Math Speech or Presentation Example | Topics and Well Written Essays - 250 words - 14

Math - Speech or Presentation Example recommended’ puts the public under the impression that the moisturizing lotion must have undergone extensive tests and use by a collective group of skin specialists when no actual number of professionals is stated. On the assumption that people are generally aware that dermatologists constitute a credible skincare authority, the ad necessitates no more of essential statistical details to support the claim. ‘Dermatologist’ is taken to mean a group, especially an adequate number of skincare experts though the ad does not specify whether it is singular or plural so that a critical consumer may ask ‘what if only one dermatologist had the opportunity to test the lotion?’ or if there were several others, ‘why are such facts excluded where at least mentioning a ratio x number out of y number will do?’. So then it appears as if the insufficient information is intended for a strategic marketing to catch the public’s interest toward buying t he product immediately. Explanation: Apparently, the use of double negatives in this case makes the question itself biased in a way that it directs the public to understand that tutoring services are not only meant for students who fail in class. This could result to a range of interpretations where some may readily be swayed to consider that it is important for being an ‘extra’ rather than a ‘mandatory’ task so that because of this loose sense of obligation, people take chances of closing agreement to that option. On another occasion, the query may not be a good measure of obtaining reliable survey outcomes since its statement is more imperative than interrogative, as in demanding to be understood in the light of its implied position. Furthermore, instead of taking one’s original stand on the matter, the person might be misled to an ambiguous thought about ‘extra tutoring’ where it is possible to think that students who pass may need tutoring for an additional activity or it is also possible to assume

Mktg Essay Example | Topics and Well Written Essays - 250 words - 2

Mktg - Essay Example The other common restriction is imposition of taxes and tariffs on imports. Lastly, a government may ban trade between it and another country or countries. This is called â€Å"Embargoes†. Logistic Performance Index is an international logistic assessment tool used to determine a countries global trade performance in regard to logistical dimensions. These dimensions incude,quality of trade as facilitated by infrastructure, efficiency in regard to the clearance concept, relative ease in the arrangement and pricing of shipment products, tracking and tracing ability of products being exported and imported. Overall quality and competitiveness of services used in logistics which may include transport oparations.Lastly under Logistic Performance Index is reliability. This refers to if the goods are able to reach their intended destination within expected time. In general outline, logistic performance index can be implored in a number of ways. They guide the assemblance of goods before being exported to another country. They also facilitate import procedures and provide guidelines that are common to parties participating in trade. It gives firms universal outlook and enables all nations be potential markets. In conclusion political restricts uphold the overall trading welfare of a particular country whereas logistic Performance index puts logistic systems in place to enable effective trading environment

Supply Chain Management: Boeing And Airbus

Supply Chain Management: Boeing And Airbus I would like to mention a subject relating to aviation industry, especially in leasing aircraft sector. The most important task in this sector is how to order, purchase and lease back aircraft to airlines. But to implement this task, we should know in detail how the aircraft assembly process under the control of aircraft manufacture is. In Vietnam, the aviation market has a great development with the air traffic increasing year by year. In order to meet the high demand, Vietnamese airliners have to add more aircraft to their fleet. They not only purchase aircraft by itself, but also need to lease from aircraft lessors. So that, aircraft lessors have to support airlines to develop their fleet. Beside, leasing aircraft sector is the new one in Vietnam aviation industry. With this purpose, this final paper will provide an overview of the supply chain management practices by Airbus and Boeing in their new products as Airbus A350 XWB (Extra Wide Body) and Boeing B787 Dreamliners and how the both aircraft manufactures apply lean process management. Understanding this process, aircraft lessors will make a suitable decision to purchase aircrafts. On this occasion, I would like to thanks my partners in Boeing Commercial Airplane and Airbus SAS for providing necessary internal documents for reference. I also thanks my colleague in aircraft technical section in my company, Vietnam Aircraft Leasing Company, and technical staff from Vietnam Airlines Corporation for supporting during the data collection. 2. Research Goals and Approach: 2.1 Goals: In this final paper, I would like to provide the some overview for understanding the emerging of supply chain management strategies in the commercial aviation industry. It also shows the longer-term implications of the supply chain management in the aviation industry in the future. 2.2 Approach: To implement a comparative analysis of supply chain management applied by Boeing and Airbus and their lean process management. To focus on two new large development programs in commercial aviation (Boeing 787 Dreamliners and Airbus A350 XWB). To concentrate on the common set of suppliers supporting both programs to develop a sharp compare and contrast perspective, looking at Boeing Airbus from the vantage point of these common suppliers. 3. Literature review: The extensive literature showing that lean supply chain management practices represent a critical source of sustained competitive advantage and containing some factors as following: à ¢Ã¢â€š ¬Ã‚ ¢ Supplier network architecture linked to companys vision strategy. à ¢Ã¢â€š ¬Ã‚ ¢ Early supplier integration into design and development. à ¢Ã¢â€š ¬Ã‚ ¢ Visibility and transparency through open communications. à ¢Ã¢â€š ¬Ã‚ ¢ Long-term, trust-based, mutually-beneficial relationships. à ¢Ã¢â€š ¬Ã‚ ¢ Continuous supplier development process improvement. à ¢Ã¢â€š ¬Ã‚ ¢ New supplier network architectures represent a defining feature of emerging new business models for managing complexity, uncertainty and competition in a globalized market environment. à ¢Ã¢â€š ¬Ã‚ ¢ Access to investment capital, new markets and new sources of innovation. à ¢Ã¢â€š ¬Ã‚ ¢ Greater outsourcing, strategic alliances partnerships, delegation of greater responsibilities to suppliers to minimize risk and transaction costs. à ¢Ã¢â€š ¬Ã‚ ¢ Internet-enabled information technologies and systems radically redefining supplier integration via improved information visibility and information-sharing efficiency gains. à ¢Ã¢â€š ¬Ã‚ ¢ Machine-to-machine data communication system integration globally. à ¢Ã¢â€š ¬Ã‚ ¢ Unprecedented visibility, transparency and accuracy. à ¢Ã¢â€š ¬Ã‚ ¢ Greater flexibility in interconnecting different systems, facilitating both bilateral and multilateral collaboration. 4. Research Design: à ¢Ã¢â€š ¬Ã‚ ¢ To develop baseline data about the individual supplier companies. à ¢Ã¢â€š ¬Ã‚ ¢ To gauge whether and the extent to which they are employing lean practices. à ¢Ã¢â€š ¬Ã‚ ¢ To assess the extent to which the two large customer companies are practicing lean principles in their engagement with the suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ To document the extent to which the two large customer companies have proactively required the suppliers to adopt lean practices. à ¢Ã¢â€š ¬Ã‚ ¢ To develop more deeply into specific topical areas (e.g., role in design development, information/communication links, contract design). à ¢Ã¢â€š ¬Ã‚ ¢ To probe how exactly the two customer companies manage their relationships with these specific suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ Open source information to ensure external validity generalizability. à ¢Ã¢â€š ¬Ã‚ ¢ About the two companies their supply chain management practices. à ¢Ã¢â€š ¬Ã‚ ¢ About the two specific programs. à ¢Ã¢â€š ¬Ã‚ ¢ About the common suppliers. 5. Boeing 787 Program: 5.1 Overview: à ¢Ã¢â€š ¬Ã‚ ¢ Launch Year in 2002 in order to responding to the overwhelming preference of airlines around the world, Boeing Commercial Airplanes new airplane is the Boeing 787 Dreamliner, a super-efficient airplane. An international team of top aerospace companies is developing the airplane, led by Boeing at its Everett, Washington facility near Seattle. à ¢Ã¢â€š ¬Ã‚ ¢ Represents Boeings response to expected demand for an aircraft that would cost less to own, operate and maintain. à ¢Ã¢â€š ¬Ã‚ ¢ Targeted at the middle of the market segment the rapid, direct, point-to-point connections aviation market segment, with capacity of 250 passengers. Unparalleled Performance At the first stage of the program, Boeing tent to launch 03 type of aircraft: 787-3, 787-8, 787-9 but up to now, there are 02 main versions. The 787-8 Dreamliner will carry 210 250 passengers on routes of 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers), while the 787-9 Dreamliner will carry 250 290 passengers on routes of 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers). In addition to bringing big-jet ranges to mid-size airplanes, the 787 will provide airlines with unmatched fuel efficiency, resulting in exceptional environmental performance. The airplane will use 20 percent less fuel for comparable missions than todays similarly sized airplane. It will also travel at speeds similar to todays fastest wide bodies, Mach 0.85. Airlines will enjoy more cargo revenue capacity. Passengers will also see improvements with the new airplane, from an interior environment with higher humidity to increased comfort and convenience. Advanced Technology The key to this exceptional performance is a suite of new technologies being developed by Boeing and its international technology development team. 50 percent of the primary structure including the fuselage and wing on the 787 will be made of composite materials. An open architecture will be at the heart of the 787s systems, which will be more simplified than todays airplanes and offer increased functionality. For example, the team is looking at incorporating health-monitoring systems that will allow the airplane to self-monitor and report maintenance requirements to ground-based computer systems. General Electric and Rolls-Royce are the two engine manufacture to develop engines for the new airplane. It is expected that advances in engine technology will contribute as much as 8 percent of the increased efficiency of the new airplane, representing a nearly two-generation jump in technology for the middle of the market. Another improvement in efficiency will come in the way the airplane is designed and built. New technologies and processes are in development to help Boeing and its supplier partners achieve unprecedented levels of performance at every phase of the program. For example, by manufacturing a one-piece fuselage section, we are eliminating 1,500 aluminum sheets and 40,000 50,000 fasteners. Continuing Progress The Boeing board of directors granted authority to offer the airplane for sale in late 2003. Program launch occurred in April 2004 with a record order from All-Nippon Airways. Since that time, 56 customers from six continents of the world have placed orders for 847 airplanes valued at $147 billion, making this the most successful launch of a new commercial airplane in Boeings history. The 787 program opened its final assembly plant in Everett in May 2007. First flight of the 787 Dreamliner occurred in Dec. 2009. The program has signed on more than 40 of the worlds most capable top-tier supplier partners and together finalized the airplanes configuration in September 2005. Boeing has been working with its top tier suppliers since the early detailed design phase of the program and all are connected virtually at 135 sites around the world. Eleven partners from around the world completed facility construction for a total of three million additional square feet to create their major structures and bring the next new airplane to market. 5.2. Specification Model B787-8 B787-9 Engine GEnext or Rolls Royce Trent 1000 GEnext or Rolls Royce Trent 1000 Range 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers) 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers) Seat 210 to 250 passengers 250 to 290 passengers Configuration Twin aisle Twin aisle Cross Section 226 inches (574 centimeters) 226 inches (574 centimeters) Wing Span 197 feet (60 meters) 197 feet (60 meters) Length 186 feet (57 meters) 206 feet (63 meters) Height 56 feet (17 meters) 56 feet (17 meters) Cruise Speed Mach 0.85 Mach 0.85 Total Cargo Volume 4,400 cubic feet 5,400 cubic feet Max Takeoff Weight 502,500 lbs (227,930 kilograms) 545,000 lbs (247,208 kg) Program milestones: Authority to offer: late 2003 Program launch: April 2004 Assembly start: 2006 First roll-out ceremony: July 2007 First flight: December 2009 First delivery: Mid Q1/2011 (estimated) 5.3. Program Fact Sheet: The 787 Program covers many areas of interest, from the market, customers, and airplane technology to manufacturing enhancements and an extensive partner team, among others. Here are some interesting facts and figures on a number of these topic areas: Market size: 3,310 units over 20 years (Boeing Market Forecast 2009-2028) Firm orders by customer (up to October 2010 at www.boeing.com) Model Series Orders Deliveries Total B787-8 629 629 B787-9 218 218 B787 Total 847 847 B787 vs. B777 on composites and aluminum (by weight): B787 B777 50 % composites 12 % composites 20 % aluminum 50 % aluminum Material breakout on B787: Composites: 50% Aluminum: 20% Titanium: 15% Steel: 10% Other: 5% Better designe: More fuel efficient: 20 % more fuel efficient than similarly sized airplanes Produces fewer emissions: 20 % fewer than similarly sized airplanes Better cash seat mile costs than peer airplanes: 10 % Better maintenance costs: 30% Generators: Four at 250 kVA (two per engine) Two at 225 kVA (on auxiliary power unit) Hydraulic power: Distributed at: 5,000 pounds per square inch on the 787 3,000 pounds per square inch standard Advantage of the new electric architecture: Extracts as much as 35 percent less power from the engines than traditional pneumatic systems on todays airplanes. US and non-US content on the 787: Roughly 70 percent US Roughly 30 percent non-US. The number of new city pairs the 787 will connect: At least 450 Other special features: à ¢Ã¢â€š ¬Ã‚ ¢ Represents large step towards all-electric-airplane, one in which all systems are run by electricity. à ¢Ã¢â€š ¬Ã‚ ¢ Driven by the belief that power electronics, key to the all-electric airplane, are on a steep curve of performance cost improvement, while pneumatic systems growth has tapped out around 1995. à ¢Ã¢â€š ¬Ã‚ ¢ The traditional bleed air and hydraulic power are replaced with electrically powered compressors and pumps. à ¢Ã¢â€š ¬Ã‚ ¢ Cabin pressurized by electric motors, not by bleed air used by almost every pressurized aircraft. An open architecture centralized computer hosts the avionics and utility functions, rather than dozens of individual buses. à ¢Ã¢â€š ¬Ã‚ ¢ Anti-icing of the wing to be done with electric heat instead of bleed air. à ¢Ã¢â€š ¬Ã‚ ¢ Composites: resist long-term wear and tear, because cracks do not propagate from holes as in aluminum; inspections are made easier; maintenance intervals stretched to 1000 hrs (compared with 500 hrs for 767 or 700 hrs for A330 the two most prominent aircraft 787 aims to replace). à ¢Ã¢â€š ¬Ã‚ ¢ Much more savvy focus on flexible financing arrangements, plus closer attention to passenger comfort, fuel burn and life cycle costs. 6. Airbus A350 XWB Program: 6.1. Overview: Aimed at compete with B787 from Boeing, Airbus has decided to build A350 XWB based on the technologies developed for A380. The Airbus A350 XWB is a long-range, mid-size, wide-body family of airliners currently under development by European aircraft manufacturer Airbus. The A350 will be the first Airbus with both fuselage and wing structures made primarily of carbon fibre-reinforced polymer. The A350 is designed to compete with the Boeing 777 and the Boeing 787. Airbus claims that it will be more fuel-efficient, with up to 8% lower operating cost than the Boeing 787. It is scheduled to enter into airline service during the second half of 2013. The launch customer for the Airbus A350 is Qatar Airways. Development costs are projected to be US$15 billion. Airbus utilises next-generation manufacturing and assembly techniques to make the A350 XWB a more efficient and reliable aircraft. The A350 XWB is equipped with an advanced cockpit and onboard systems optimised for robustness and simplicity, while its advanced wing design makes this aircraft faster and quieter. The A350 XWBs onboard systems are designed for maximum reliability, operability and simplicity. The advanced wing design of the A350 XWB will make it a faster, quieter and more efficient aircraft. Airbus utilises new techniques to optimise the A350 XWBs weight, maintenance and operating costs. The A350 XWBs cockpit features the latest in display technology and integrated modular avionics. 6.2. Specification: Aircraft Dimensions Overall length 198 ft.7.5 in. 219 ft. 5.5 in. 242 ft. 4.7 in. Height 55 ft. 11.3 in. 55 ft. 11.3 in. 55 ft. 11.3 in. Fuselage diameter 19 ft. 58 in. (horiz) 19 ft. 58 in. (horiz) 19 ft. 6 in. (horiz) Wingspan (geometric) 212 ft. 5 in. 212 ft. 5 in. 212 ft. 5 in. Wing area (reference) 4,740 ft2 4,767 ft2 4,767 ft2 Wing sweep (25% chord) 31.9 degrees 31.9 degrees 31.9 degrees Wheelbase 81 ft. 7 in. 94 ft. 1 in. 108 ft. 7 in. Wheel track 34 ft. 9 in. 34 ft. 9 in. 35 ft. 2 in. Basic Operation Data Engines 2 Rolls-Royce Trent XWB 2 Rolls-Royce Trent XWB 2 Rolls-Royce Trent XWB Engine thrust range 75,000 lb. slst. 84,000 lb. slst. 93,000 lb. slst. Typical passenger seating 270 (3-class) 314 (3-class) 350 (3-class) Range (w/max. passengers) 8,300 nm. 8,100 nm. 8,000 nm. Max. operating Mach number (Mmo) 0.89 Mo. 0.89 Mo. 0.89 Mo. Design Weights Maximum ramp weight 548.7 lbs. x 1000 592.8 lbs. x 1000 659.0 lbs. x 1000 Maximum takeoff weight 546.7 lbs. x 1000 590.8 lbs. x 1000 657.0 lbs. x 1000 Maximum landing weight 407.9 lbs. x 1000 451.9 lbs. x 1000 503.8 lbs. x 1000 Maximum zero fuel weight 382.5 lbs. x 1000 423.3 lbs. x 1000 470.6 lbs. x 1000 Maximum fuel capacity 34,082 US gal. 36,460 US gal. 41,215 US gal. Some Design Technical Features: à ¢Ã¢â€š ¬Ã‚ ¢ Cockpit design follows same cockpit layout, characteristics and operating procedures as in the A320 and A330/A340 platforms, providing a number of advantages (e.g., in terms of crew training, crew transition, cross-crew qualification). à ¢Ã¢â€š ¬Ã‚ ¢ Also incorporates new features that benefit from innovation in technologies for displays, flight management navigation systems. à ¢Ã¢â€š ¬Ã‚ ¢ First commercial airplane to adopt EHAs (electrohydrostatic actuators) flight control technologies, a step forward to the all-electric airplane. EHAs are electrically powered but use hydraulic pumps and reservoirs that transform electrical power into hydraulic power. à ¢Ã¢â€š ¬Ã‚ ¢ Advantages: large savings in terms of weight and space (e.g., reduction in the size of pipelines, actuators and other components, power generation equipment, tubing, amount of fluid required), as well as ease of installation. à ¢Ã¢â€š ¬Ã‚ ¢ First commercial aircraft capable of flying with total hydraulic failure, using electricity to operate the flight control surfaces. à ¢Ã¢â€š ¬Ã‚ ¢ Extensive use of composite materials 25% (by weight), compared with 10% in A320 and 30% in A340-500/600. à ¢Ã¢â€š ¬Ã‚ ¢ Use of carbon composites and advanced metallic hybrid materials, along with laser beam welding to eliminate fasteners, reduce weight and provide enhanced fatigue tolerance. à ¢Ã¢â€š ¬Ã‚ ¢ Glare: highly resistant to fatigue, used in construction of panels for upper fuselage. à ¢Ã¢â€š ¬Ã‚ ¢ Aluminum and fiberglass layers of Glare do not allow propagation of cracks. à ¢Ã¢â€š ¬Ã‚ ¢ Glare lighter than conventional materials represents a weight saving of about 500kg. 6.3. Fact Sheet: Firm orders by customer: (up to October 2010 at www.airbus.com) Model Series Orders Deliveries Total A350-800 158 158 A350-900 340 340 A350-1000 75 75 A350 Total 573 573 A350 vs. B787 on material breakout (by weight) A350 B787 Composites: 53% Composites: 50% Aluminum: 19% Aluminum: 20% Titanium: 14% Titanium: 15% Steel: 6% Steel: 10% Other: 8% Other: 5% Airbus internal goal to freeze the design and expects: 10% lower airframe maintenance cost 14% lower empty seat weight than competing aircraft More fuel efficient: Up to 25 % more fuel efficient than similarly sized airplanes Produces fewer emissions: Up to 25% fewer than similarly sized airplanes Better cash seat mile costs than peer airplanes: 15% 7. Supply Chain Management Practices by Airbus and Boeing: à ¢Ã¢â€š ¬Ã‚ ¢ Supplier selection on both programs following a typical competitive bid process during initial plateau phase; selection on best-value basis. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing retains unified list of pre-qualified suppliers/vendors (qualified parts list QPL; qualified vendor list QVL). à ¢Ã¢â€š ¬Ã‚ ¢ Airbus does not yet maintain such a unified list, but moving in same direction. à ¢Ã¢â€š ¬Ã‚ ¢ Both have major suppliers participate early in design and development process. à ¢Ã¢â€š ¬Ã‚ ¢ Both committed to long-term, mutually-beneficial, reliable and stable relationships with key suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ Supplier partnerships typically limited to suppliers that continuously show excellence in performance, demonstrate credible long-term business interest, and back it up with their own development and investment. à ¢Ã¢â€š ¬Ã‚ ¢ Life-of-program fixed-cost contracts, but with some differences. à ¢Ã¢â€š ¬Ã‚ ¢ Electronic links with suppliers via supplier portals (request for quote/proposal; order placement; technical data interchange, such as technical specifications, key characteristics, engineering drawings; exchanging documents; facilitating virtual collaboration with global partnering suppliers in a 3D design software environment). à ¢Ã¢â€š ¬Ã‚ ¢ RFID (Radio Frequency Identification) initiatives: Both Boeing and Airbus have expanded the application of RFID tags for both the B787 and A350 programs; they have worked together to reach for consensus regarding standards for using global RFID technology on commercial airplanes). 8. Major suppliers responsibility is greater: à ¢Ã¢â€š ¬Ã‚ ¢ Important strategic shifts in supply chain management, driven by pressing need to reduce cost and spread development costs. à ¢Ã¢â€š ¬Ã‚ ¢ Both have asked major suppliers in B787 and A350 to absorb non-recurring costs, thus greatly shifting costs and risks to suppliers, but using somewhat different approaches. à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers delegated much more responsibility for design, development and manufacturing through closer collaboration, partnerships and integration across supplier networks. Boeing 787: à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has gone the extra distance with the 787 program retains only about 33%-35% of the total 787 work share à ¢Ã¢â€š ¬Ã‚ ¢ Deliberate effort to reduce parts count to enable snap three-day assembly of the 787 à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers moving up the value chain assuming more of a system integrator role, providing more integrated components and managing their own sub-tier suppliers à ¢Ã¢â€š ¬Ã‚ ¢ This is the first time Boeing has outsourced the entire wing design and manufacturing to external suppliers (risk-sharing partners Fuji Heavy Industries, Ltd.: center wing box; Kawasaki Heavy Industries, Ltd.: main wing fixed trailing edge; Mitsubishi Heavy Industries, Ltd.: wing box) à ¢Ã¢â€š ¬Ã‚ ¢ This is the first time Boeing applied lean manufacturing process in B787 program to improve absence management while merging its short and long-term disability program administration with leave-of-absence offering. Airbus A350: à ¢Ã¢â€š ¬Ã‚ ¢ Airbus, as a multinational consortium prior to July 2001, had already adopted a strategic partnership model with well-defined work-share arrangements. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus has increased its outsourcing in the A350 program, but has still kept in-house core technologies, such as composite technology and wing design. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus also applied lean process technique by getting advice from Porsche (a German car manufacture) in order to reduce production time and avoid delay as happened in A380 program. 9. Worldwide Outsourcing: Both Airbus and Boeing have increased their global outsourcing in Japan, China, India, Middle East, Eastern Europe and Russia (estimated in the future). Why the two aircraft manufacture select these region because of the strong economic growth as well as fast-growing air travel particularly in Asia/Pacific region. Large Asian and Middle Eastern carriers as Singapore Airlines, Emirates, Vietnam Airlines now are the major customers. The variety of offset arrangements have opened up new market opportunities, tied to increased sourcing (e.g., from China). Boeing strategy: long unparalleled dominance in Japanese market strong presence in China. à ¢Ã¢â€š ¬Ã‚ ¢ In Japan: 80% of orders from Japanese airlines from Boeing during last decade; Japanese suppliers (heavies) account for 35% of 787 work-shares. à ¢Ã¢â€š ¬Ã‚ ¢ In China: activities range from subcontracting, joint ventures, technical training and assistance for cooperative programs; visible support from Chinese suppliers (valued at $1.6 billion), supplying essential composite parts and structures for 787 programs. Airbus strategy: relative newcomer to Japan China. à ¢Ã¢â€š ¬Ã‚ ¢ In Japan: facing difficulties in winning orders from Japanese airlines, but has contracted work with Japanese suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ In China: sale activities in China jumped to 219 aircraft in 2005 from 56, overtaking Boeing by delivering 6 more aircraft; committed to doubling procurement from Chinese suppliers to $120 million/year by 2010; announced Tianjin will be site for Airbus first final assembly plant outside Europe. 10. The Emerging Unique Model: Boeing Model: The Boeing 787 experience represents a unique model for the future in supply chain management. à ¢Ã¢â€š ¬Ã‚ ¢ In essence, the Boeing model is about optimizing the total business, not just the supply chain in the traditional sense. Supply chain architecture as an integral part of the entire program extended enterprise architecture. à ¢Ã¢â€š ¬Ã‚ ¢ Main emphasis is on optimizing portfolio of core competencies in entire value stream for mutual benefit. à ¢Ã¢â€š ¬Ã‚ ¢ Lifecycle value creation perspective, not short-term waste elimination or cost minimization for Boeing itself. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has adopted a bold new innovative system integrator role. This represents a revolutionary departure from the past. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has asked all suppliers to carry all of the non-recurring costs; in return, gives back to risk-sharing partnering suppliers the intellectual property rights on the components or systems they provide. à ¢Ã¢â€š ¬Ã‚ ¢ Contracts are so designed that if the aircraft does well in the marketplace, the risk-sharing partners derive direct benefits and major partnering suppliers can make design trades within each work package and across company units to find optimal system solutions. à ¢Ã¢â€š ¬Ã‚ ¢ Lower-tier suppliers are not provided IP ownership but are given long-term relationships, where they can benefit from scale economies. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing only provides high-level interface definition; the first-tier (major partnering suppliers) is responsible for the detailed interface definitions designs. à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers work together and Boeing acts as referee in case of conflicts. à ¢Ã¢â€š ¬Ã‚ ¢ Web-enabled information technologies systems a critical enabler. Airbus model: à ¢Ã¢â€š ¬Ã‚ ¢ Airbus is reported to have established risk-sharing partnerships with more than 30 of its major suppliers covering $3.1 billion or 25% of total program non-recurring costs. à ¢Ã¢â€š ¬Ã‚ ¢ These suppliers include Alenia, Eurocopter, Fokker, Gamesa, Labinal, Saab). à ¢Ã¢â€š ¬Ã‚ ¢ However, this needs closer scrutiny, to see what it actually means. Airbus also continues to exercise control over all system and detail engineering interface definitions. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus suppliers work in parallel (bilaterally with Airbus), with limited lateral communications among them. à ¢Ã¢â€š ¬Ã‚ ¢ Unlike Boeing, Airbus has no strong partners for major risk-sharing activities or as contributors to development spending. However, Airbus is currently pursuing new partnering arrangements under its Airbus Power competitiveness Industrial Plan. à ¢Ã¢â€š ¬Ã‚ ¢ Plan proposes radical cost-cutting rationalization measures (cutting 10,000 jobs, closing down or selling specific sites, rearranging workshare allocation). à ¢Ã¢â€š ¬Ã‚ ¢ Investment partners being sought for the Extended Enterprise sites (Nordenham, Germany; Meaulte, France; Filton, UK). à ¢Ã¢â€š ¬Ã‚ ¢ As part of the plan, supplier relationships would also change (Airbus wants partners to commit to long-term cost reductions). Airbus also reducing its supplier base from 3,000 down to 5,000. 11. Conclusion: Aerospace supply chain management will continue to evolve from a transactional or relational business model to one involving risk-sharing and cost-sharing prime-supplier partnerships, alliances closely-knit collaborative relationships. à ¢Ã¢â€š ¬Ã‚ ¢ Where primes (system-integrators) will likely to move closer to a total system integrator lifecycle value provider role. à ¢Ã¢â€š ¬Ã‚ ¢ Major suppliers to assume greater system-integrator role, with greater responsibility for design, development, manufacturing, and after-market lifecycle support. Suppliers, in general, moving from short-term service providers to long-term partners. à ¢Ã¢â€š ¬Ã‚ ¢ Global outsourcing considered as aerospace supply chains and is likely to be a lot more quite internationalized in the future. à ¢Ã¢â€š ¬Ã‚ ¢ Adoption of information technologies enabling network-wide connectivity right down to lower tiers an imperative in the future for coordinating complex set of interdependencies. à ¢Ã¢â€š ¬Ã‚ ¢ Continued consolidation likely in aerospace supplier base to build greater specialization broader system integration skills, and stronger financial backbone to make the necessary investments to enhance core capabilities.

Use of Conventions in Literary Works Such as Shakespeares Hamlet :: Props Hamlet Tragic Tragedy Analysis

Conventions are commonly known as a customary feature of a literary work such as the use of a chorus in Greek tragedy or an explicit moral in a fable. They are found in stories, plays, essays, poetry, and movies. Conventions are found frequently in Shakespeare’s Hamlet, Taming of the Shrew, and Othello. They are also detected in D. H. Lawrence’s The Horse Dealer’s Daughter and The Rocking Horse Winner, and lastly in Henrik Ibsen’s A Doll House. These literary devices all grasp the same conventional concept. The use of a prop in a literary work is a perfect example of a convention—each prop is used to show a significant idea in its respective literary work. William Shakespeare was an English playwright and poet. He was recognized in much of the world as the greatest of all dramatists. In Hamlet, Shakespeare provides the first prop as letters. Ophelia proclaims, â€Å"My lord, I have remembrances of yours, That I have longed long to redeliver; I pray you, now receive them† (III.I.93-95). In this citation, Ophelia gives Hamlet the letters (â€Å"them†) of poetry he has written to her. With this action, she manages to devalue Hamlet, bring forth a feeling of worthlessness and unimportance. Another significant prop in Hamlet is the fencing sword. Fencing was a common, competitive and recreational sport practiced in the Middle Ages. The sword was usually tipped with foil to prevent injury. In act V, Hamlet and Leartes engage in a game of fencing. Leartes deceives Hamlet and â€Å"unbates† his sword. The unbated sword is soaked in poison and the opponents bleed on both sides (V.II.271-273). This occurrence signifies the revenge each son is instilled with. Hamlet is mislead by his long-lived acquaintance. Deception and revenge brought him to his final resting place Also in act V, Hamlet and Horatio watch two clowns while they dig a grave. While the clowns dig, they come across a skull. Hamlet pronounces, â€Å"This might be the pate of a politician, which this ass now o’er reaches; one that would circumvent God, might it not?† (V.I.66-67). This skull resembled Hamlet’s jester who has passed away over 20 years ago. The skull represented the dead smell in Denmark. This is a turning point in the drama. Everything around Hamlet was falling; first his father, the incest of marriage, and his fair Ophelia. The props so far have lead up to the dramatic end of the play.

Modern Gadgets

In the software industry, â€Å"Gadget† refers to computer programs that provide services without needing an independent application to be launched for each one, but instead run in an environment that manages multiple gadgets. There are several implementations based on existing software development techniques, like JavaScript, form input, and various image formats. The origins of the word â€Å"gadget† trace back to the 19th century.According to the Oxford English Dictionary, there is anecdotal evidence for the use of â€Å"gadget† as a placeholder name for a technical item whose precise name one can't remember since the 1850s; with Robert Brown's 1886 book Spunyarn and Spindrift, A sailor boy’s log of a voyage out and home in a China tea-clipper containing the earliest known usage in print. The etymology of the word is disputed.A widely circulated story holds that the word gadget was â€Å"invented† when Gaget, Gauthier & Cie, the company behind th e repousse construction of the Statue of Liberty (1886), made a  small-scale version of the monument and named it after their firm; however this contradicts the evidence that the word was already used before in nautical circles, and the fact that it did not become popular, at least in the USA, until after World War I. Other sources cite a derivation from the French gachette which has been applied to various pieces of a firing mechanism, or the Frenchgagee, a small tool or accessory. There are a lot Using gadget like computer, hand phones, tablet, play station, laptop etc can change us socially

Life Cycle Costing Finding

In management accounting, there are various costing methods applicable to use in practice. Some of practitioners are familiar with Job order costing, process costing and activity based costing. The key idea is to apply the right costing method in the right situation. Life cycle costing (LCC) offers another choice to the user. It is usually found in manufacturing, construction, software companies and product development. As we know, consumer and manager need to make decision on the cost of acquisition and cost of ongoing use of many different assets like equipment, motor vehicle, plant and other.As it seems, the key factor to influence the decision of acquisition on assets is the initial capital cost. In addition, the unrealized cost such as ongoing operation and maintenance cost should be considered before the decision making is made. Life cycle Costing is a process to determine the sum of all the costs related with an asset throughout its life which include acquisition, installation , operations, maintenance, renovation and disposal costs.For example, if the managers want to buy the motor vehicle for the purpose of company. They are needed to consider the whole life cycle costing such as their maintenance, their peration, their initial acquisition, and other factor which can give more information to decision maker to make the better decision. This report sets out to address what LCC, why LCC, when LCC, how LCC use on the manufacturing industry. The aim is to provide a clear understanding toward life cycle costing in theory and practise.FINDINGS 1 Life Cycle Costing Life cycle costing is estimates and accumulated costs over a product's entire life cycle in order to determine whether the profits earned during the manufacturing phase will cover the cost incurred during during the pre- (upstream) and post- (downstream) stage. By understand on how to identifying the cost incurred during the different stage of product life cycle, it might help the manager to manage t he total costs incurred throughout its life cycle.In addition, life cycle costing is also helps managements deeply understanding the cost consequences of developing and making a product and to identify area in which may cost reduction effective. The process of Live Cycle Costing involves: l. Assessing costs arising from an asset over its life cycle. Asset life cycle consist of various phase which are planning, acquisition, managing, distribution, and disposition. Though the asset life cycle, all the cost arising from each phase must be estimated at the earlier stage to facilitate in the cost reduction.The acquirer should consider all relevant cost because it is not only about the initial investment and acquisition cost, but all cost occurred over the anticipated life cycle of the assets. II. Evaluating alternative that have an effect on the cost of ownership. The comparisons of asset alternative whether it is at the concept or detailed design level should be evaluate in order to ach ieve better outcomes from the assets. Each alternative may have different pros and cons. Selecting unfriendly alternative may affect all the cost incurred during the period of ownership.Therefore, a thorough evaluation shall be made to avoid unwanted circumstances. For example, the mobile phone industry such as Nokia, Samsung, HTC and other is a fast moving product. Life cycles are short, mobile phone manufacturers spent lots of money on R;D and they have to recover these costs in a short period of time. This explains why newly released mobile phones are sold at such high prices. 1. 2) Reason for use Life Cycle Costing l. Comparison of asset alternatives to achieve better outcome from asset. Each asset lternatives should be evaluated so that it will assess the risk and benefit on every alternatives.A strategize development and implementation of plans and programs for the assets should be done to ensure that the assets operational objectives are achieved at optimum cost. II. Essentia l in determination of cost in the asset management process. It is important to identifying the cost in the asset management process whether the asset should be acquired, upgraded, maintained, or disposed of. It will serve a framework on how the asset will be acquired; planning for the upgrade and maintenance and disposal process will be managed. Ill. As managers' tools in asset.An effective asset manager' tools will help in delivering company objective effectively and efficiently. In addition, the manager's tools will be helps by systematic tools like economic appraisal, financial appraisal, value management, risk management and demand management in weighing up the costs and benefits, risks, objective, revenues and expenditures. ‘V. Enables the decision maker to balance the performance, reliability, maintain abilities and other goals against life cycle costs. In order to achieve the outcomes that reflect performance, reliability and ability, the proper planning, allocation of ogether. . 3) It can be used in three stages Life cycle costing should be applied when there are three stages: l. The conceptual stage: This is the stage when the initial proposal for investments is being considered. It is to estimate the future cost and provision to be made over the life of the assets. For example, the different type and designs of machine to increase the sales production for the manufacturing industry. II. The acquisition stage. This is the stage where the supplier for the assets is being assessed. It is to assist in the selection of the most cost-effective option. Ill. The service stage.The stage of decision making on whether to maintain, improve or dispose of the assets. It is to improve the cost effectiveness of the production as well as to improve the specification of future assets. For example, when automotive manufacturing products their car product, they are improving their quality of car. So that to ensure the customer still keeps loyalty to buy their car for future. 1. 4) Estimate Life Cycle Costing The formula to calculate the life cycle costing: Life Cycle Costing = Capital Cost + Life Time Operating Cost + Life Time Maintenance Costs + Disposal Cost – Residual Value Product Life Cycle PhasesFigure 1 illustrates the relationship between costs committed and costs incurred in the life cycle costing. It involves three stages of a product's life cycle, the planning and design stage, the manufacturing stage and the service and distribution stage. Committed or locked-in costs are costs have not been incurred currently but that will be incurred in the future after the decision basis has been made. Costs are incurred when a resource is sacrificed or used. A system of costing is the record cost only had been done when they have been incurred.Furthermore, the costs that have been committed are difficult to be alter. The pattern of cost commitment and incurrence will vary based on the industry and specific product introduced. During t he planning and design stage, the cost management can be most effectively exercised compared to the manufacturing stage when the product design and processes have already identified and costs have been committed. At the post sales service and distribution phase, its focus more on cost containment than cost management. 1. 4. 2) Life Cycle Costing Model The information should be obtained before selecting a model.This is to ensure that the analysis can be made. Evaluation should be made in considering the applicability f all cost factors, empirical relationship, constants, elements and variables. Life cycle costing model should: l. Represent the characteristic of the asset being analyzed. It includes the intended use environment, maintenance concept, operating and maintenance support scenarios and any constraints and limitations. II. Comprehensive to include and highlight the relevant factors to the Life Cycle Costing asset. Ill.Easy to understand in order to permit timely decision mak ing, future updates and ‘V. Evaluate the specific Life Cycle Costing elements independently of other costing elements. 1. 4. ) Life Cycle Costing Breakdown into Asset Cost Some element need to be identified in Life Cycle Costing. This is because it requires the breakdown of the asset into its part of cost elements over time. The elements that should be considered are: l. Significant amount of cost that generate components of activity. II. Time in the life cycle when conducting the activity. Ill.Resources cost categories that relevant such as material, labor, overhead, transportation and others. 1. 4. 4) Benefits of Life Cycle Costing The benefits the manager can gain from Life cycle costing are: I. Planning and analysis of alternative solutions. It is to serve a framework to document and compare the alternatives to achieve significant cost benefits. Life cycle costing concept will give earlier actions to produce revenue or to lower costs. II. Selection of preferred alternative s. The decision maker can use the information for the selection process with the life cycle costing analysis.Better decision should follow from more realistic and accurate assessment of cost and revenue. Ill. Securing funding. The comparison between the alternatives that have different cash flow patterns over time is important. This is because there are corporate cash lows issues that need to be considered. Life cycle costing analyses provide a basis for projecting cash requirements. ‘V. Review. The life cycle costing can serve confirmation of the reliability of the life cycle costing model. Besides, the credibility of future life cycle costing plans can be achieved. . 4. 5) Life Cycle Costing Process Life cycle costing involves six stages which are: Stage 1: Plan Life Cycle Costing The documentation of the plan needs to be done at the beginning to serve a framework of life cycle costing. This plan must be review to ensure the plan has been interpret correctly and address clea rly. Stage 2: Select or Develop Life Cycle Costing Model All relevant categories of cost that will happen in phases of life cycle should be identified. Select a method for estimating the associated cost and develop the estimates.Stage 3: Apply Life Cycle Costing Model Life cycle costing model need to be validated and obtain the model results from each relevant combinations and support scenarios defined in the analysis plan. Stage 4 : Document and Review Life Cycle Costing Results The documentation of the results should be done to ensure the users understand clearly the results and affects of the analysis along with the constraints and Stage 5 : Prepare Life Cycle Costing Analysis Life cost analysis used to control and manage the ongoing costs of assets or part thereof.It involves review and development of the life cycle costing model asa cost control mechanism. Stage 6 : Implement and Monitor Life Cycle Costing Analysis Life cycle costing should have a continuous monitoring of the a ctual performance of an asset during its operations and maintenance and to provide feedback for future reference. 1. 4. 6) Application to industry For pharmaceutical products, the product life cycle is becoming shorter and shorter s new products keep being developed for the market demand purposes.It is not surprising that new drugs are being sold at very high prices. For example, drugs which are used to fght cancer in targeted therapy can cost a patient on average RM 20,000 to RM 200,000 per month. Again, the life cycle is short (or uncertain), and pharmaceutical companies need to pay back the initial costs in R&D in a short period making high prices necessary. You can imagine how much the companies need to pay for a team of top tier scientists who have been working in the laboratory day and night for many years while developing the drug.Finally, as a short revision on life cycle costing, suppose a new cancer curing drug XXX is expected to have sales of 100,000,000 units in the comi ng 10 years. The selling price is targeted at RM 1,000 per unit. R&D is RM 10,000,000,000, design cost is RM manufacturing cost RM marketing RM distribution costs another RM 100,000,000 and finally customer service RM 50,000,000. Find the life cycle profit for XXX as follow: RM Millions Sales Design Manufacturing Distribution Marketing Customer service Life cycle profit 1 oo,ooo (10,000) (500) (1000) (100) (50) 88,250 The life cycle profit is RM 88,250 million (or RM 88,250,000,000).It is for 10 years and thus on average every year the profit is RM 8,825 million which is quite normal for leading pharmaceutical companies. It can be seen that the total life cycle cost is RM 11,750 million and RM 10,000 million (or 85. 1%) spent on R&D. Life Cycle Costing can be conclude as key asset management tool which takes into account the whole of life implication on the asset starting from the cost planning, acquiring, operation maintaining and disposing. It assist in analyse not only the cost o f acquiring an asset but also the costs over an asset's life like long-term operational nd maintenance costs.In addition, it will be the guidance on how long term strategic planning process, analysis, evaluation and decision making process towards the asset managements. The best expected outcome can be managed if all the relevant cost and benefits over life span of an asset is taking into account. Lastly to overall cost involve in owning, operating and maintaining an asset from the initial planning up till disposal. Thus, selecting the best alternative in order to minimize the possible cost incurred and maximizes the potential savings that can be made.