom Gas Law P1V1= P2V2P1 and P2 are the initial and final pressures of both the inlet and suction chamber respectively (N/mm2). The initial pressure P1 is assumed to be equal to the external pressure which is given to be equa l to the atmospheric pressure Pa = 1 bar = 0.1 N/mm2. That is wherefore fluid is not flowing because there is no pressure difference, or P1 was higher than PaP2= P1V1V2= PaV1V2 where V2=V1+Vs and Vs=Swept Volume per stokeVs=Flow rateFrequency in stroke/sec=1.66710490 =185.22 mm2/strokeP2= P1V1V1+VsP1=Change in pressure due to swept volume= Pa-P2P1=Pa-PaV1V1+Vs=Pa V1+Vs-PaV1 V1+Vs=PaV1-PaV1+PaVsV1+Vs=PaVsV1+VsWhere V1 = VT and it is the total volume of the inlet spring area, suction chamber and the inner space of the piston.P2=Pressure Change due to area changesP2= Q22C2A12A1A22- 1+ Lg The above pressure change is the sum of the pressure changes from the inlet through suction chamber and into pistons inner diameter. This is negligible because the pressure drops as it enters the suction chamber and increases as it enters the inner diameter of piston, thereby intimately cancelling out.P=P1=PaVsVT+VsHydraulic force=spring force at compressionP1A3=PaVsA3VT+Vs= K3x3PaVs=K3x3A3VT+ K3x3A3 VsVT=PaVs- K3x3A3VsK3x3A3 Where A3=Inlet area mm2, K3=Inlet Spring Stiffness (N/mm)and x3=Spring movement=Valve lifting mmThe values the total internal volume VT was obtained at different values of the diameter of the inlet D3 (corresponding to A3). The value of the spring force K3x3 was varied from 0.01 to 0.05 N and the variations were plotted to see an appropriate one (See appendix 7).2.2 Component Design and Selection The component design has been carried out along with the load analysis shown above. The desired dimensions for different components were then selected after a careful study and analysis of the graphs plotted. The dimensions were selected based on those that satisfy the required specifications, reasonably able to be manufactured and can be selected from the manufacturers catalogue as in the case of the springs2. Below are the component dimensionsSolenoidSolenoid Frequency 45cycles/sec = 90 strokes/secForce from solenoid coil 108.8NLength of stroke 7.367 mmPistonPist on outer diameter 8 mmPiston inner diameter 2 mmSpringsPressure spring 1 rate = 5.771 N/mm Force on spring 1 = Rate * length of stroke = 5.771 * 7.367 = 42.515 NPressure spring 2 rate = 14.683 N/mm Force on spring 1 = Rate * length of stroke = 14.683 * 7.367 = 108.17 NFrom the above calculations and estimated values of the spring rates, the most dead on target spring elect from the compression spring catalogue are (see appendix 8 and 9)Spring 1 C6609150Wire diameter 1.02 mmOuter Diameter 7.62 mm spare length 15.88 mmRate 5.81 N/mmSpring 2 D22110Wire diameter 1.25 mmOuter Diameter 7.55mmFree length 17mmRate 15.03 N/mmInletInlet spring stiffness = 0.02 N/mmInlet spring length = 9.804 mmInlet diameter = 1.78 mm2.3 seek Analysis The judge analysis was carried out on just two components as shown below. This was because these are the two components whose failure affects the pump operation most.A. Piston The two straines acting on the piston are normal and dress stresses which is give n as.Stress (N/mm2) sij= Force (N)Area (mm2)The notation is to differentiate between the perplexity and cream off of action, where the first digit represents the plane of action and the second digit represents the direction of force. When the notations are different, it signifies shear stress and when the notations are the same it means normal stress.The force on the piston varies as the piston goes through the cycle, therefore the different forces and drumhead stresses were calculated as the spring compresses and stretches. This was shown in appendix 10 and 11, but the calculations of the maximum and minimum psyche stresses at the springs peak are shown below. The bargainer stresses were calculated because they are the cause of shimmy in a component3.Considering the piston and spring 1Fig 2.2 Stresses acting on piston from spring 1 and wall3s11= 0 because there is no horizontal force in that directions12= Force from SolenoidSurface area of piston= Fsp Do Lp= 108.8p815=0.2886 N/mm2Where D0=Outer diameter of piston mm, Lp=Length of Piston (mm)s22= Force from spring 1Outer Area-Inner Area= K1Lp4 Do2- Di2s22=5.771 7.367p4 82- 22= 42.51547.1239=0.9022 N/mm2s21= 0 because there is no horizontal force in that directionConsidering the piston and spring 2s11= 0 because there is no horizontal force in that directions12= Force from SolenoidSurface area of piston= Fsp Do Lp= 108.8p815=0.2886 N/mm2Where D0=Outer diameter of piston mm, Lp=Length of Piston (mm)s22= Force from spring 2Outer Area-Inner Area= K2Lp4 Do2- Di2s22=14.638 7.367p4 82- 22= 107.838147.1239=2.2884 N/mm2s21= 0 because there is no horizontal force in that directionThe total principal stress which is the usual cause of transgress was calculated using the total normal stresses from the springs and the shear stress from solenoid.Total shear stressesTs12=s12 from Spring 1+ s12 from Sprig 2=0.2886+0.2886= 0.5772Total normal stressesTs22=s22 from Spring 1+ s22 from Sprig 2=0.9022+2.2954= 3.1976Therefore the principal stressess11s22- s(s11+s22)+s2-s122=003.1976- s(0+3.1976)+s2-0.57722=0s2-3.1976s-0.3331=0Principal stresses smin=-0.101 N/mm2, smax=3.2986 N/mm2B. Pressure Springs The major stress acting on the spring is shear stress acting on the coils. The force and consequentially the shear stress on the springs vary as the piston deflexion (i.e. length of stroke) increases and decreases. The various forces and shear stresses were calculated and the graph plotted (see appendix 12). But the calculation of the maximum shear stress, which occurs at the full deflection is shown below4Fig 2.4 Force acting on spring4Shear stress tmax= 8FDWpd3Where F=Force on spring ND=Mean outer diameter of spring mmd=diameter of spring coil mmW = Wahl Correction Factor which accounts for shear stress resulting from the springs curvatureW=4C-14C-4+0.615CC=DdConsidering Spring 1Fmax= K1Length of stroke=5.7717.367=42.515 N/mm2D=7.62 mm and d=1.02 mm ?C=Dd= 7.621.02=7.4705W=4C-14C-4+0.615C= 47.4705-147.470 5-4+0.6157.4705=1.1982tmax= 8FmaxDWpd3= 842.515 7.621.1982p1.023=931.113 N/mm2Considering Spring 2Fmax= K1Length of stroke=14.6387.367=108.17 N/mm2D=7.55 mm and d=1.25 mm ?C=Dd= 7.551.25=6.04W=4C-14C-4+0.615C= 46.04-146.04-4+0.6156.04=1.2506tmax= 8FmaxDWpd3= 8108.17 7.551.2506p1.253=1331.119 N/mm2CHAPTER 3 sign MANUFACTURING DESIGN ANALYSIS3.1 DimensionsThe dimensions of all the main components piston, springs, cylinder and valves had been obtained from the calculations and graphical analysis made above. However, the detailed dimensions of all components namely pump body (left and right side), cylinder and liners, piston, springs and valves are shown in the CAD drawing in appendix 13.3.2 allowancesTolerance for Stroke LengthThe statistical permissiveness of the stoke length was calculated using integral method, which is much more effective than an additional allowance. Given the tolerance of the flow rate as 0.1litres/min, the tolerance of the frequency was assumed to be 5 cycl es/sec under normal statistical distribution condition. The tolerance of the stroke length was calculated as followsStandard deviation s=Tolerance3 Cp where Cp=process capability indicationIn general manufacturing industry, a process capability index (Cp) of 1.33is considered acceptable. Therefore CpFlow rateQ=1 0.1 lit/min= 1.667 104 1.667 103mm3/sec Q=3.33 1033 1.33=8.356 102Frequency F= 45 5 cycles/sec (Assuming a Normal distributed variable) f=103 1.33=2.506Therefore the flow rate and frequency could be written asQ N 1.667 104 , 8.356 102 mm3/secf N 45 , 2.506 cycles/secQ = Volumetime=Volume frequency= d2 L4 fL= 4Qd2fUsing differential tolerance2= i=1nxi2 xi2L2= LQ2Q2+ Lf2f2+ Ld22d2L2= 4 1d2 f2Q2+ Qd2 f22f2+ Qd3 f2d2 2Tolerance=3 CpThe standard deviations and tolerances of the stoke length were calculated using the above equations, while varying the diameter from 1 to 20 mm, and the results were plotted out (see appendix 14).Tolerance for Piston Principal Stress Assuming a normally distributed around the maximum principal stress acting on the piston, the standard deviation and the tolerance of the maximum principal stress was calculated using the load distribution obtained in appendix 11.3=3.2918-0.5772=2.7146Tolerance=Cp3=1.332.7146=3.6104 N/mm2Upper and lower limit=3.61042= 1.8052 N/mm2Tolerance for Springs Shear StressAlso assuming a normally distributed around the maximum shear stress acting on the springs, the standard deviation and the tolerance of the maximum shear stress was calculated using the load distribution obtained in appendix 12.For spring 13=931.113-0=931.113Tolerance=Cp3=1.33931.113=1238.38 N/mm2Upper and lower limit=1238.382= 619.19 N/mm2For spring 23=1331.119-0=1331.119Tolerance=Cp3=1.331331.119=1770.39 N/mm2Upper and lower limit=1770.392= 885.195 N/mm23.3 Fits The components that are leadted into the cylinder, namely cylinder liner, piston springs 1 and 2 are almost of equal diameter. But because of the consideration of the fits and limits to give some allowance a transition fit was elect from Data Sheet 4500A British Standard selected ISO Fits-Hole Basis. Since it fell in between the nominal size of 0 6 mm, the transition fit selected was H700.015 for the hole and k60-0.009 for the shaft5.3.4 natural SelectionPiston and CylinderThe piston and the cylinder are to be made of unstained steel grade 431. This is due to the prevention of fracture which could be caused by principal stress. From the maximum principal stress obtained for the piston above (3.2986 N/mm2 = 3.2986 MPa), it is sure that the material which has a yield strength of 655 MPa will be able to prevent failure. Also the other reason for choosing this material is because of its high resistance to corrosion6. Since the piston and cylinder interacts with the fluid, which increases the tendency for corrosion to occur, it is quite secure to use a highly corrosion resistance material like this. It is also very easily machined in annealed condit ion. The properties of the stainless steel grade 431are shown in appendix 156.Springs The springs are to be made of stainless steel grade 316. This is also due to the strength of the grade in preventing fracture, breakage and buckling of the spring due to the shear stress acting on it. From the maximum shear stress calculated above (1331.119 N/mm2 = 1.331 GPa), it is sure that this grade of stainless steel with an elastic modulus of 193 GPa will be able to obtain the compression. The material is also highly corrosion resistant and relatively easy to machine. The other properties of the stainless steel grade 316 are shown in appendix 156.ValvesThe valves are to be made of polytetrafluoroethylene PTFE, which is a thermoplastic. This was chosen because the material has to be light and can easily float. Also, it has very low coefficient of friction, which reduces the fluid drag force and wears on the piston and spring.3.5 Surface FinishThe surface finishing chosen for the manufacturi ng of the parts was to be 0.8 m Ra. This is to reduce friction and rate of wear, because there are lots of parts moving against each other. The grind process requires a very great accuracy because it is a relatively delicate manufacturing process.3.6 Geometric ToleranceIn obtaining the tolerance of the components, since algebraic addition of tolerances is very unrealistic and will not be efficient, the tolerances of components that fit into each other were taken from the Data Sheet 4500A British Standard selected ISO Fits-Hole Basis5. These are show belowS/NoPartsDimensions (mm)Tolerances (mm)Drawings1Cylinder11.00+ 0.0152Cylinder liner8.00 0.0093Piston2.00 0.0064Spring 117.00 0.00153.7 Process SelectionThe manufacturing processes of the various parts of the pump will be very important aspects of the design.The parts to be manufactured are pump body, cylinder liners and piston. It will take a great deal of accuracy in carrying out the process, because the geometry of the parts is very delicate. any wrong dimension will affect the output or operation of the pump.There are three steps in manufacturing the components mentioned above. Firstly, all the components would be manufactured by casting, which would probably not give the true dimensions. Then a turning/boring process can then be carried out, using a CNC or lathe machines, to achieve better dimension. The last process is the surface finish, which gives a smoother and precise dimension.It is relatively easier to manufacture the components by this method because of the intricacies of the geometry and dimensions, and also the materials chosen are easily machined. The manufacturing process of the springs would not be considered in this report because they are provided by suppliers.CHAPTER 4DESIGN OPTIMISATION4.1 Component Manufacturing Risk assessmentComponent NamePump Body (Left Right Side)Calculation of qmDrawing number001mp = 1 1.6 = 1.6gp = 1.7 1 1 1 1.1 1.1 = 2.057Ajustable tol= Design tolmpgp= + 0.0151.6 2.057=+0.00455tp = 1.71 = 1.7sp = 1 1.3 = 1.3qm = 1.7 1.3 = 2.21Manufacturing variability risk, qm = 2.21Material431 Stainless SteelManufacturing ProcessTurning/BoringCharacteristic expositionHoles at centre to edgeCharacteristic Dimension8 mmDesign Tolerance+ 0.015Surface Roughness0.8m RaComponent NamePistonCalculation of qmDrawing number005mp = 1 1.6 = 1.6gp = 1 1 1 1 1 1.1 = 1.1Ajustable tol= Design tolmpgp= 0.0061.6 1.1=0.0034tp = 1.71 = 1.7sp = 1 1 = 1qm = 1.7 1 = 1.7Manufacturing variability risk, qm =1.7Material431 Stainless SteelManufacturing ProcessTurning/BoringCharacteristic DescriptionHoles at centre to edgeCharacteristic Dimension2 mmDesign Tolerance 0.002, -0.008Surface Roughness0.8m Ra The values of the component manufacturing risk analysis obtained above are easily with a low risk. This shows that the processes chosen for the manufacturing of the components are acceptable.4.2 Failure Mode and Effects Analysis (FMEA)The failure mode and effects analysis (FMEA) is an analytical technique performed to ensure that all possible failure modes of the piston pump have being identified and address. Below are the predicted failure modes of each components of the piston pump, the caused, effects and the suggested solutionsIt can be seen from the FMEA above that the spring breakage has the sterling(prenominal) severity, but the wear on all the components has the greatest risk priority number. This is because wear would be experience by the customer over time of use which made the risk priority number very high. Therefore, while desig

The Sex Tape Of Joost Van Der Westhuizen

The Sex record Of Joost Van Der WesthuizenJoost van der Westhuizen, the condition Springbok rugby captain, was secretly tape in a bargon-looking room with a blonde strip piece of music puffing a white substance with her. hot pants clip, a mho Afri basis celebrity gossip spot, sight be seen as publishers constituting to onset of Joosts secretiveness according to South Afri back tooth Media ethics and the after effects that has inevitably affected Joosts personal life and rugby reputation.It was the s reardal of the division in 2009 when commove exclusively brought South Africa the sex and medicines characterizationtape of Joost in the 250th national, whereby the tale only unfolded months after the first effect of the videotape. Joost denied being abstruse in much(prenominal) a sex tape to the extent that his group behind protecting him took the original videotape from heats attorneys to the CSIR in Pretoria to shit it analysed for au thenticity. (www.heat. co.za 09/05/2011) We are given the breakdown in the magazine publisher and on the Heat Homepage, that, from an ethical perspective we can argue that such(prenominal) invasion of solitude shouldnt have constituted Heat kind an award for the liquid ecstasy, but earlier farther legal actions shouldve arisen.The word ethics is based on the Hellenic word ethos, referring to character. Heat Magazine journalists, like all other write journalists, have to make ethical choices. The line of privacy is defined by the encipher of ethics, and deals with the philosophical foundations of decision making, or choosing among the good (ethical) and bad ( wrong) options that bingle now has to face through such military issues by journalists. honourable decisions in the media determine what the overt will read, hear and see. Thus heat magazine chose for the unrestricted to read and see this invasion of Joosts privacy. However, one of necessity to besides fulfil into consideration that ethics is such a broad and mixed code, and poses a primary problem for the media earth, students and journalists alike. What is ethical has to be lessonising, and the argument then follows if print a sex and drug scandal with graphic images and inadvertently authentic cultivation in the eye of the public.Regarding teleological theories, one can see Hedonism as a feed off to the Heat Magazine theme and structure. The Hedonists believe that pleasure is the sole purpose of life and therefrom means of information can be twisted to an extend as long as people are receiving pleasure from the information. (Froneman and De Beer, 1998 296) However, one needs to consider the Utilitarianism effect which briefly explains the difference mingled with wrong and right, and that everything should inevitably bring the greatest amount of good. (Froneman and De Beer, 1998 295) As Heat magazine twists information for pleasure, one must to a fault consider the goodness that needs to derive out o f it, in order to not break the code of conduct. chin-wag, the general content of Heat, is poles apart to a formal academic takings and can be seen as idle-talk, exaggeration, broken telephone or a rumor. Gossip is ideally about personal or toffee-nosed af driveables of others, and constitutes to a degree of the invasion of privacy. It is a way of sharing views/ events but also has know as a means of communication which has the tendency to pee-pee and introduce errors and variations. Gossip can be seen as personal or trivial nature, as opposed to formal means of information. (Niko Besnier, 2009) Thus, heat is already risky with its content, however has evidentially stepped over the line with this explicit videotape of the former Springbok.Van der Westhuizen views the release of the video as a scandalous go about to sell tabloid news, a means of entertainment for the public. (www.iol.co.za/news 08/05/2011) needs exactly what Heat Magazine aims to do through gossip Entertain. n ot only is Joost a married man to Amor Vittone, but being a former captain of the Springboks, he is the hero in the eyes of umteen South Africans. Heat thus did take advantage of the publicity from the exceed as Joost is a well known celebrity in this country, however crossing ethical boundaries is a downfall on heats behalf.The ten commandments of Ethical Journalism according to Johan Retief (2002 44 45) in George Claasens (2005) article Why morality Matter, follows the code of ethics that journalists need to take into consideration before publishing a figment, despite the magazines publicity and reactions which might be increased. Firstly, the content of the offspring needs to be accurate and secondly, truthful. The particular that Heat received the videotape from an unreliable source, or likewise a source that could easily be out to get Joost the content was not one hundred portion accurate at that time and still had to undergo authenticity, thus unethical. Thirdly, the publication must be fair and present all relevant facts in a balanced way. The videotape was in no way fair to joost, and produced no balanced facts. It was merely what the media call a juicy fabrication to get people talking and buying heat at the time to find out the scoop.Similarly, the content must also be duly impartial in reporting the news, and in no way biased. It is clean-cut that heat was, like the majority of their articles which are structured and themed around what the public want to hear is biased to the spiced up version of the story, quite than acquire a fair ground balancing both parties sides and opinions. Joost had not seen the video or heard about it until the news was released in the 250th issue which is unethical due to its explicit and personal content. Thus the ethical code states that the publication must protect confidential sources and be free from obligation to all spare-time activity group.Above all, this publication unethically disrespected the p rivacy of individuals. Unless it is overridden by genuine public interest, which is no way a matter of public interest but merely gossip. Nobodys personal sex life, especially not sanction to be viewed by the public and unaware of the tape itself should be of the publics moral interest, and thus goes against ones rights. The publication can be seen as a take aim of intuition into privacy and despite refraining from stereotyping, is not socially responsible in referring to matters of indecency, sex and the usage of drugs. As the magazine is sold to all ages, the heat magazine is opening up unethical publication and explicit reckon to underage readers.Media ethics is important because the media need to regain their credibility, where thus can be seen as morally incorrect for heat magazine winning an award for such a scoop. The woman on the tape, Marilize van Emmenis, told her story in heat further on as the story progressed. Her ex- young man who requested to remain anonymous, to ld heat that the videotape was all his idea and that was further beaten up by men which he claims was organized by Joost in 2006, where the video was confiscated and thus not released. (Heat homepage, www.heat.co.za 08/05/2011) This again, constitutes for unreliable and biased sources which are not fully authentic and fair.The first issue (250th) to release the story of this scandal included graphic images of the former Springbok captain snorting a white power, which is believed to be CAT, while with a topless stripper. special information was and still is today available on the heat homepage website. whizz of the tabs names is Joostgate and entails the full timeline of how the story progressed as well as a link to the unclear and unreliable video where we can see the stripper prepare the camera in her bag. The fact that the incident was staged without Joosts cognition and then given to Heat Magazine, heat couldve either produced an article with off the beaten track(predicate) le ss and more fair information about their findings without graphic images and a link to the video, or approached Joost in person before as this evidentially goes against his privacy rights. However, heat undoubtedly took advantage for their own benefits.On the 6th of borderland, as seen in the timeline on Heats homepage (www.heat.co.za, 09/05/2011), Mike Bolhuis tells the media that Joost will lay criminal and civil (human rights) charges against heat and the producers of the video and that proceedings will start on Monday. The fact that Joost had a leg to stand on and that he was ready to take the case to the court, immediately justifies that this publication has undergone means of invasion of privacy, along with passage against other ethical codes.Joost van der Westhuizen announced at the end of March 2009, that he was not going to sue anyone for the video due to his abstract thought being that South Africa has a weak legal system and would take up his court case out which wou ld affect his personal life to a greater extend. Firstly, the fact that it has affected his personal life from content that was between him and a stripper and was not a means that effected anyone any(prenominal) is unethical for getting put out in the public eye, and secondly, the fact that he makes mention of the weak legal system it is distressing as a country due to the fact that such a scoop from Heat went on to win an award and got rewarded rather than punished. It merely fades such boundary lines for further publications and other journalists and the media need to take note of the code of ethics to not invade such privacy of an individual to such an extend again.The sexual conduct in the Code of the Broadcast Complaints centering of South Africa (2003) states that sexual conduct is forbidden in the context of A person who is depicted as being under the age of 18 to view such or participate and engage in such publication to be open to explicit sexual conduct and finally sexua l conduct which degrades a person in the sense that it advocates a particular form of hatred based on an individual which can cause harm to their personal reputation and emotional stability. Thus, this videotape and publication in the heat magazine goes against the Code of the Boradcast Complaints fit out of South Africa. inwardly the Code of the Broadcast Complaints Commission of South Africa (2003) where there is a reason to doubt the correctness of the news and it is practicable to verify the correctness thereof, it shall be verified before publication. Heat Magazine released this news in issue 250 whereby they were unaware of the correctness of this video and took a huge risk with Joost further denying that it was not him in the video. Regarding privacy in the Code of the Broadcast Complaints Commission of South Africa (2003), as both news and comments are concerned, there should be extra care and consideration in matters involving the private lives and private concerns of indi viduals.encroachment of privacy is one of the most controversial ethical issues. Despite including the harassing of celebrities and relinquish false information about their lives, this issue does also entail exploitation cameras to photograph an individual without them knowing. As seen in this case. Journalists do have a job to do however, which means they are paid to tell the public what they want to hear which often blurs the boundaries of privacy and questions what privacy is and when has one track the line. Justifiably, however, as this content entail sexual content and drugs and clearly is a production produced without the victim being aware of the video, Heat magazine has go across the line.In conclusion, as Snyman (1994) argues that there is no absolute right of the public to know everything, this explicit and graphic heat publication has broken the codes of ethics by invasion of privacy of Joost van der Westhuizen, as well publish as unfair and initially unreliable con tent which entails sexual and drug content. The mere fact that Joost was believed to be unaware of the videotape until Heat released the scoop, and that it entailed his private life which caused harm to his personal reputation and emotional stability such a publication should result in legal ethical punishments, rather than rewards through awarding heat magazine for such gossip.

Importance of Customer Service in Hospitality

Importance of guest Service in hospitality colossal Service whole step in the Hospitality Industry Its social function in Good and Bad TimesAbstractCustomer joy is widely acknowledged to be causal in driving reverberate and new trading of cordial reception enterprises and is con officered to be inviolate to their success. With the sales pitch of renovation case beingness racy to node expiation, cordial reception enterprises make gravid efforts to maintain, improve and distinguish their serving role through the adoption of incorporate strategies and operational policies and procedures. Recent years fetch seen enormous expansion in the cordial reception intentness and the introduction of sophisticated technology, non just in beas of computerisation and Internet, but also through the use of unhomogeneous applications that aim to append the comfort, convenience and safety of guests.With competition in the fabrication having be shape up immoderate and advan ces in technology having become operational crosswise the spectrum of hospitality organisations, deliin truth of exceptional good attribute is considered crucial for achievement of competitive wages. again whilst the end ii decades lose been a period of growth for the manufacturing, catamenia creative activity(a) learnings, namely the astonishing increase in prices of oil, worldwide ostentatiousness in food and commodity prices, the banking crisis, the credit squeeze, and the impending recession in the get together States indicate the onset of actu anyy laborious measure for the hospitality business. The spectre of commencementer occupancy, slighter rates, and utmoster be st atomic number 18s the industry in its face and the prospect of an industry shakeout, accompanied by the closure of ineffective units and the survival of the run acrosstest is imminent.Whilst such situations could possibly entail cost cutting exercises by industry members, along with reducti on in answers offered to guests, providing of exceptional go select may hygienic be vital to maintenance and returns of competitive advantage and be the mention to riding out difficult quantify. This dissertation investigates the phenomenon of customer march, its importance in the success of hospitality organisations, and its berth during periods of sparing cut downturn.Table of ContentsIntroductionA. all overviewAchievement of customer satisfaction is widely accepted by business leaders and academics to be the just just about significant criterion for shaping the property of intersection points or assistances that be deliverable to customers, both through the veridical product or returns, and the agree returns.1 With the intensely competitive nature of the modern customer-centric business environment ensuring the expulsion of businesses that dissatisfy their clients with their products/ attend tos, customer satisfaction is vital not just for corporate growt h, and profitability, but for the very survival of todays corporations.2Customer satisfaction, which is greatly dependent upon the woodland of the customer function departd, is recognised to be circumstantial to business success, primarily because of its role in driving future sales from both new and existing customers. Numerous studies run through corroborated the theory that it costs five times the amount of time, m aney, and resources to attract new customers as it does to observe existing clients.3 Losing existing clients very clear is among the worst things that can make pass to business immobiles. Customer satisfaction is also accepted to be adept of the cheapest and most effective shipway of promoting goods and advantages with no ricochet of advertisement being as effective as word-of-mouth publicity and true(a) customer endorsements. Satisfaction force outens affirmative feelings toward the product or wait on and leads to a superior hazard of repurchase dis satisfaction on the early(a) hand leads to downbeat perceptions and reduces the probability of repeat purchases.4Or as other(a)s put it if consumers atomic number 18 satisfied with a product or brand, they will be more correspondingly to stay to purchase and use it and to tell others of their favourable experience with it if they ar dissatisfied, they will be more likely to switch brands and complain to manufacturers, retailers, and other consumers about the product.5Achieving senior high take aims of customer satisfaction poses intense business ch on the wholeenges because of the ambiguity imbed in the concept as well as because of its abstract nature. With the actual manifestation of the level of satisfaction varying both among individuals, and between products and services, satisfaction levels depend upon a range psychological and physical variables that rise positive correlation with behaviours indicative of satisfaction, like repeat purchase and good word rate.6 Such levels of satisfaction can also depend on other options available to customers and on the qualities of other products or services against which the organisations products or services can be compared.7 Despite the very large-minded range of parameters involved in its assessment and determination, customer satisfaction is to a fault dependent upon, related to, and driven by customer service.Substantial trial-and-error and suppositional evidence in the literature suggests that there is a trail link between service property and behavioral intentions (Bitner, 1990 Bolton and Drew, 1991a). Among the various behavioural intentions, considerable emphasis has been placed on the impact of service fictional character in determining repeat purchase and customer loyalty (Jones and Farquhar, 2003). As pointed out by Bolton (1998), service pure tone influences a customers subsequent behaviour, intentions and preferences. When a customer take ups a provider that provides service qual ity that meets or exceeds his or her expectations, he or she is more likely to choose the same provider again. Besides, Cronin and Taylor (1994) also open up that service quality has a significant effect on repurchase intentions. 8The delivery of quality service is expected to be a major ch sole(a)lyenge that is likely to look hospitality managers in the immediate future and will be vital for achieving success in the intensely competitive modern day world-wide markets.9 Hospitality service experiences are overly complex because they range from the super trivial to the passing vital.10 They differ to a great extent in their character and may be straightforward or multifaceted, standard or bespoke, low or high technology, distant or responsive, little or highly skilled, or recurrent or infrequent.11 They can furthermore allude the execution of obligatory utilitarian actions or can involve luxurious and highly-strung hospitality change surfacets.Hospitality encounters, as dis tinct from material products or pure services, live of a fusion of products and services, and satisfaction, (in such situations), represents the sum total of satisfactions with the individual traits of all the products and services that make up the experience.12B. Elaboration of ProblemThe last fewer decades have witnessed enormous growth in the hospitality industry. Driven by a range of technological, social, sparing, and political developments like the tremendous advances achieved in discourse technology, the ever-increasing use of the internet, the breakdown of the Soviet Union, the formation of the European Union, the crumbling of work barriers, frugal liberalisation across countries, the proliferation of budget air passages, cheaper locomote, and the opening of numerous new tour and tourism destinations, the hospitality industry has expanded like never in advance and that too across the world. New hotels, new restaurants, new resorts and new spas have mushroomed in ne ar and distant locations to provide throng with numerous hospitality options.Whilst the industry has been buffeted by events like the September 11 bombings, the capital of the United Kingdom Tube explosions, and the SARS and Bird Flu epidemics, the steadily increasing economic affluence in the western countries, as also in the countries in Southeast Asia and the Pacific Rim, in the last two decades, has ensured that such setbacks were overtake and the hospitality sector remained vibrant and prosperous. Such a period of straight-out growth now appears to be coming to an end.With oil prices having neared USD 140 per set and currently hovering at around USD 125, the days of cheap air travel appear to be irrevocably over. Whilst local and international airlines had started ringing misgiving bells when the price of oil crossed USD 70 per barrel last year, the events of the last few months have shaken up the whole airline and travel and tourism industry, cast doubts on the survival o f several airlines, and led to the cancellation of thousands of airline bookings and hotel reservations. Apart from the price of oil, the disastrous denouement to the risky home mortgage policies adopted by major international banks, followed by thousands of home loan bankruptcies, billions of dollars in banking industry losses and a credit squeeze on business and personal lending have also contributed to the onset of a recession in the USA.The deepening recession in the United States, the biggest global consumer of goods and services, accompanied by cut downs in jobs and mortgage bankruptcies, is bringing in a global economic downturn that is expected to bring extremely difficult times for the hospitality industry, not just in the United States but also in the UK and in other countries.More than one in three hospitality businesses in the UK are feeling less assured about economic prospects over the next 12 months than they do now, according to research launched by American Expres s. The survey also ready that overall confidence has decreased in the last 12 months, with yet 29% feeling more confident about the economic environment, down from 38% in 2007. Among hoteliers the number feeling confident has dropped to 34% from 41% a year ago. In comparison for restaurateurs the figure is only 24%, a fall of 10%. For pubs the picture is similar with only 20% stating that they feel more confident about the economic prospects facing their businesses over the next year than they do today.13Whilst the probability of a shakeout in the industry seems to be imminent many veterans in the business appear confident of riding it out on the strength of enhance customer service and total customer experience.Kathryn Pretzel-Shiels, Head of Hotels and Restaurants at American Express explains wish any other the hospitality sector is not immune to plethoric economic conditions, so it comes as no surprise that Britains hospitality industry feels more circumspect about business p rospects than it did last year. The economy is forcing the docket to a certain extent but the industry is fighting back. thither are still opportunities to make money by providing a quality product and memorable service, as consumers are still willing to dine out and are doing it more than ever before.14A hotel chain like the Ritz Carlton, (the winner of two Baldridge quality awards and a byword in the field of service quality), which has weathered several economic downturns and has yet grown from strength to strength over the years, provides an outstanding pattern of the importance of exceptional service quality.The Ritz-Carlton is well-known for providing consistent service passim all of its properties. The company began its trueness to quality in 1983 with such simple touches as fresh flowers throughout its hotels, white ties and aprons, and gourmet cuisine. It also established its Gold Standards for customer servicewhich include its credo, motto, employee promise, three ste ps of service, and the 12 service value leading(a) the company to repeatedly outperform its competition, increase customer loyalty (the reasonable guest spends $250,000 at a Ritz over his lifetime), and win the Malcolm Baldridge National Quality Award twice15Whilst the Ritz Carlton is of course the most well known example of a customer-centric and service quality oriented organisation in the hospitality industry, a number of other establishments like the cardinal Seasons, the Mandarin Oriental, The Marriott and the tearing Carnation provide brilliant examples of how focus on exceptional customer service can increase the competitive advantage of organisations and ensure performance, business and profitability during the worst of times.On the flip side, whilst most business managers are aware of the need to maintain if not improve quality during economic downturns, the actual picture on the ground becomes significantly contrary in many establishments where quality programmes are c ut down or even scourgeed very a good deal at the cost of quality. When economic troubles loom, weve found the usual knee-jerk reaction is to sacrifice programs associated with quality and the customer experience training, quality assurance and mystery shopping programs, guest research, etc.16C. Determination of markWith the price of oil showing no sign of rebating to foregoingly insufferable levels of 80-90 US dollars per barrel and the global economy caught in a crack cocaine stick of severe inflation in prices of food as well as commodities like steel and cement on one side and an impending and long-lasting recession in the United States on the other, all indications point to difficult economic times and squeezes on travelling, holidays, discretionary spending, hotel modification and restaurant visits.One of the most important routes to achieving competitive advantage in such difficult and worrying situations is through enhancement of customer service quality to superior levels and improvement of hospitality experiences of customers, not only when compared to previous experiences in the same establishment, but also in comparison with that available elsewhere. Whilst the truth behind this theory is widely accepted and beyond doubt, battlemented organisations, challenged by dropping revenue figures, higher costs and lesser margins, often adopt the opposite route, taking action to reduce and even abandon quality improvement programmes and actions in enunciate to effect organisational economies and cost savings.This bring aims to examine the components of customer service with special emphasis on the hospitality industry and the ways and means in which it can be enhanced in times of economic downturn to increase the competitive advantage of organisations.2. Literature ReviewA. Service QualityThe key objective of organisational and selling strategies of business firms in todays intensely competitive and fast changing business environment is to make profits and further organisational growth. Customer satisfaction, quality and retention have become global worry imperatives that are important for all organisations. With the maturing of different industry sectors high quality service has increasingly become an important tool in business success. The hospitality industry and its various components, mainly different types of hotels and restaurants, are certainly not exempt from the challenges of increased competition or rising consumer expectations of quality.Researchers have define service quality in different waysThere are many researchers who have defined service quality in different ways. For instance, Bitner, Booms and Mohr define service quality as the consumers overall tender of the relative inferiority / superiority of the organisation and its services. While other researchers view service quality as a form of pose representing a long-run overall evaluation, Parasuraman, Zeithaml and Berry defined service quality as a f unction of the differences between expectation and performance along the quality dimensions. This has appeared to be consistent with Roest and Pieters definition that service quality is a relativistic and cognitive discrepancy between experience-based norms and performances concerning service benefits.17Other researchers have conceptualised customer satisfaction as an individuals feeling of recreation or disappointment resulting from comparing a products sensed performance (or outcome) in relation to his or her expectations.18 Conceptualisations of satisfaction are of two main types, i.e. transaction-specific satisfaction and cumulative satisfaction, transaction specific satisfaction being the customers evaluation of his or her experience and reactions to a position service encounter and cumulative satisfaction being the customers overall evaluation of the consumption experience to date 19The satisfaction level of a service encounter arises from differences between the expectatio ns of customers and the actual experience from the provided services, the perceptions of service encounters being vital factors in creating long-term loyalty, customer satisfaction and quality awareness.20Whilst the Nordic conceptualisation of service quality was developed in the mid(prenominal) 1980s by Gronroos and emphasised the role of technical and functional quality on service encounters, Parasuraman, Zeithaml and Berry developed a new stupefy of service quality, called the SERVQUAL moulding in 1988.21 The SERVQUAL model has five dimensions, reliability, responsiveness, empathy, assurances, and tangibles, which together form a basis to measure, quantify, and assess the service experience and to determine the ways in which the viewed and expected service would influence the perceived service quality. reliability is the ability to perform the promised services dependably and accurately.Responsiveness is the willingness to help customers and provide prompt service.Assurance is the knowledge and courtesy of employees as well as their ability to convey trust and confidence.Empathy is the provision of caring, individualised attention to customers.Tangibles are the appearance of physical facilities, equipment, personnel and communication materials.22The SERVQUAL model views service quality to be the gap between the expectations of customers (E) and their perceptions of the performance (P) of the service providers.According to Parasuraman et al. (1985), service quality should be measured by subtracting customers perception scores from customer expectation scores (Q = P E). The great the positive score represents the greater the positive amount of service quality or vice versa.23Whilst the model has been the subject of criticism, mainly because of its inadequacy in quantifying and thus in measurement expectations of service from customers, it has nevertheless been used as the basis for investigation by other researchers who have developed modified versions o f the model.Despite the essentially theoretical nature of the models discussed above most quality conscious organisations take actions across a wide front of organisational activities to follow their underlying principles and take actions for minimisation of negative customer perceptions and strengthening of positive hospitality experiences.Companies that achieve high levels of customer satisfaction display a zeal for superior service from the very result of the organization chart. This dedication constitutes the foundation of customer-centricity. Without the set and purification that leaders inspire, none of the other principles can be effective for long. Customer-centric values and finis inform the hiring process and animate the systems of training and rewards. Instilling values of this sort may be the ultimate test of leadership. Leaders of customer-centric companies clearly articulate what kind of organisational culture they want and consistently sell employeeson its key pri nciples, leaving no doubt about the significance that members of senior management attach to customer-centricity. More important than communications, however, is the leaders willingness to take action when the primacy of high-quality service is challenged.24B. Routes to Achievement of Exceptional Service QualityThe relationship between quality of service and successful hospitality establishments is frequently noticed but rarely recognised as a causal relationship. Reppa and Hersh (2007) report that interviews with 40 executives of authentically successful companies operating in intensely competitive environments during a t for each one(prenominal) by Booz Allen suggest that these organisations are distinguished by superb levels of service, which very often are viewed not just as being integral to the organisations but also as their important differentiators. Most such companies consciously route their organisations towards customer-centric behaviour and constant enhancement of s ervice quality.Companies known for high levels of customer satisfaction exhibit an enthusiasm for providing better service from the very summit of the organisation.25 This commitment makes up the basis of customer-centricity. Corporate strategies that are exclusive of the principles and mores of their leaders cannot really be effectual for long. Customer-centric values and traditions drive the recruitment processes of such companies, provide vitality to training, motivation and reward systems experts state that construct value systems of this type can well prove to be the unequivocal criterion of leadership. Leaders of such businesses are eloquent about their requirements of organisational culture and leave no doubt about the importance they attach to service quality.26Whilst most organisations by and large follow their own strategies for achieving of exceptional service quality, certain principles, policies, and strategies are important for the continued success of all hospitali ty organisations.i. Human Resource PoliciesWhilst strong HR policies are accepted to be utmost importance for achievement of high levels of service quality, especially so in the hospitality industry where interaction between organisational employees and guests occur at various points, actual HR practices leave much to be in demand(p) in many establishments, and much of the hospitality industry, especially in the philia level and economy level hotels and restaurant segments, is characterised by low wages, half-time workers and high turnover.27 This is especially true of the London budget hotel and restaurant segment, which is people by workers from East Europe and Asia, many of whom are paid low wages, have essentially temporary jobs, and are weak in communication in English. Staff turnover in many hospitality establishments is often as high as 100 %.28Hotels Chains like the Marriott, the Four Seasons, and the Ritz Carlton, on the other hand, are obsessed with issues concerning e mployee selection, training, remuneration, and retention, believing and very right so, that the quality of service is predominantly dependent upon employee calibre. 29Such organisations populate their establishments with superior round who are specifically chosen for their natural predispositions for caring for people. The Marriott recruitment doctrine of get (ting) it right, first time conceals a complex and well popular opinion out strategy of recruiting people with great care in order to provide for near perfect fits. Again most such establishments compensate as much attention to training, motivating and developing employees as they do to selecting and recruiting them.30Ritz-Carlton uses a process that may set the standard for methodical rigor. It evaluates each applicant using scientific, behaviour-based assessment tools developed by the human resources consulting firm Talent+, tools derived from statistical analysis of top performers behavioural characteristics in each job category. Potential hires are tested both for cultural fit and for traits associated with customer service excellence, including what Ritz calls an innate passion to serve. Says John Timmerman, vice death chair for quality and program management The smile has to come naturally. 31The interview process furthermore requires candidates to spend time with hotel provide whilst they operate on their lawful functions, giving prospective employees a practical picture of the rigours and responsibilities involved in the job and the opportunity to withdraw in case of any apprehensions or misgivings. With in-house company research indicating that wrongly recruited employees could cost the organisation many times their annual salary, the Ritz tries out initiatives like these to minimise attrition. The companys staff turnover, which is less than 15 % of the industry average, adds, both to stability and to profitability. 32ii. Essential Areas of counselWhilst service quality is integral to cus tomer satisfaction, its delivery, in the hospitality industry and elsewhere, is essentially multifaceted and subjective, and thus far more challenging than product quality. The issue has become more complex because of the fact that whilst hospitality clients have until now been satisfied with basic and fundamentally simple products and services, the technological advances of novel years have introduced new dimensions of comfort and convenience that have come to be regarded as part of high quality service.33Despite a plethora of innovative products, services and technologies now available in hotels, people still share a basic set of requirements critical to their experience. The top five factors that drive loyalty across all industry segments are (a) value for price, (b) room cleanliness, (c) employees can do attitude, (d) friendliness of the front desk staff, and (e) homey bed and furniture. 34These factors play key roles in the provisioning of service quality and all successful h otels are fanatical about issues like guest comfort, cleanliness, and housekeeping. At the Mandarin Oriental, which won the highest ranking for Housekeeping in the Market Metrix Hospitality Index ranking for 2006, Barsky and Nash state that customers expressed their appreciation on various facets of housekeeping services like twice a day turndown of sheets and carefully chosen flowers.iii. Technological Advances and Service QualityRecent times have seen incredible progress in technical knowledge, expertise, and know-how, and their use in across almost all areas of human action. Hardware technology, software development and the expansion of the World Wide Web have provided new facets to the hospitality sector. Technological development has led to improvement in efficiencies, reduction of expenses, rise of customer satisfaction, expansion of revenues, and increase in competitive advantage of members of the hospitality industry. The emergence and the progressive adoption of the Inter net by millions of individuals across the world has opened up new dimensions in human connectivity and influenced the actions of all business sectors.The Internet, as a collection of interconnected computer networks, provides free exchanging of information. Over 400 millions of computers on more

Women and Society in Porphyrias Lover and A Dolls House

Women and Society in Porphyrias lover and A dolls tolerateThe composers, Henrik Ibsen and Robert Browning both challenge the values of their familiarity by examining the kin between the women in their literature and their respective societies. In the poem Porphyrias Lover by Browning and Ibsens play A Dolls House, the women challenge the 19th snow notions of how women were expected to remain as passive and subservient figures. The Duchess in My sound Duchess by Browning and Nora in A Dolls House resist mainstream attitudes and perspectives that customary males to value their honour and reputation above all, which victimised women to attain the expectations of the sample househ hoar and spousals.Brownings poem Porphyrias Lover explores the tension between the individual and neighborly convention of the 19th carbon by subverting the neighborly expectation of women to be passive and docile. The decrepit society of Victorian England suppressed the outward contemplation of fe male identity operator and sexuality, by objectifying women and treating them as inferior. The shift in fabricator voice in Porphyria worshipped me That moment she was mine, mine, fair reflects the patriarchal constitution of Victorian society, with the repetition of the possessive case pronoun mine revealing that males would ultimately stir dominance over females. In murmuring how she loved me and give herself to me forever and a day suggests that Porphyria is entrapped in the passive post in which society expects her to remain. Porphyrias sexually away behaviour is demonstrated in the vivid imagery, her smooth white elevate b be which challenges the preordained ideas that women were to inhibit their sexuality and establish their value on their chastity. The churchs role in instilling and consolidating values of female submissiveness is demonstrated in the biblical allusions, And yet God has not yet said a newsworthiness further emphasising the societys expectation of wom en. Hence, Porphyrias Lover challenges traditional ways of thinking in 19th coulomb England in which the societys perception of female behaviour and sexuality interactions were in place.Henrik Ibsens play A Dolls House overly encapsulates how the values fixed within female submissiveness and subordination transcend time. In 19th century atomic number 63, a wo worldly concern who stepped out of her domesticated role in the stand and entered the outside world of the labour force was censured. Torvalds condescending manner when addressing Nora as squirrelkin or songbird ostensibly gives off the impression of being affectionate, further has paternalistic undertones which fix Noras inferior status in the relationship. Torvalds displeasure at Noras agitated dancing of the tarantella commenting, Not so violently, It isnt right reflects how the patriarchal society of 19th century Europe suppressed a womans go for to fulfil her need for self-expression and lead a full and satisfying flavour. Nora questions the possessive attitude of men in It pleased you, thats all- the idea of loving me which demonstrates how she challenges the social conventions that a woman must remain subordinate to men. Noras assertive make it at the end of the play undermines the role of women staying faithful to their husbands, challenging the average that women will eventually submit to the male suppression of their independence and identity. by means of Noras transformation from a woman, belittled and undermined by the males in her life, into a unregenerate and independent being, Ibsens A Dolls House explores the tension between the individual and the society with set the behavioural standards.Browning seeks to challenge the conservative Victorian mindset in his portrayal of tyrannical and rabid power, highlighting the materialism and commodification of life within his society. The ruthless and despotic power portrayed in Brownings My furthest Duchess elucidates the moral inadeqac y of the patriarchal Victorian era, where social stratification encouraged fixing with power, in which women were characterised as either the Madonna or the whore. Motivated by wealth, privilege and punctilious pride of rank, I choose never to bias, the Duke is a complex figure of artistic cultivation and consuming acquisitiveness. His dispirited need for absolute control is disguised by his indifferent, almost favorable tone, highlighted through the tension between the enjambment and the consistent rhyming couplets . Nevertheless, he ironically damns himself while attempting to discredit his nave and unsophisticated wife who did not appreciation the gift of a nine hundred year old name, revealing his chillingly casual and unmerited cruelty manufactured by his jealousy. Browning challenges societal expectations as he articulates the fallibility of humankind through the zest of material comforts as equalled signs of achievement and power.A Dolls House also challenges the 19th ce ntury way of thinking about how womens identities were determined by predefined roles within households resulting in feelings of suppression. The bourgeoisie men of 19th century Europe were socially conditioned to place obligations on their wives to uphold their reputation of their family and exact state for all domestic affairs and difficulties. The emotive language when Torvald says nigh always when people go bad young in life, the fountain is a deceitful mother reveals how women were expected to bear all responsibility for the children and familial affairs, which contrasts with Noras later decision to abandon this domestic life. Noras showdown of social averages by prioritising her own self-respect and need to express her identity is revealed in the motif of clothing during her final conversation with her husband, Changing. No much fancy dress. This contrasts with Torvalds patronising tone in But no man sacrifices his honour for the lone he loves, which implies that society has conditioned men to attentiveness their reputation as more important than human emotions or interpersonal relationships. During her final conversation with Torvald, Noras assertion in But Im going to amaze out which of us is right, society or me, further reinforces how she defies the social norm that a woman should dedicate herself to maintaining the public image of the household and marriage so as not to threaten the values of the male. Thus, A Dolls House presents ideas reluctant to mainstream attitudes as Ibsen explores the need for resistance against society, particularly the expectations of women, in order to move forward.The individuals in Robert Brownings poems Porphyrias Lover and My Last Duchess, as well as Nora in Henrik Ibsens play A Dolls House behave in a radical and confronting manner as viewed by 19th century society, overcoming the constraints placed by the world they live in. They challenge societys ideals regarding the accepted behaviour for women as passive figures whose identity and sexuality are suppressed, and as wives and mothers who must place their obligations to their husband and social reputation beforehand their need to express themselves respectively.

Positive Communication in Pre-School Setting

Positive Communication in Pre-School SettingJanet potato1. Maintaining hard-hitting comm junction and avoiding whatever barriersIt is inborn to submit efficacious and overconfident communication inside a pre-school reach for the module, the children and their families or carers in battle array to develop solid and caring relationships.It is of the essence(predicate) for pre-school handlers to develop a sanitary working relationship with ply with effective communication. This result create a much happier and plentiful working environment for wholly round, which in incline exit encourage an effective and positive relationship with the children inwardly the background signal and their families or carers.In order to arrest all(a) up to employment with current issues deep down the setting, e.g all child protection issues, medical diagnosing subscribes of a child, some(prenominal) new children starting within the setting, any new policies introduced by the se tting, it is necessary at all times to keep communication among all staff and management up to the subtle and current. This stop be carried out either verbally or non-verbally, for display case via e-mail, memos etc.Nurturing and maintaining nigh(a) communication levels between staff and management in any case helps staff to know what is essential of them and for the passenger vehicle to be aware of any feelings, anxieties or uncertainties the staff may befool within the setting, which then bay window be discussed and turn to. It is important to ensure that the staff see this communication as positive and non just the autobus checking up on them.If a manager does not go for this positive and effective level of communication with their staff, this could coiffe problems within the setting that go un-noticed and could have a nix effect for the children and families or carers.The relationships that my staff and I have with the children and their families are what relie ve oneself or break the business. Relationships are difficult and not always positive. The important thing is to talk. If you want staff to be nurturing then you need to elevation them show you appreciate them, make sure theyre not overladen and ensure that they know they can talk freely. (Sue Chesson, Skips Nursery).As the manager of the setting it is important to try to identify and eliminate any barriers that staff may feel towards effective and useful communication.Barriers to communication can admit verbal barriers, for example a noisy environment, cultural or character barriers and the environment of the setting being segmented making it difficult to have effective dickens way communication. Other areas of verbal barriers may acknowledge when a segment of staff is stressed which in turn could cause a fractious atmosphere within the setting or a member of staff could possibly not understand the communication that is seek to be conveyed.Non-verbal barriers mostly consist of body language barriers, for example a lack of eye contact between the members of staff, unhelpful or misread facial expressions and different perceptions of body language and gestures.One of the most commons communication problems within a preschool setting is simply a misadventure for people to listen to comments or instructions being made.2. The appraisal bringThe main aim of the appraisal transit is to have a two way discussion between manager and employee to identify any issues relating to the exercise evaluate of the employee and to identify any strategies necessary to improve performance within the setting. Discussions should similarly be made as to the halebeing of the employee, within the setting and personally. Appraisals should similarly be designed to include discussions on when employee has done well in their role so that they feel that their hard work and driving has been recognised, which will then encourage good morale and motivation.The appraisal proces s within the pre-school setting is very important and is a very effective way to review and employees performance over the last course of study and to identify any strengths and weaknesses and any concerns and barriers in that location may be with the employees performance.It gives the manager and member of staff the opportunity to discuss any take on ahead training and development which would be beneficial to both the employees yen term potential and the pre-school setting and identify appropriate targets for the future.Appraisal confrontation with staff and manager should be positive and productive and encourage effective working practice and strengthen the working relationships.Formal appraisals are ordinarily carried out once a year between the manager and employee and should rear items such as working relationships, professional knowledge, communication and organisational skills.It is an opportunity for an employee to lecture any issues they may have and any ideas they may have in their role and in the setting. The employee should be provided with guidance notes and an Appraisal Form preliminary to the contact to assist them identify the areas they wish to discuss with the manager. There should too be an Appraisal Policy within the setting which should be on tap(predicate) to the employee to read and discuss upon commencement of employment.Although the annual appraisal showdown is a very effective and productive way to communicate with staff, it must be remembered that some staff may find it daunting and be discreet about the process. It is important that the manager tries to dispel any concerns the member of staff may have and convey the meeting as positive and productive for all parties involved.Apart from the annual appraisal meeting, important issues that may rag time to time within the setting would be best addressed at the time rather than be allowed to continue, for example if a member of staff is using inappropriate language within the setting.Discussions between the manager and the employee should in like manner take place propoundally throughout the year in order to monitor any targets, training and development which has been set within the appraisal meeting and/or any new issues which may have arisen since the meeting.3. Disciplinary and Grievance agencysThe disciplinary procedure within the pre-school setting is in that location to ensure a fair and effective method for dealing with any matters arising relating to the performance, capability and conduct of any employee.The grievance procedure is designed to modify an employee to raise any complaint they may have relating to their employment within the setting to the manager.The disciplinary process must be adhered to and the setting is expected to comply with the principles as set out by the ACAS Code of entrust on Disciplinary and Grievance Procedures.Upon the onset of any disciplinary procedure being taken with an employee is it important that the manager follow the process as follows-1. The manager should carry out a full and fair probe into the allegation to establish the facts.2. The employee should be informed immediately of the case against them and provided with all evidence of this.3. If the manager establishes that it is necessary to pursue a disciplinary meeting the manager must prepare a written statement of the employees alleged misconduct relating to the setting.4. The employee should also be issued with a letter big clear and concise advice on the allegation made against them. The letter should be stipulation to the employee at least 72 hours in advance of the meeting and include full details of pick up, time and location of the meeting and who will be in attendance.5. The employee should be advised of their right to be go with at the meeting by a recognised trade union representative or a work colleague.6. During the meeting the manager should inform the employee of the allegation against them and provided with any evidence and or witness statements obtained regarding the matter. The employee should be given full opportunity at the meeting to respond to the manager over the allegations.7. During the meeting the manager must decide whether or not a disciplinary penalty is to be issued. The outcome of the meeting must be confirmed in writing to the employee giving them full details of the raise process available to them.8. Following a disciplinary meeting there are usually three outcomesNo action taken or deemed necessaryA Warning issued to the employeeDismissal of the employee9. If the employee feels that they have been disciplined unfairly the manager should ask the employee to appeal in writing to the pre-school, detailing the grounds for their appeal. The employee must follow this procedure within seven days of the disciplinary meeting.10. Following this an appeal meeting should then be arranged with the employee where assertable with a different panel to that of the original di sciplinary meeting.11. Managers are also able to follow an informal grievance procedure where an employee and manager can discuss any issues on a day to day foot in a more comfortable environment and therefore hopefully resolve any problems that may have arisen within the setting with the employee.It is the debt instrument of the manager to ensure that disciplinary and grievance procedures are carried out in an open and transparent manner with good and clear communication between all parties involved. The process should also be no-discriminatory and all matters should be dealt with speedily and within any specified times.Where at all possible the manager should attempt to deal with the disciplinary action informally to avoid the need for formal disciplinary action and possible employment tribunal.4. Recruitment and pickax processThe first process within the pre school setting for enlisting and selection of staff is to evaluate the role of the job being advertize including the j obs purpose within the setting, the tasks that will be involve of the job holder.It is very important to consider what skills will be required to carry out the role. Decision on salary offered, hours of work, holiday entitlement and another(prenominal) terms and conditions must be made in order to be able to effectively create a job description for advertising. This will then give candidates a clear indication of what role they would be expected to play within the setting and what their key responsibilities will be. ad of the vacancy should be made in various locations enabling applicants from all different groups the opportunity to apply.It is important to inform applications that you are an equal opportunities employer and that you receive and encourage applicants from all sections of the community.The format of advertising and applying should be clear as to the role being offered and give details of the renumeration package. The advertisement should include the by-line job des cription and person stipulation The name of the pre-schoolDescription of the lay out vacantSkills required for the position by the applicantDetails of essential requirements of the applicantLocation of the positionRenumeration packageHours of workWhether position is transient of permanentFull details on how to apply for the position march details of the pre-schoolClosing date for applicationsCreating an application teaching pack for applicants to converge out helps the process of enlisting as all information reliable from candidates will be received in the same consistent format. This also gives the applicant full details of the job description and person specification required. It should also include guidelines on how to complete the application and the pre-schools terms and conditions relating to the role. at one time all applications have been received by the pre-school it is then the process of nobble listing the applicants which are believed to be suited to the role. This process must not be discriminatory in any way, e.g. exclude applicants because of race, age, religion, sexual belief, etc.Following the process interviews can then be offered to applicants. All applicants which have not been successful in the short listing process should be informed in writing.All interviews should be conducted in a fairway for all applicants. Interviews can be very daunting and nerve-wracking for people so you should try to make them feel at ease during the interview.Staff PoliciesUpon recruitment of a suitable applicant, the applicant should be given a likeness of the Pre-school policies and encouraged to read them in order to become familiar with them.They should also be given the Employee Handbook which provides them with all the information regarding the pre-school policies, procedures and guidelines.It is a good idea to recruit an existing member of staff where possible to learn the new member of staff which will give them an opportunity to get familiar wit h the day to day running of the pre-school and the other staff and children within the setting.All new staff should be made aware of the pre-school health and safety policy, fire safety policy, childrens medication policy and information on any children with allergies.Particular emphasis should be placed on staff development to ensure skills are kept up to date and a high quality of care can be provided to the children and their parents/carers.The curtain raising of promotion within the pre-school should be made available to all staff and run in conjunction with the Appraisal process.