...techniques, procedures and special considerations that are used by platoons and squads throughout the planning and execution of operations in a urban area. Section I. OFFENSE While operating in urban areas, the major offensive collective tasks at platoon and squad level are attacking and clearing buildings. This involves isolating the objective, suppressing the threat, advancing the assault element, assaulting the building, clearing the building, and consolidating and reorganizing the force. Regardless of the type of urban area or the structural characteristics, there are six interrelated requirements for attacking a defended building: • Isolation of the building or objective. • Supporting fires. • Tactical movement • Breaching. • Assaulting. • Reorganization. Proper application and integration of these requirements can reduce casualties and hasten accomplishment of the mission. The platoon leader, when developing the plan for an attack on an urban objective, must consider the type of building to be assaulted, the rules of engagement (ROE), and the nature of the surrounding urban area. These considerations will determine the method of execution. For example, medium-size towns have numerous open spaces, and larger cities have high-rise apartments and industrial and transportation areas that are separated by parking areas or parks. Increased fire support is required to suppress and obscure enemy observation and fires that may be...
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...reception, staging, onward movement, and integration is designed to rapidly combine and integrate arriving elements of personnel, equipment, and materiel into combat power that can be employed by the CCDR. This chapter discusses the segments of RSOI. Overview 4-1. The purpose of RSOI is to build the combat power necessary to support the CCDR's concept of operation. Force closure is that point which the combatant commander determines that an adequate combat-ready force is available. Force closure requires well-defined criteria by which unit commanders can measure their readiness. Assessment of combat power begins with established standards for readiness and is based on unit capability, rather than simple tallies of vehicles and weapon systems on hand. Readiness and reporting are inherently operational matters, normally handled through operations channels. Segments of RSOI 4-2. RSOI operations are necessary for commanders to build combat power. The four segments of RSOI are— Reception. Unloading personnel and equipment from strategic transport assets, managing port marshalling areas, transporting personnel, equipment, and materiel to staging areas, and providing logistics support services to units transiting the PODs. Staging. Organizing personnel, equipment, and basic loads into movement units; preparing the units for onward movement; and providing logistics support for units transiting the staging area. Onward movement. Moving units from reception facilities...
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...SAMPLE OF OPORD http://www.globalsecurity.org/military/library/policy/army/fm/5-170/appc.htm Appendix C Sample Reconnaissance OPORD A sample reconnaissance OPORD is shown in Figure C-1. Figure C-1. Sample reconnaissance OPORD |______________________ | |Classification | | | |Copy 1 of 10 copies | |HQ, 99th Engineer Battalion | |NK111111 | |080500 JAN 97 | | | |OPERATION ORDER 97-11 | |References: ...
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...investment. Quality Assurance (QA) This is a process centred approach to ensure that Toyota is providing the best possible products or services. It is related to quality control, which focuses on the end result. Quality assurance focuses on the process to achieve the end result. Toyota uses a system called the QA Network, this acts like a net to catch defects before the end result. Toyota implements a 200% quality check by the production and stores processes even before the vehicle is sent for quality inspection. This ensures that every vehicle is fitted with the correct part in the correct way. Toyota’s QA Network is very effective in achieving a very impressive SDR (straight delivery rate), vehicles with no defects that go straight to the customer and no delays. TSAM’s Quality assurance network Before condition 100% before QCI 100% 100% Figure 1 This is an example of the QA network for the wire frame wrong or missing part fitment. This part is an A rank defect if the wrong part or part not fitted. A rank means that this defect if not picked up and goes to the customer can lead to serious injury or death to the customer because wire harnesses fall under the fire hazard safety critical items. If the wrong harness is fitted it could foul with other parts because of different lengths of wires for specific units and...
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...given a team consisting of: a Safety Supervisor (Programs and training), an Environmental Manager (Physical plant, wastes and regulatory issues), 2 technicians (versed in IH and environmental sample and collecting and testing) and the IC. First, I will advise the IC to contact all necessary people to get additional resources rolling our way to assist in our recovery effort (American Red Cross, National Guard, electrical, and the water company). I will use the 3 elements to perform safe entry, safe clean up procedures, and hazard assessment by recognition, evaluation, and control. Anticipating and recognizing the need for “assuring access to fresh water and restoring safe sewage handling is an immediate public health need (Lister pg1)”. Power line damages and power outages increase the risk of hazards. My concern would be to prevent or control the spread of infectious diseases. I would make sure the team and all patients who entered the hospital would perform proper hand-washing techniques. I would advise my team to be careful with the water on the first floor. Many floods bring out snakes, other creatures and animals, and even insects that can be a hazard. I would order a team of two to go in and do a quick survey of the second floor to assess the damages. “The walk thru survey is an opportunity to observe the process, tools, equipment, and potential hazards (Nims pg 261)”. As the industrial Hygienist, I will “educate, train, inform, and advise the team at all...
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...Harvard Business School 9-400-087 June 12, 2000 Rebirth of the Swiss Watch Industry, 1980–1992 (A) “Time is fast running out for the ailing Swiss watch industry.”1 —The Globe and Mail By the end of 1983, Hayek Engineering, a Swiss consulting firm founded by chairman and CEO Nicolas Hayek, was becoming increasingly involved in solving the mounting problems facing the Swiss watch industry, which was on the brink of disaster. Hayek Engineering had initially been recruited by the creditors of the two largest Swiss watchmakers, ASUAG (Allgemeine Schweizerische Uhrenindustrie AG) and SSIH (Societe Suisse pour L’Industrie Horlogere), to formulate a strategy to deal with changing market conditions in 1981. Since then the firm’s involvement with the industry had grown steadily. The firm’s influence had also been increasing since earlier that year, when the banks had agreed with its recommendation that SSIH and ASUAG merge. Although Hayek Engineering was acting as a consultant, Nicolas Hayek, its CEO, would come to have a significant role in supervising the merger and in helping to lead the newly-formed company forward. With the formalities of the merger completed, in December 1983, the new company and its consultants were confronted with a number of new issues. The company faced restructuring challenges and management shifts. But more importantly, it still faced the foreign competition that had decimated the Swiss presence in the inexpensive and middle-range watch...
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... Vinay Kalakbandi 3 PROCESS SELECTION 1/25/2016 Vinay Kalakbandi 4 2 25-01-2016 1/25/2016 Vinay Kalakbandi 5 Process Selection • Deciding on the way production of goods or services will be organized • When do you do it? • Why is it important? 1/25/2016 Vinay Kalakbandi 6 3 25-01-2016 Key factors • Key factors that process selection depends on – Volume of output – Variety of output • Other factors to consider – Flexibility of equipment – Flow of material 1/25/2016 Vinay Kalakbandi 7 Remember the Level of analysis? 1/25/2016 Vinay Kalakbandi 8 4 25-01-2016 Arrange these in the decreasing order of Volume of output. 1/25/2016 Vinay Kalakbandi 9 Do you have it? 1/25/2016 Vinay Kalakbandi 10 5 25-01-2016 Arrange these in the increasing order of Variety of output. 1/25/2016 Vinay Kalakbandi 11 Do you have it? 1/25/2016 Vinay Kalakbandi 12 6 25-01-2016 Observations? 1/25/2016 Vinay Kalakbandi 13 Not Competitive Variety Too Expensive Volume 1/25/2016 Vinay Kalakbandi 14 7 25-01-2016 Product Process Matrix 1/25/2016 Vinay Kalakbandi 15 Continuous flow • Highly standardized goods and services • Very efficient, very high volume • Very rigid, lack of variety, costly to change,...
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...Harvard Business School 9-200-036 Rev. July 12, 2000 Honeywell, Inc. and Integrated Risk Management I. Introduction In one week, on July 10, 1997, the Finance Committee members of Honeywell Inc.’s board of directors would vote on whether to proceed with a new risk management program. For the past two years, members of Honeywell’s Treasury Management Team, in conjunction with insurance specialists J&H Marsh & McLennan (now Marsh Inc.), auditor Deloitte & Touche, and later with insurance underwriter American International Group (AIG) had worked to create a new, more costefficient method for managing some of Honeywell’s risks. Their proposal, the first of its kind, provided combined protection against Honeywell’s currency risks along with other, more traditionally-insurable risks, in a multiyear, insurance-based, integrated risk management program. Honeywell had a long history of product innovation; this new proposal would extend its innovation to the financial arena. While a significant amount of time and effort had been invested in developing this new concept and in simulating program results, the absence of a precedent was a source of concern. The Finance Committee’s vote depended, in part, on whether the anticipated savings of the program would be realized, and whether the coverage provided by the new contract would be adequate. Because Honeywell viewed the proposed plan as a first step in a firm-wide integrated (sometimes referred to as enterprise) risk management program...
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...PROJECT REPORT “WORKING MODEL OF MECHANICAL ELBOW UNIT” SUBMITTED BY Gautam M. Dobariya A PROJECT REPORT On “Working Model of Mechanical Elbow unit” Submitted by GAUTAM M. DOBARIYA -110210125040 In fulfillment for the award of the degree Of BACHELOR OF ENGINEERING In PRODUCTION ENGINEERING Government Engineering College, Bhavnagar Gujarat Technological University, Ahmadabad DECEMBER- 2014. Page | 2 GOVERNMENT ENGINEERING COLLEGE, BHAVNAGAR PRODUCTION ENGINEERING DEPARTMENT DECEMBER 2014 CERTIFICATE Date: This is to certify that the dissertation entitled “WORKING MODEL OF MECHENICAL ELBOW UNIT” has been carried out by GAUTAM M. DOBARIYA (110210125040) under my guidance in fulfillment of the degree of Bachelor of Engineering in PRODUCTION ENGINEERING (7th semester) of Gujarat Technological University, Ahmadabad during the academic year 2014-15. GUIDE (Prof. C.D. DOKAL) Department of Production Engineering, Government Engineering College, Bhavnagar, Gujarat-364002. HEAD OF DEPARTMENT (Prof. A.G. KUNTE) Department of Production Engineering, Government Engineering College, Bhavnagar, Gujarat-364002. 3|Page IDP/ UDP Project Statement Form (This is a sample format and departments can modify it if they need as per required scenario and sector) TITLE OF PROBLEM/PROJECT “WORKING MODEL OF MECHENICAL ELBOW UNIT” DICIPLINARY DICIPLINARY | INTER-DICIPLINARY SR.NO. DISCIPLINE/S Production...
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...Material Flow Improvement By Léo Belime Diploma work No. 35/2010 At Department of Materials and Manufacturing Technology CHALMERS UNIVERSITY OF TECHNOLOGY Göteborg, Sweden Diploma work in the Master in Production Engineering Program Performed at: Société des Ateliers Louis Vuitton Supervisor(s): Florence Laprade Société des Ateliers Louis Vuitton 36100 Issoudun - France Peter Almström Department of Materials and Manufacturing Technology Chalmers University of Technology, SE-412 96 Gothenburg Marie-Agnès Girard Ecole Nationale Supérieure des Mines de Saint Etienne 42023 Saint Etienne - France Examiner: Bertil Gustafsson Department of Materials and Manufacturing Technology Chalmers University of Technology, SE-412 96 Gothenburg Material flow improvement Léo Belime © Léo Belime 2010 Diploma work no 35/2010 Department of Materials and Manufacturing Technology Chalmers University of Technology SE-412 96 Gothenburg Sweden Telephone + 46 (0)31-772 1000 Chalmers Repro Service Gothenburg, Sweden 2010 Material flow improvement Léo Belime Department of Materials and Manufacturing Technology Chalmers University of Technology Contents Abstract ............................................................................................................................. i Acknowledgements........................................................................................................... ii Foreword ..............................................................
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...Control Architecture and Algorithms of the Anthropomorphic Biped Robot Bip2000 Christine Azevedo and the BIP team INRIA - 655 Avenue de l’Europe 38330 Montbonnot, France ABSTRACT INRIA [1] and LMS [2] have designed and realized an anthropomorphic legged robot, BIP2000 (fig.1). A planar version achieves walking, and the whole robot is able to keep its balance on one foot while moving. The purpose of this paper is to present the principles and the architecture of the robot control we have used. After having presented the robotic system, and the software architecture, we will detail the principles of the robot control. We will finally present implementation issues and experimental results. Keywords: Robot Control, Biped Robots, Walking Machines. 1. DESCRIPTION OF THE SYSTEM The design of the robot was inspired from the human anthropometric data and his dynamic capabilities. We recall here only the main characteristics of BIP2000, the reader being referred to [5] and [9] for more details. Fig1. The Biped Robot BIP2000 Fig2. BIP without Pelvis 1.1 Mechanical Structure of BIP2000 Designed by the Laboratoire de Mécanique des Solides of Poitiers [2], the robot has 15 active joints (fig.3). It is able to walk forward thanks to the rotation of the ankles, knees and hips allowing the flexion/extension of the biped in the sagittal plane (fig.4). The ability of changing direction is given by the trunk, the pelvis and the 2 hips internal/external rotations. For the lateral equilibrium...
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...important? Text book lists four reasons: * To see how people organize themselves for productive enterprise * To understand how goods and services are provided * To understand what operations managers do * Because it is such a costly part of an organization Productivity Measurement: Outputs Produced Inputs Used Single Factor: One good over one input; ie Output/ Labour Multifactor: Output/(Labour +Material +Energy +Capital +Misc.) The controlled variables that go into productivity are: * Labour * Capital * Management Note: Quality Changes, External Elements, and a lack of Precise Units of Measure may also change productivity without managerial changes. Lecture 2: Hand Puppet Exercise Task Time: * time it takes to complete a given task Cycle Time: * time from the completion of one unit until the completion of the next unit Throughput Time: * time from the start of work at task one, until the completion of work at the final task. Realise that: A. The cycle time is a function of the bottleneck time, and therefore should be very similar in value B. Throughput time will include any wait times that occur for the product at the bottleneck C. Human nature will change the times and data D. It is the manager’s role to reduce bottlenecks and distribute tasks effectively to improve efficiency and speed. Lecture 3: Chapter 2 What is Operations Strategy? * Setting broad policies and plans to achieve a firms long...
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...Civilizations At War (Simulation for MS 3313: US Military History) Early Civilization III is a Turn based simulation designed to teach team building and coordinating skills. This is a revamping and expansion of the original Early Civilization rules. I. Set Up The group is divided into Teams of between 6 and 8 players each. The Instructor graphically displays the six (6) beginning cities of each team by the name of each team, along with each team's Treasury and Granary. The Instructor also designates which player in each team is the Team Leader. The Team Leader's decision is final. II. The Turn 1. The Turn Sheet Students are encouraged to accomplish most of the coordination with their teammates outside of class. Then the Team Leader turns in the Turn Sheet within the first ten minutes of class. This Turn Sheet shows the Team name, lists the Team Members, and was written to be quite self-explanatory. There will usually be one Turn per week. Each Team starts the game with 6 Cities. Each City produces 1 Food and 1 Gold per Turn, and can support 1 Unit. Now Divide the Units between Offense and Defense. You may assign 6 Units to Defense and 0 to Offense, or 0 to Defense and 6 to Offense, and anything in between. It is through the Turn Sheet that you learn the result of any Disasters or attacks upon you from other Teams (Civilizations). You also use the Sheet to plan your attacks against other Civilizations (if any) and to purchase Civilization Advances...
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...Harvard Business School 9-200-036 Rev. July 12, 2000 Honeywell, Inc. and Integrated Risk Management In one week, on July 10, 1997, the Finance Committee members of Honeywell Inc.’s board of directors would vote on whether to proceed with a new risk management program. For the past two years, members of Honeywell’s Treasury Management Team, in conjunction with insurance specialists J&H Marsh & McLennan (now Marsh Inc.), auditor Deloitte & Touche, and later with insurance underwriter American International Group (AIG) had worked to create a new, more costefficient method for managing some of Honeywell’s risks. Their proposal, the first of its kind, provided combined protection against Honeywell’s currency risks along with other, more traditionally-insurable risks, in a multiyear, insurance-based, integrated risk management program. Honeywell had a long history of product innovation; this new proposal would extend its innovation to the financial arena. While a significant amount of time and effort had been invested in developing this new concept and in simulating program results, the absence of a precedent was a source of concern. The Finance Committee’s vote depended, in part, on whether the anticipated savings of the program would be realized, and whether the coverage provided by the new contract would be adequate. Because Honeywell viewed the proposed plan as a first step in a firm-wide integrated (sometimes referred to as enterprise) risk management program...
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...Physical Inventory Guidelines Purpose This document provides guidelines for conducting annual physical inventories, and is applicable to all units that hold inventory for resale to external or internal customers. Annual physical inventories not only help ensure the accuracy of inventory balances reported in the University's financial records but also help you manage the activity in your area. While these guidelines address annual physical inventories, similar concepts apply to cycle counting, but the specific steps are different. Cycle counting is a process that uses regularly scheduled counts but does not count the entire inventory in a single event. Please contact the Controller's Office Business Operations Department at 3-0781 for guidance. The document consists of the following sections and supplemental information in the appendices. Table of Contents Purpose ...........................................................................................................1 Responsibilities ................................................................................................2 Planning for a Physical Inventory .....................................................................2 Conducting the Physical Count ........................................................................5 Reconciling the Physical Inventory ..................................................................6 Appendix ............................................................
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