...Lindsay Wootton Clinical Microbiology Laboratory 211.2 Task 1 A. This experiment consists of four different activities. They include the fresh wet mount, direct staining using crystal violet and indirect staining using both Congo red, and crystal violet. A close examination of these examples showed that the wet mount slide examples were all the same in appearance. the cheek and yeast both appear to have some circular cells. the cheek smear was the most difficult to see. The direct staining images were very easy to make out the cells, as they turned the color of the crystal violet. The indirect staining, also known as the negative staining, used the Congo red dye and produced interesting results. The cheek smear looked like the cells were stained, rather than the background as it was explained in the experiment. It shows in the up close cheek smear, as the yeast smear didn't seem to retain the red color. It was however easier to make out the shapes of the cells. The plaque smear, retained some of the red dye but not in any sort of pattern in which to clearly be able to see cells. B. The bacterial morphologies, also known as the shape of the cells, were very easy to see with the crystal violet stain. The slides showed cocci and bacillus shaped cells. On the wet mount cheek smears it was hard to make out any shapes, but in the direct staining slides you could make out cocci shapes on the cheek and yeast smears. You could also make out some cocci on the indirectly...
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...considering a 100 pair batch i b t h 10 pair batch? CUTTING DEPARTMENT 100 pair batch Capacity, CT and MLT CUTTING DEPARTMENT 100 pair batch Cutting Shoe leather 4* (5.25 100*0 05) 4 (5 25 + 100 0.05) = 41 minutes Leathe rSheets Cut Linings 4* (5.00 + 100*0.05) = 40 minutes Cut insole 4* (4 00 + 100*0.04) = 32 (4.00 100*0 04) minutes There are three parallel operations each of which cuts 100 of four different Shoe operations, components (creating 1200 pieces in 100 pair batch), each of which requires Four die changes CUTTING DEPARTMENT 100 pair batch Cutting Shoe leather 4* (5.25 100*0 05) 4 (5 25 + 100 0.05) = 41 minutes Leathe rSheets Cut Linings 4* (5.00 + 100*0.05) = 40 minutes Cut insole 4* (4 00 + 100*0.04) = 32 (4.00 100*0 04) minutes Capacity = 480/41 = 11 7 batches = 1170 pairs of shoe per shift 11.7 MLT = 41 minutes. Cycle time = 41 minutes CUTTING DEPARTMENT 10 pair batch Capacity, CT and MLT CUTTING DEPARTMENT 10 pair batch Cutting Shoe leather 4* (5.25 4 (5 25 + 10 * 0 05) = 0.05) 23 minutes Leathe rSheets Cut Linings 4* (5.00 + 10 * 0.05) = 22 minutes Cut insole 4* (4 00 + 10 * 0.04) = (4.00 0 04) 17.6 minutes Capacity = 480/23 = 20 9 batches = 209 pairs of shoe per shift 20.9 MLT = 23 minutes. Cycle Time = 23 minutes CUTTING DEPARTMENT While changing from a 100 pair batch to a 10 pair batch, batch the MLT declines 44 % but the capacity %, declines a whooping 82 % - function of the setups, y g p which are relatively...
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...cuff / 4 workers = 0.5 | 120 minutes for cutting / 480 shirts worth = 0.25 < labor content of cuffs at 0.5 CT | All labor content / one less worker for each category while cutting is still 0.25:Cuffs is still the bottleneck at 2 labor content / 3 workers = 0.67 mins/shirt | 2.5 / 5 = 0.5 labor content for cutting.With everything divided by 1, collar is new bottleneck at 3.90 CT | B) Manufacturing Lead Time (days)(WIP * Cycle Time) / Minutes in a working day | 11,760 * 0.5 / 480 minutes = 12.25 | 0.5 * 1980 / 480 = 2.06 days | (9060 * 0.66) / 480 = 12.58 days | (50 * 3.9) / 480 = 0.41 days | C) WIP Inventory (shirts)Average WIP * Batch size | 196 * 60 = 11,760 | 396 * 5 =1980 shirts | 60 * 151 sum of avg. WIP =9,060 shirts | 30 units at sewing + 5 units being cut + 15 units being finished = 50 WIP (given in case) | D) Production Capacity (shirts/day)Minutes available / CT | 8 hours * 60 minutes / 0.5 =960 shirts / day | 8 hours * 60 mins / 0.5 = 960 shirts/day | 480 / 0.666 =720 shirts/day | 8 * 60 / 3.9 =123 shirts/day | E) Capacity UtilizationActual Produced / What could be produced | 10,000 / (960 * 20 days) = 83% | (16,000 + 2000) / (960 * 20) = 93.75% | 16,000 / (720 * 20) = 111.11% | 123 * 20 days = 2460 monthly production capacity2000 / 2460 = 81.25% | F) Direct Labor Content (min/shirt)Time spent cutting + Direct labor for one shirt | (90 + 30 minutes /8hr * 60 mins) + 3.9 + 2 + 0.65 + 2.5 + 1.7 + 0.66 + 1.65 + 1.55 + 0.65 + 1.8 + 1.55 + 1.7 + 1.5 + 1.95 + 1...
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...To improve flexibility and operational efficiency, PSL has plans to implement modular manufacturing in sewing department. The issue in the case is to analyze the impact of this shift on the operational efficiency, employee coordination and customer service of the organization and recommend a suitable course of action. Cloth manufacturing process: The structure of the manufacturing process is - Parts -> Pre-assembly -> Final Assembly Process flow diagram: Existing process in sewing department: Assembly line or Chain Flow The main characteristics of this process are - • Bundled routing of material • Each operator performs same operation on all parts. This leads to worker specialization in a particular task assigned to him. • Modified bundle system is used for short order quantities Problems with existing process: Switching time for a different style is very high, about 6 to 8 hrs. This leads to underutilization of the existing machinery as well as other problems like lack of flow and rhythm in the work done by the operators. Why did PSL consider a shift to modular manufacturing? Following are the reasons which motivated PSL to consider a shift from chain flow to cellular manufacturing for its sewing department – • From January to June 2007, PSL observed that 199 out of 392 (approx. 50.76%) orders were of size less than 500. • The existing line flow system led to operational inefficiency and inflexibility due to high...
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... MITIGATION TECHNIQUES 4.1 AVAILABLE COVERAGE’S IN THE CREDIT INSURANCE MARKET OF THE NETHERLANDS 4.1.1 Commercial risk 4.1.2 Political risk 4.1.3 Fabrications risk 4.2 INTRODUCTION OTHER TECHNIQUES TO MITIGATE CREDIT RISKS 4.2.1 Letters of Credit 4.2.2 Factoring 4.2.3 Cash in advance 4.2.3 Bank guarantee 4.2.4 Documentary collection 7 7 8 8 8 8 8 8 9 9 9 5 NON-GOVERNMENTAL ORGANIZATIONS 5.1 THE NEED OF AN INDEPENDENT ORGANIZATION 5.2 BERNE UNION 5.2.1 Main tasks Berne Union...
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...Usable : The product is “user-friendly” accommodating to human size, strength, posture, reach, force, power, and control. • Manufacturable : The product has been reduced to a “minimum” number of parts, suited to mass production, with dimensions, distorsion, and strength under control. • Marketable : The product can be bought, and service (repair) is available. Human & Computer Programs There are many programs – Matlab, Excel, Ansys, Abaqus, AutoCAD, I-DEAS, etc. You should keep in mind, • The computer can remember data and programs. • The computer can calculate. • The computer can branch conditionally and unconditionally. Branching based on truth or falseness is akin to decision making. • The computer can iterate, do a repetitive task a fixed or appropriate number of times. • The computer can read and write both alphabetic and numerical information. • The computer can draw, sometimes fast enough to animate in real time. • The computer can pause and wait for external decisions or thoughtful input. • The computer does not tire. •...
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...role profile where competence, skills, educational and experience requirements need to be provided to assess a candidate in a easier way in interview. Moreover, technical competencies, behavioural and attitudinal requirements, qualifications, training, experience, specific demands, manual handling competency, special requirements etc are need to be considered while recruiting the vacant posts in health and social care sector. Armstrong (2006) states that internal recruitment may be considered firstly but if the organization becomes failure in this method they have to advertise for the vacant post. For advertising internet system, local and national newspaper, agencies, job centre pluses can be used. Advertising is necessary because it is one of the most effective methods for attracting candidates. In addition, an organization or a company should be more flexible to compete with the other employers to attract the candidates. Without these, an organization...
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...Creative Problem Solving for Managers Second edition How can managers tackle complex problems? How do you encourage innovation? How do you implement new solutions? Is creativity the key to management success? This accessible text provides a lively introduction to the essential skills of creative problem solving. Using extensive case studies and examples from a variety of business situations, Creative Problem Solving for Managers explores a wide range of problem solving theories and techniques, illustrating how these can be used to solve a multitude of management problems. Thoroughly revised and redesigned, this new edition retains the accessible and imaginative approach to problem solving skills of the first edition. Features include: ■ ■ ■ ■ ■ Blocks to creativity and how to overcome them Key techniques including lateral thinking, morphological analysis and synectics Computer-assisted problem solving Increased coverage of group problem solving techniques New website containing in-depth cases and a PowerPoint presentation As creativity is increasingly being recognised as a key skill for successful managers, this book will be welcomed as a readable and comprehensive introduction for students and practising managers alike. Tony Proctor is Professor in Marketing at Chester University College Business School and was formerly Senior Lecturer in Marketing and Head of the Department of Management at Keele University. Creative Problem Solving for Managers Developing skills...
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...1.0 INTRODUCTION. Health is very crucial in providing the enjoyment of life of every human being. Health indicates to a status of human body that has not sophisticated any problems such as high blood pressure, heart problem and also exposed to other infectious diseases. A healthy person can certainly play an active role in the development of religion, race and nation. World Health Organization (WHO, 1948), states that health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity. This definition asserts that health supported by physical, mental, social well-being, functional, robust, and is not threatened by any disease that can be harmful to human beings. There are many countries that still burdened by infectious diseases such as dengue fever, malaria, tuberculosis and waterborne diseases due to natural disasters such as tsunamis, floods and landslides. Although this health crisis can be controlled, precaution step should be made to predict and plan the early action if a similar crisis hit again especially to our country. Health and welfare of the citizen is the key for Malaysia or other country to achieve their objectives of economic and community development. Improved in health system contribute to labor productive and is core to make any country to become better. Malaysia has implemented the best in expanding their health services to the public. Malaysia health care system has...
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...Managing Organizations & Leading People BIP2 Task 1 Virginia Robertson Western Governor’s University Managing Organizations & Leading People BIP2 Task 1 This paper will evaluate the fundamental strengths and weaknesses pertaining to the leadership styles exhibited within Altamaha Federal Credit Union. Altamaha Federal Credit Union has been operating since 1955. Our motto is, “People helping people…It’s what we are all about”. The Credit Union serves the financial needs of two communities. This organization has been working very diligently in recent years to offer services that are better suited for today’s customer; while still maintaining the services that tenured generations have become accustom to. The executive team is made up of the Chief Executive Officer (CEO) and Vice President of Operations (VP). Middle management is made up of the Accounting Manager, Member Services Manager, and Special Services Manager. There are additional leadership roles which include: Lead Member Services Representative, Loan Under-Writer, and my current role as Senior Accounting Clerk. As within any organization there are multiple leadership styles utilized by each leader. Each style will be dissected and their strengths, weaknesses, opportunities, and any potential threats thereof will be isolated for evaluation. Our Chief Executive Officer (CEO) inter-mingles her leadership styles. She often transitions between Affiliated, Laissez-Faire, and Pacesetting leadership styles...
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...Monetary Policy Statement Team Chief Advisor: Atiur Rahman, PhD, Governor Policy Advisors: Md. Abul Quasem, Deputy Governor Abu Hena Mohd. Razee Hassan, Deputy Governor S.K. Sur Chowdhury, Deputy Governor Nazneen Sultana, Deputy Governor Allah Malik Kazemi, Change Management Advisor Faisal Ahmed, PhD, Senior Economic Advisor Lead Author: Biru Paksha Paul, PhD, Chief Economist Analysts and Contributors: Md. Akhtaruzzaman, PhD, Economic Advisor Begum Sultana Razia, GM, Chief Economist’s Unit (CEU) Md. Abdur Rouf, GM, Monetary Policy Department (MPD) Md. Ezazul Islam, PhD, DGM, CEU Md. Abdul Kayum, DGM, MPD Forecasting and Support Team: Dr. Sayera Younus, DGM, MPD Mahmud Salahuddin Naser, DGM, CEU Muhammad Amir Hossain, PhD, DGM, SD Md. Habibour Rahman, JD, CEU Md. Abdul Karim, JD, MPD Md. Omor Faruq, JD, MPD Syeda Ishrat Jahan, JD, CEU Khan Md. Saidjada, JD, CEU Rubana Hassan, JD, MPD Bushra Khanam Luna, DD, CEU Md. Ahsan Ullah, DD, MPD Coverist: Tariq Aziz, AD, DCP Monetary Policy Statement January-June 2016 Monetary Policy Department and Chief Economist’s Unit Bangladesh Bank www.bb.org.bd Table of Contents Highlights ................................................................................................ 1 Core Objectives ...................................................................................... 3 Global Developments ........................................................................... 3 Economic Growth...
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...Monetary Policy Statement Team Chief Advisor: Atiur Rahman, PhD, Governor Policy Advisors: Md. Abul Quasem, Deputy Governor Abu Hena Mohd. Razee Hassan, Deputy Governor S.K. Sur Chowdhury, Deputy Governor Nazneen Sultana, Deputy Governor Allah Malik Kazemi, Change Management Advisor Faisal Ahmed, PhD, Senior Economic Advisor Lead Author: Biru Paksha Paul, PhD, Chief Economist Analysts and Contributors: Md. Akhtaruzzaman, PhD, Economic Advisor Begum Sultana Razia, GM, Chief Economist’s Unit (CEU) Md. Abdur Rouf, GM, Monetary Policy Department (MPD) Md. Ezazul Islam, PhD, DGM, CEU Md. Abdul Kayum, DGM, MPD Forecasting and Support Team: Dr. Sayera Younus, DGM, MPD Mahmud Salahuddin Naser, DGM, CEU Muhammad Amir Hossain, PhD, DGM, SD Md. Habibour Rahman, JD, CEU Md. Abdul Karim, JD, MPD Md. Omor Faruq, JD, MPD Syeda Ishrat Jahan, JD, CEU Khan Md. Saidjada, JD, CEU Rubana Hassan, JD, MPD Bushra Khanam Luna, DD, CEU Md. Ahsan Ullah, DD, MPD Coverist: Tariq Aziz, AD, DCP Monetary Policy Statement January-June 2016 Monetary Policy Department and Chief Economist’s Unit Bangladesh Bank www.bb.org.bd Table of Contents Highlights ................................................................................................ 1 Core Objectives ...................................................................................... 3 Global Developments ........................................................................... 3 Economic Growth...
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...Operations Management at Agrotech Pvt Limited (Edible Oil Refining) Group Number A8 I P Sudhir Kumar PGP16/002 Jayashree ML PGP16/024 Megha Jain PGP16/031 Pooja Sharma PGP16/036 Neeraj Kumar PGP16/033 Rohit Kumar PGP16/042 Boby Chaitanya V FPM Piyush Kumar FPM Acknowledgement During the term project for Operations Management (OM-I), we had a great opportunity to learn and apply the various concepts and principles that we have learnt in the course. For a successful and enriching learning experience, we’d like to acknowledge, with utmost sincerity, the efforts of all those who have made the successful completion of our project possible. We are thankful to Prof. Sanjay Jarkharia (Instructor for OM-I course), for his constant guidance and support throughout the period of project. Also, our honest regards for all the staff at Agrotech Pvt Ltd., who made this project experience all the more enriching and enjoying, our fellow classmates who were always at help regarding anything concerned with the project and the wonderful people of Kerala who were always helping and considerate during our field trips. LIST OF DIAGRAMS Title of Diagram | Organizational Structure of Agrotech Private Limited (Refining unit) | Block Diagram of Plant | Process Flow Diagram | TABLE OF CONTENTS S.NO...
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...In-Plant Training Report 2nd Semester (BCCT) Brandix College in clothing Technology and Management(dip 16) K.A. Vidun S. Piyasumana 2 INTRODUCTION I’m a student of Brandix College who is studying College Diploma in Textile Technology & Management where my name is K.A.Vidun S. Piyasumana. This is the Report of my second semester of my In-Plant Training program. This In-Plant training will let the diploma batch students to join to different Factories and study the whole process. Since the students are beginners to the field, BCCT provided us a guide line to adjust to this environment and continue that studying with the aid of a Guide Line. As I requested some Factories and as the College appointed me, I had to start my InPlant Training in Brandix Green Plant Seeduwa. Commencing on 14th February 2013 I started the Industrial Training for the College Diploma in Clothing Technology & Management Course under the influence and Coordination by Mr. Dinesh Sampath (HR Assistant of Brandix Casualwear Seeduwa) with so many supports & advisers. Initially after walking throughout the factory, I was introduced and guided to each section to study their process, and collect information under the influence of the department chief or Incharge and also from the Minor Staff. Most of the time I had to subject myself for self study, grab the knowledge by walking to the machine Operators and the staff and also be practical in some operations to get the real idea. So therefore...
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...Essentials Ruth E. McCall, BS, MT (ASCP) Retired Program Director and Instructor Central New Mexico Community College Albuquerque, New Mexico President, NuHealth Educators, LLC Faculty, Emeritus Phoenix College Phoenix, Arizona Fifth Edition Cathee M. Tankersley, BS, MT (ASCP) Acquisitions Editor: Peter Sabatini Product Manager: Meredith L. Brittain Marketing Manager: Shauna Kelley Designer: Holly McLaughlin Production Services: Aptara, Inc. Fifth Edition Copyright © 2012, 2008 by Lippincott Williams & Wilkins, a Wolters Kluwer business. Two Commerce Square 2001 Market Street Philadelphia, PA 19103 351 West Camden Street Baltimore, MD 21201 Printed in China All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials appearing in this book prepared by individuals as part of their official duties as U.S. government employees are not covered by the above-mentioned copyright. To request permission, please contact Lippincott Williams & Wilkins at Two Commerce Square, 2001 Market Street, Philadelphia, PA 19103, via email at permissions@lww.com, or via website at lww.com (products and services). 9 8 7 6 5 4 3 2 1 Library of Congress...
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