...P5 - Homeostasis is ‘the process of maintaining a constant internal environment despite changing environments’ (Aldworth, Billingham, Moonie, & Talman, 2010). The internal environment that our body consists of is made up of blood, tissue fluid, body cell components and our metabolism and its process. Constant internal environment means that the chemical and physical composition should remain within a limited range in order to make it as effective as possible. Keeping the valuables within a limited range not only makes sure that the body’s processes are as effective as possible, keeping the well-being of the whole body and its maintenance up to good standards. Heart rate Negative feedback is a way in which regulation occurs within the body which requires receptors, your control centre and effectors in order to be able to function properly. When key variables within the body are outside the accepted range for any reason negative feedback returns the variable within it’s acceptable range. An example would be if the PH of your blood changes for any reason or you become too hot after exercise so your body tries to regulate those variables back within the suitable ranges by different methods. Blood glucose levels may fall for any reasons and the bodies way of coping with this is to produce liver glycogen which is converted into glucose in order to bring the energy levels in cells back up to the range which it should be within. Our brain and nervous system are involved in negative...
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...Decision Analysis 3/1/2014 Unknown A. Workflow In order to improve the workflow in the plant, Shuzworld will have to improve the layout of their facility in order to create their product in a cost efficient and productive manner. This will enable Shuzworld to increase productivity, while ensuring the quality that consumers have grown to be accustomed to. Shuzworld will be able to accomplish this by equalizing the task times at the company’s work stations in order to ensure that employee time is maximized to its full potential. This can be accomplished by organizing employees into work cells that focus primarily on the product they are working on. By focusing on the product within the work cell, the company will be able to make better use of the production floor, as well as reduce the amount of direct labor required while increasing the sense of participation by employees. This will translate into higher rates of productivity on the assembly lines. One way to improve the work area for the employees is to create work cells that enable employees to communicate with each other in a simpler fashion, as well as have employees cross trained so that they can intervene and assist when necessary. Instead of having a traditional assembly line, the assembly line should be made into a U shape. The U shaped assembly line will reduce the amount of employee movement, and make it easier for employees to communicate amongst themselves during the construction process (MyOMLabs, 2012)...
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...* Change the task type settings to control how resources affect task assignments * Apply a preset resource contour to change work value distribution * Working with task information forms When planning a project schedule, adjustments are often needed to reflect necessary changes in project scope, assignments, etc. In MS Project, when an assignment is changed, the schedule is recalculated to display the changes. You can work with the scheduling method and the task type settings when making changes to the initial resource assignment. In the previous lesson, the initial resource assignments were made for our project. But we need to learn how to make adjustments to how those resources are used. It is important that you read every part of this lab carefully, if not twice. Working with Effort-Driven Scheduling How a task reacts to the addition and removal of resources is defined by the scheduling method and the task type settings. In MS Project, the default scheduling method is effort-driven scheduling. Effort-driven scheduling extends or shortens the duration of a task to accommodate changes to resources but doesn't change the total work for the task. Work is the amount of effort, or number of hours, resources put into a task. The total work for a task is determined by the duration estimate for the task and the initial resource assignment using the following formula: Work = Duration * Units For example, say you give a task the duration of...
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...line with 17 tasks is to be balanced. The longest task is 2.4 minutes, and the total time for all tasks is 18 minutes. The line will operate for 450 minutes per day. 1. What are the minimum and maximum cycle times? Minimum is 2.4 minutes, maximum is 18 minutes. 2. What range of output is theoretically possible for the line? 25 units to 187.5 units. 3. What is the minimum number of workstations needed if the maximum output rate is to be sought? Eight. 4. What cycle time will provide an output rate of 125 units per day? 3.6 minutes. 5. What output potential will result if the cycle time is (1) 9 minutes? (2) 15 minutes? (1) 50 units. (2) 30 units. * A manager wants to assign tasks to workstations as efficiently as possible, and achieve an hourly output of 33⅓ units. Assume the shop works a 60-minute hour. Assign the tasks shown in the accompanying precedence diagram (times are in minutes) to workstations using the following rules: 1. In order of most following tasks. Tiebreaker: greatest positional weight. 2. In order of greatest positional weight. 3. What is the efficiency? * A manager wants to assign tasks to workstations as efficiently as possible, and achieve an hourly output of 4 units. The department uses a working time of 56 minutes per hour. Assign the tasks shown in the accompanying precedence diagram (times are in minutes) to workstations using the following rules: 1. In order of most following tasks. Tiebreaker:...
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...Network Technology and Service Integration Unit 1 Homework The following homework is designed to cover the course objectives for this unit. Assignment 1.1: Textbook/Workbook Assignments • Complete the following exercises and questions from Routers and Routing Basics: CCNA 3 Labs and Study Guide: Vocabulary Exercise: Matching on page 3 VLSM Subnetting a Subnet Exercises on pages 9-11 VLSM Addressing Design Scenarios 1-6 on pages 15-20 Summary Route Exercises on pages 21-24 Concept Questions on pages 25-27 VLSM Case Study on page 27 Internet Research on page 29 (Use the ITT Tech Virtual Library.) • Complete Chapter 9 Review Questions 2-7, 10, 14, 20-22 on pages 258-259 of Introduction to Telecommunications. Submit your written answers to your instructor at the beginning of Unit 2. . Assignment 1.2: Virtual Labs • Complete Virtual Labs 6, 7, and 8 from the CCNA 640-802 CCNA Simulator, which you can find by clicking through these paths: ICND1 Troubleshooting Scenarios Lab 6: IP Addressing and Routing. ICND1 Troubleshooting Scenarios ICND1 Part 4: Troubleshooting Labs Lab 7: IP Routing I ICND 2 Troubleshooting Scenarios Lab 13: IP Routing II Submit your written answers to your instructor at the beginning of Unit 2. ©ITT Educational Services, Inc: Date: 03/13/09 Network Technology and Service Integration Unit 2 Homework The following homework is designed to cover the course objectives for this unit. Assignment 2.1: Textbook/Workbook Assignments • Complete the following exercises...
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...supply chain operations management include(Points : 5) general and detailed planning. strategic, tactical, and operational planning. long-term and short-term planning. logistical, operational, and procurement planning. Question 2.2.(TCO’s 1) Which of the following is a measure common to both the strategic profit model and the SCOR model?(Points : 5) Responsiveness Return on assets Delivery performance Lead time Question 3.3.(TCO 1) The demand for housing is characterized by a regular pattern of increasing to a peak, then falling. When the demand reaches a low point, it then repeats the pattern. This pattern usually takes place over a 3- to 5-year period. This is an example of which type of demand pattern?(Points : 5) Autocorrelation Seasonality and cycles Step change Trend Question 4.4.(TCO 1) For Platinum Nugget Hotel in Las Vegas, Saturday is the best day of the week for business. The gambling take for the hotel on Saturdays over the past 4 weeks was as follows. Week $ Take (1) $250,000 (2) $190,000 (3) $300,000 (4) $280,000 Using a moving average withn= 3 terms, what would be the forecast for Week 5.(Points : 5) $256,667 $246,667 $255,000 $232,124 Question 5.5.(TCO 1) Assume that the forecast for the last period is FITt = 200 units, and recent experience suggests a likely sales increase of 10 units each period. Actual sales for the last period reached 230 units. Assuming a smoothing coefficient of ? = 0.20 and a...
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...1. NATIONAL COURSE AND UNIT DETAILS | Course Code | BSB50615 | Course Title | Diploma of Human Resources Management | Unit Code | BSBHRM501 | Unit Title | Manage Human Resources Services | 2. GROUP DETAILS | Group Name | | Group Title | | Day | Wednesday | Room | TD122 | Unit Start Date | 2/3/16 | Start Time | 11.30am | Unit End Date | 24/6/16 | Finish Time | 1.30pm | 3. CONTACT DETAILS | | Name | Room | Phone | Email | Teacher | Mike Hannaford | TD232 | 0430551171 | mhannaford@swin.edu.au | Course Leader | Mike Hannaford | TD232 | 0430551171 | mhannaford@swin.edu.au | Administration | Student HQ | SPW | 1300368777 | www.swinburne.edu.au/askgeorge | 4. DELIVERY OVERVIEW | Class Time | External Activities | Student Project | | | Nominal Hours | 51 | | 9 | | | 60 | 5. UNIT DETAILS | Unit Type | Core | | Elective | | Result | Graded | | Ungraded | | Pre/Co Requisites | N/A | Description | This unit describes the skills and knowledge required to plan, manage and evaluate delivery of human resource services, integrating business ethics.It applies to individuals with responsibility for coordinating a range of human resource services across an organisation. They may have staff reporting to them.No licensing, legislative or certification requirements apply to this unit at the time of publication. | Elements | 1 | Determine strategies for delivery of human resource services | | 2 | Manage the delivery of human...
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...study: 3 Quiz question 1 A. B. B C. D. Turn your clicker to channel 25 Switching from a push to a pull system will generally Increase the process capacity Increase the flow rate of the process Decrease the average flow time of the flow units Increase the utilization of some of the resources 4 2 Batch process A batch process is a process which produces multiple types of flow units in successive groups, or batches This applies mostly to manufacturing make to stock processes manufacturing, make-to-stock The equipment is usually highly flexible but often requires setups when switching production from type of flow unit to another E.g. Shirts of different sizes and/or colors A (production) batch is a set of production units that are (p ) p processed before the resource needs to go through another setup 5 Definitions Definition 1: Setups are down times, i.e. times during which no flow units can be worked on by the resource because the machine is being set up Definition 2 (more general) : Setups are activities for which the duration is independent of the number of flow units 6 3 Back to Kristen’s Cookies Co. Were there any setups involved in the process (using definition 2)? What was the equivalent of batch size there? 7 Setup time & Batch size One machine does two tasks. A setup is required before switching tasks. g Task 1 (Machine 1) Task 2 (Machine 1) Task 1...
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...BELL RINGERS – THE NUMBER SYSTEM – GRADE 8 Task 1 - Which of the following numbers are perfect squares? Explain your reasoning. 5, 9, 36 and 41 Task 2 - Which of the following numbers are perfect cubes? Explain your reasoning. 8, 12, 27 and 64 Task 3 - Problem: Represent the following rational number in fraction form 0.333? Task 4 - Instructions: Decide whether each of the following numbers is rational or irrational. 1. 0.333 ______________________ 2. √4 ______________________ 3. √2 = 1.414213… ______________________ 4. 2 ______________________ 5. 11 ______________________ 6. 12.3456565656 ______________________ Task 5 - Give possible coordinates for the following points. A. K’s x-coordinate is between B. L’s x-coordinate is between j and j j and j K’s y-coordinate is between L’s y-coordinate is between j and j j and j K’s coordinates could be ( j, j) L’s coordinates could be ( j, ___ ) Task 6 Look at Point F on the number line below. a. Where are the points that are GREATER than Point F? Task 7 Timothy, Adrienne, and Robert all started with 0 points. Timothy’s score is at 25, Adrienne’s score is at -30, and Robert’s score is at 10. ...
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...and Economics Unit Guide D2 Day; Offered in Session 2, North Ryde 2012 Table of Content Table of Content General Information Convenor and teaching staff Credit Points Prerequisites Corequisites Co-badged status Unit Description 2 3 3 3 3 3 3 3 Learning Outcomes Graduate Capabilities Problem Solving and Research Capability Creative and Innovative Effective Communication Commitment to Continuous Learning Discipline Specific Knowledge and Skills Critical, Analytical and Integrative Thinking Engaged and Ethical Local and Global citizens Capable of Professional and Personal Judgement and Initiative 4 5 5 5 6 6 7 7 8 8 Assessment Tasks Class Test 1 Class Test 2 Group assignment Final Examination 10 10 10 10 11 Unit Schedule Delivery and Resources Policies and Procedures Academic Honesty Grades Grading Appeals and Final Examination Script Viewing Special Consideration Policy Student Support Student Enquiry Service Equity Support IT Help 12 13 14 14 14 14 14 15 15 15 15 Research and Practice 16 Page 2 of 16 General Information Convenor and teaching staff Unit Convenor: Alan Rai Email: alan.rai@mq.edu.au Phone: 9850 1169 Office: E4A 228 Consultation Hours: 1-3pm Monday Lecturer: James McCulloch Email: james.mcculloch@mq.edu.au Consultation Hours: Consultation during tutorials or via email Credit Points 3 Prerequisites ACCG252 or AFIN252 Corequisites N/A Co-badged status This unit is not co-badged. Unit Description The...
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...BUSINESS SCHOOL Unit of Study Outline Unit Code QBUS5001 Unit Title Quantitative Methods for Business Semester 2, 2013 Pre-requisite Units: None Co-requisite Units: None Prohibited Units: ECMT5001, QBUS5002 Assumed Knowledge and/or Skills: Basic calculus, basic concept of probability and statistics Unit Coordinator: Dr Boris Choy Address: Room 482, Merewether Building(H04), The University of Sydney NSW 2006 Email: boris.choy@sydney.edu.au Phone: 0293512787 Consultation Hours: Mondays 2pm-3pm at Room 482, H04 Class Day(s): Thursdays 6pm-9pm at Merewether Lecture Room 5, H04 Required Text / Resources: 1. Textbook: Selvanathan E.A., Selvanathan, S & Keller, G. (2011) Business Statistics, Australia & New Zealand 5th Edition. CENGAGE Learning. www.cengage.com.au/selvanathan5e 2. Online resources: Blackboard and Aplia 3. Software: MS Excel with Data Analysis Plus add-in This Guide to Unit Learning Content and Assessment MUST be read in conjunction with the Business School Student Administration Manual for information about all processes (sydney.edu.au/business/currentstudents/student_information/student_administration_manual) and the Business School unit of study common policy and implementation information that apply to every unit of study offered by the Business School (http://sydney.edu.au/business/currentstudents/policy). In determining applications and appeals relating to these matters it will be assumed that every student has taken the time to familiarise themselves...
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...presented by R. E. Flanders in 1925. Advantages of Work Cells (1) Reduced work-in-process inventory (2) Less floor space (3) Reduced raw material and finished goods inventories (4) Reduced direct labor costs (5) Heightened sense of employee participation (6) Increased equipment and machinery utilization (7) Reduced investment in machinery and equipment Requirements of Work Cells * Identification of families of products, often through the use of group technology codes or equivalents. * A high level of training, flexibility and empowerment of employees. * Being self-contained, with its own equipment and resources. * Test (poka-yoke) at each station in the cell. Advantages of Work Cells over Assembly Lines and Process Facilities (1) Because tasks are grouped, inspection is often immediate (2) Fewer workers are needed (3) Workers can reach more of the work area (4) The work area can be more efficiently balanced (5) Communication is enhanced Figure 9.10 Improving layouts by moving to the work cell concept. (a) Current layout – workers in small closed areas. Improved layout – cross-trained workers can assist each other. May be able to add a third worker as added output is needed. (b) Current layout – Straight lines make it hard to balance tasks because work may not be divided evenly. Improved layout – in U shape, workers have better access. Four cross-trained workers were...
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...morale, improve material flows and its utilization of its people, space and equipment. This describes what Production Oriented Layout could do for Shuzworld, and why it Production Oriented layout best suit Shuzworld’s operations. Shuzworld currently operates on a 40 hour work week and has budgeted production of 6 6 work boots in one hour. The current layout accommodates a good working relationship between personnel and machine utilization. Based on my findings, I recommend that production be organized into five (5) workstations that produce the Rugged Wear work boot product. Station Task Time (minutes) Time left (minutes) Ready tasks Assgnd stat work time A 1 A 10 0 B,C 10 2 B 6 4 C C 3 1 D 9 3 D 8 2 E,F 8 4 F 4 6 E E 3 3 G G 3 0 H 10 5 H 9 1 9 Total 4 Maximum 10 Summary Statistics Maximum cycle time 10 minutes Time needed (sum of task times) 46 minutes/unit Min (theoretical) # of stations 5 Actual # of stations 5...
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...Infantryman Badge (EIB) Test TABLE OF CONTENTS PREFACE ............................................................................................................................. iii CHAPTER 1 – INTRODUCTION 1-1. 1-2. 1-3. 1-4. 1-5. 1-6. 1-7. PURPOSE .................................................................................................................................. 1-1 AUTHORITY............................................................................................................................... 1-1 FREQUENCY ............................................................................................................................. 1-1 EXCEPTIONS ............................................................................................................................ 1-2 PROCEDURES .......................................................................................................................... 1-2 SCORECARDS .......................................................................................................................... 1-3 RISK ASSESSMENT ................................................................................................................. 1-3 CHAPTER 2 – ADMINISTRATION AND PROCEDURES 2-1. 2-2. 2-3. 2-4. 2-5. 2-6. BOARD FUNCTIONS ................................................................................................................. 2-1 PERSONNEL REQUIREMENTS ........................................................
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...decision Analysis - Jgt Task 1 Decision Analysis Decision Analysis Task 1 A Answer to Question A and A1. The answer relates to Shuzworld’s Rugged Wear Work Boot Assembly Line issue. The Shanghai facility of the company produces steel tipped work boot. The scope of this task is to analyze if the company has properly organized workflow associated with the production of this item. Presented below, Table 1 and Figure 1 demonstrate arrangement of tasks of the production line. Table 1 Task Description of Work boot |Tasks |Completion (Minutes) |Predecessors | |A |10 |N/A | |B |6 |A | |C |3 |A | |D |8 |B, C | |E |3 |D | |F |4 |D | |G |3 |E, F | |H |9 |G | Note: Consumed time for time is 46 minutes. (Courtesy: Shuzworld) Figure 1. Workflow Diagram Both Table 1 and Figure 1 provide information of tasks associated with the production of the work boot. The workflow diagram in Figure 1 shows that some tasks are parallel, and others are sequential. In other words, some tasks can start together, and others cannot start unless the previous task is completed. Table 1 shows that the task A takes 10 minutes to complete; it is the longest task in this schedule. The production line consumes 46 minutes to complete all tasks. It produces 6 boots in an hour and maintains 40-hour per week work schedule. The plant’s operation director, Alistair Wu wants to find out how to optimize tasks from A to H, described in the Table 1 and Figure 1. The concept implies that the tasks within the assembly...
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