...Comparison of Delayed Versus Immediate Pushing During Second Stage of Labor for Nulliparous Women with Epidural Anesthesia Comparison of Delayed Versus Immediate Pushing During Second Stage of Labor for Nulliparous Women With Epidural Anesthesia The research was done by Erica Gillesby, BSN, RNC, is a staff nurse, Labor & Delivery, Exempla Lutheran Medical Center, Wheat Ridge, CO, Suzan Burns, BSN, RN, is a staff nurse, Labor & Delivery, Exempla Lutheran Medical Center, Wheat Ridge, CO, Amy Dempsey, MSN, RNC, is a clinical nurse specialist, Labor & Delivery, Exempla Lutheran Medical Center, Wheat Ridge, CO, Kami Mogensen, BSN, RNC, is a staff nurse, Labor & Delivery, Exempla Lutheran Medical Center, Wheat Ridge, CO and other registered nurses to determine if the use of delayed pushing after the onset of the second stage of labor decreases the time of active pushing and maternal fatigue. Participants were randomly selected from nulliparous women, with continuous, standard dose, lumbar epidurals who reached the second stage of labor and assigned to two different methods of pushing, randomized by computer. The first group was the immediate pushing with a sample of 39; the second was the delayed pushing with a sample of 38. The participants were older than 16 years, viable, vertex singleton fetus and fetal age of 36 weeks or older. Cesarean delivery, samples with a maternal weight ≥275lbs, due to increased risks for both mother and fetus, magnesium sulfate...
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...restaurant for its home delivery services: “30 minutes guarantee. 10% discount on delayed delivery orders”. Answer: A service guarantee is a marketing tool that service firms have increasingly been using to reduce consumer risk perceptions, signal quality, differentiate a service offering, as well as to institutionalize and professionalize their internal management of customer complaint and service recovery [Gremler, 2009]. For products, a service guarantee usually comes in the form of a warranty that allows customers to reclaim money or compensate their product during a specific time period as stated in the warranty if the product proves to be defective during this time period. However, unlike products, services are often not guaranteed because the same service cannot be returned to the customer as compensation as well as the experience of the service is intangible. Therefore, the main problem that most service firms face is how they can provide a service guarantee for their services to entitle customers a form of compensation under the circumstances of a service delivery failure. According to Bateson & Hoffman, there are three types of service guarantees. The first is an unconditional guarantee that promises complete customer satisfaction either at a minimum, a full refund or a complete-no-cost problem resolution for customers. The second type of guarantee is the specific result guarantee that applies only to specific steps or outputs in the service delivery process and is...
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...Susmar Shoes Inc. Susmar Shoes Inc. manufactures and supplies three types of shoes (A, B and C) to several customers against specific orders. The products are similar with some minor design differences. These products require the same basic raw materials and are processed on the same set of machines. DEMAND The orders are received by the marketing department and are cumulated into three categories (A, B and C). The demand forecast for year 2011 is given in Table 1. Table 1: Demand for 2011 in Thousands of Units | Product | Jan | Feb | Mar | Apr | May | Jun | July | Aug | Sept | Oct | Nov | Dec | A | 7 | 8 | 7 | 5 | 3 | 5 | 9 | 10 | 12 | 15 | 10 | 8 | B | 4 | 5 | 4 | 3 | 2 | 3 | 5 | 6 | 8 | 9 | 6 | 4 | C | 3 | 3 | 3 | 2 | 1 | 1 | 4 | 4 | 5 | 6 | 4 | 3 | Product A has the highest demand among the three products while B has the second highest demand. The product demand rises around the second half of the year and even surpasses the total maximum production capacity of the company which is 19,000 for 2 shifts. The amount of raw material required for each product is the same. Therefore, it is assumed that one unit of raw material is required for each one unit of finished product. The cost of raw material is $ 6.00 per unit. In addition to the basic raw material, the cost of other supplies is $ 1.00 per unit of finished product. The ordering cost is $ 1,500 per order and the inventory carrying cost is $ 0.15 per unit per month. There are 15,000 units of raw material...
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...and high winds but we had more than enough time to complete the project. As time went on the contract started to experience a couple of bumps in the road in terms of minor delays which were caused by the government or shall I say our contracting officer John Blair. In May of 2011, John informed us that the project will be delayed because the paperwork on his end was not complete and for safety purposes needed to halt the project. I found this to be totally unprofessional and unacceptable. Four months into the project and the foundation has been laid along with three levels of the building having already been completed and he was now concerned about our safety. John did not provide us with a reasonable timeframe as to when the work will restart or if we will be given an extension for completion. He asked us to standby for a couple of weeks until he gets more information. This project is very important because my company’s resources are tied specifically to this contract and due to the uncertainty of completion it would be risky for me to take on other projects and possibly lack manpower when this project starts back up again. Although, the project is delayed we still have a contract with the government for completion unless they decide to terminate it...
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...present circumstances project would be delayed by 431 days, no way to deliver on project completion date of November 18th, 2003. Senior managers were adamant about project scope, so changes will be unlikely here. Approve more funds to hire more resources, unclear how many will be needed to gain this amount of time from the duration. Allow the delivery to be delayed, this will ease the strain, (personal and mental) on resources, but will increase costs. 3. What is (are) the critical path(s) in the project? What is the level of risk in completing tasks on the critical path(s)? Explain. Analyzing the critical path, there is a high level risk as it runs parallel to itself, more than one task at a particular time could delay project. Some other tasks run parallel to the critical path and have same duration; a delay in one of these tasks will change the critical path and delay the whole project. Resources overuse 4. What is your opinion on the potential for the project to be completed on time? Due to the high risk and tight schedule of the online store project, it has a high possibility to delay and go behind schedule. And we would like to suggest some opinion about the management of the project to avoid the overtime of the project and make sure that it can be commenced before Christmas. Scope does not change senior management requirements are still to be delivered. More resources are required to be hired; this will help speed up delivery date. Not enough information is available...
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...Hadley carried out an extensive business as millers. Their business was stopped due to a breakage of the crankshaft on which the whole mill worked. They gave the crankshaft carrying order to Baxendale , a carrier company. But due to some reasons the delivery of the crankshaft was delayed by the carriers and because of that the plaintiffs(Hadley) had to incur losses. The plaintiffs claimed that the defendants(Baxendale) should pay them for the special damages as well since it was because of the delay of the delivery that they had to incur huge losses. Case Scene 1 Mr Hadley() (calling Mr Baxendale on phone ): Hello Mr Baxendale, this is Mr hadley speaking. Mr Baxendale() : Hello, Mr Hadley, good to hear from you. I hope you have got your delivery of the crankshaft by now. Mr Hadley : Yes Mr Baxendale, I have got the delivery. But I am afraid to say that it was late by three days!! And because of that, my company could not operate for all this duration and had to suffer huge losses because of that. Mr baxendale : I am really sorry to hear that Mr Hadley. Mr Hadley : U had signed the contract for carrying the shaft in three days and I think you must pay us for the losses we have suffered because of your negligence in the delivery of the crankshaft. Mr Baxendale : Mr Hadley, We had signed the contract but I Do not think we should be paying for your losses. After all we carriers and we did our duty!!! Mr Hadley : I am afraid then I will have to take you to the court for this ...
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...Compose and send out memos. Contact local law enforcement/Make appointment for 10 a.m. | 6:30 a.m. | | 7:00 a.m. | Emergency meeting/Maintenance Director Executive Housekeeper /Director of Security Re: Air/Laundry/Linens | 7:30 a.m. | Meeting: Security Director/Valet Director/HR Director, F&B Director/ Special Events Coordinator Re: Car Burglaries | 8:00 a.m. | Meeting: Food and Beverage Director Re: Seafood Delivery | 8:15 a.m. | Meeting: Front Office Staff/Valet/Director of Security Re: Road Closure | 9:00 a.m. | Front Office Staff/Controller Re: Poor Registration Process | 9:30 a.m. | Staff meeting | 10:00 a.m. | Emergency air-conditioning arriving/bringing necessary parts for repair. Conference room meeting with car burglary victims and police | 10:30 a.m. | Conference room with car burglary victims and police continued | 11:00 a.m. | Tech Service to repair PMS | 11:30 a.m. | Contact F&B Director/Special Events Coordinator concerning seafood delivery for governor’s daughter’s wedding tonight | 12:00 p.m. | Lunch with hotel general manager | 12:30 p.m. | Lunch continued | 1:00 p.m. | Contact Controller Re: credit card processor issue | 1:30 p.m. | | 2:00 p.m. | Health Inspector’s visit | 2:30 p.m. | Health Inspector’s visit continued | 3:00 p.m. | Check front desk/incoming guests and road closure progress | 3:30 p.m. | Contact alternate seafood vendor and thank by the hotel...
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...process to install ERP and understands the capabilities of the new system. The Players The following is a list of the employees involved in the Electro Tech customer service example. Bob Peters – Customer Service Representative Sam Soot –Customer from Reliable Manufactures Bryan Luther—Plant Production Scheduler Frank Brewer—Quality Control Analyst Laurie Stewart—Warehouse and Ship Dock Manager The Situation Before ERP was implemented, CSRs would give a customer a delivery date but often had to add days to the delivery date after the fact. Electro Tech’s practice had been to never turn away an order. If a customer asked for a delivery within the established lead times, it was still accepted. When the delivery could not be made, it was delayed and customer satisfaction was on the decline. Since the ERP go-live date, customers’ complaints about delayed orders have slowly declined....
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...Knowledge and Conformance of Delivery Room Staff on Essential Newborn Care Protocol A Thesis Proposal Presented to the Faculty of the Graduate School of University of the Visayas Cebu City, Philippines In Partial Fulfillment of the Requirements for the Degree of Masters of Arts in Nursing Major in Maternal and Child Health Nursing by MAY PRINCES T. ABUCEJO, RN August, 2012 THE PROBLEM AND ITS SCOPE INTRODUCTION Rationale of the Study The Child Survival Strategy published by the Department of Health has emphasized the need to strengthen health services of children throughout the stages. The neonatal period has been identified as one of the most crucial phases in the survival and development of the child. The Millennium Development Goal Number four (4) of reducing under five child mortality can be achieved by the Philippines, however, if the neonatal mortality rates are not addressed from its non-moving trend of decline, MDG 4 might not be achieved (http://www.doh.gov.ph/node/2664). Based on health statistics, the Philippines is one of the 42 countries that account for 90% of under-five mortality worldwide. Eighty two thousand (82,000) Filipino children under five years old die every year. Thirty seven percent (37%) or 40,000 of them are newborn. Majority of them (3/4) die within the first two days of life, mostly from preventable causes. The high mortality and morbidity rates in newborn are directly related to inappropriate hospital and community practices...
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...individual activities that make up a larger project. • Shows the order in which activities have to be undertaken. • Shows which activities can only take place once other activities have been completed. • Shows which activities can be undertaken simultaneously, thereby reducing the overall time taken to complete the whole project. • Shows when certain resources will be needed – for example, a crane to be hired for a building site. In order to construct a CPA, it is necessary to estimate the elapsed time for each activity – that is the time taken from commencement to completion. Then the CPA is drawn up based on dependencies such as: • The availability of labour and other resources • Lead times for delivery of materials and other services • Seasonal factors – such as dry weather required in a building project Once the CPA is drawn up, it is possible to see the CRITICAL PATH itself – this is a route through the CPA, which has no spare time (called ‘FLOAT’ or ‘slack’) in any of the activities. In other words, if there is any delay to any of the activities on the critical path, the whole project will be delayed unless the firm makes other changes to bring the project back on track. The total time along this critical path is also the minimum time in which the whole project can be completed. Some branches on the CPA may have FLOAT, which means that there is some spare time available for these activities. What can a business do if a project is delayed? • Firstly, the CPA...
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...Journal of Enterprise Information Management Analysis of risk dynamics in information technology service delivery Özge Naz#mo#lu Yasemine Özsen Article information: Downloaded by SEGi International Bhd At 09:35 13 July 2015 (PT) To cite this document: Özge Naz#mo#lu Yasemine Özsen, (2010),"Analysis of risk dynamics in information technology service delivery", Journal of Enterprise Information Management, Vol. 23 Iss 3 pp. 350 - 364 Permanent link to this document: http://dx.doi.org/10.1108/17410391011036102 Downloaded on: 13 July 2015, At: 09:35 (PT) References: this document contains references to 37 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1723 times since 2010* Users who downloaded this article also downloaded: Norita Ahmad, Noha Tarek Amer, Faten Qutaifan, Azza Alhilali, (2013),"Technology adoption model and a road map to successful implementation of ITIL", Journal of Enterprise Information Management, Vol. 26 Iss 5 pp. 553-576 http://dx.doi.org/10.1108/JEIM-07-2013-0041 F. Ponsignon, P.A. Smart, R.S. Maull, (2011),"Service delivery system design: characteristics and contingencies", International Journal of Operations & Production Management, Vol. 31 Iss 3 pp. 324-349 http://dx.doi.org/10.1108/01443571111111946 Kakoli Bandyopadhyay, Peter P. Mykytyn, Kathleen Mykytyn, (1999),"A framework for integrated risk management in information technology", Management Decision, Vol. 37 Iss 5 pp. 437-445...
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...2015 RE: Delivery issues to Canada due to paperwork with customs Team, as you know, we are having a grand opening for our new market in Canada, however, there are some issues we’re having with the shipment and delivery of items that are being delayed due to paperwork issues we’re having with customs. Since the grand opening is right around the corner, it’s imperative that all team members pull together to address these issues as soon as possible or this could cause many problems for us in this new market. It’s also just as important for the team to come up with ways that will afford us the ability to resolve these issues immediately so that we can continue to do business in this market. As the team leader, my main goal is to minimize the process of completing paperwork as much as possible as well as minimize the long amount of delivery time of our items. Since this is a new venture for us in this market, we all know how important it is for us to be able to deliver the items to our customers as scheduled and ahead of schedule, not behind schedule. With us being held up with the processing of more and more paperwork with customs, this could make it extremely different for us to thrive in this market and be able to attract new and additional customers as well as keep the ones we already have. I think in order for us to get ahead and/or resolve the issues we’re having we need to arrange a meeting as soon as possible so that we are able to put our heads together and come up with some...
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...Lungcay, Russel C. April 8, 2016 BSCS -3B Ms. Jade Mediona UPS COMPETES GLOBALLY WITH INFORMATION TECHNOLOGY Case Study Questions 1. What are the inputs, processing and outputs of UPS’s package tracking system? First, the inputs are the data needed or gathered like customer signature, pickup, delivery, time-card data, current location (while en route), and billing and customer clearance documentation. Then the processing is when the data is transmitted to the central computer and store for the retrieval and the data is organized when the data is transmitted to the processing. And lastly the output this is when the package or files are ready to pickup and delivery times, location while en route, and package recipient. The outputs also include various reports, such as all packages for a specific account or a specific driver or route, as well as summary reports for management 2. What technologies are used by UPS? How are these technologies related to UPS’s business strategy? * Computer Center (Data Center) – This is the one that handles the processing and all of the global data process that is feed into the tracking system. * Bar-coding technology - goes with their strategy in delivering packages at the fastest possible time. * Delivery Information Acquisition Device (DIAD) - The DIAD also supported their business strategy of streamlining their business operations to provide best service to the customers. * A Web-based Post...
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...on the 13th the plaintiffs sent one of their servants to the office of the defendants, who are the well-known carriers trading under the name of Pickford & Co., for the purpose of having the shaft carried to Greenwich. The plaintiffs' servant told the clerk that the mill was stopped, and that the shaft must be sent immediately; and in answer to the inquiry when the shaft would be taken, the answer was, that if it was sent up by twelve o'clock any day, it would be delivered at Greenwich on the following day. On the following day the shaft was taken by the defendants, before noon, for the purpose of being conveyed to Greenwich, and the sum of 2l. 4s. was paid for its carriage for the whole distance; at the same time the defendants' clerk was told that a special entry, if required, should be made to hasten its delivery. The delivery of the shaft at Greenwich was delayed by some neglect; and the consequence was, that the plaintiffs did not receive the new shaft for several days after they would otherwise have done, and the working of their mill was thereby delayed, and they thereby lost the profits they would otherwise have received. On the part of the defendants, it was objected that these damages were too remote, and that the...
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...Chatham assembly plant’s customers had strict requirements to the truck’s quality and delivery date. As the assembly supervisor in Chatham, Andy Ramsz encountered the interior trim quality and delivery problem for the truck. Andy had begun to gather data on the interior trim supply problem and he got the crucial reasons for these problems occurred. These reasons absolutely affected the Navistar’s internal supply process, increased the extra cost as well as reduced the efficiency of the supply management. According to the reasons identified for the trim supply problem, my decision is to set up the improved procedure focused on problems identified and take plans to enhance efficiency and productiveness of trim supply chain so as to relieve the difficulty of shortage problem and meet customer’s requirements accurately. Issue Identification Navistar provides premium trucks that ranged in design from no frill models to highly customized units. Customers are able to select from customized units that represented 50-80 percent of production volumes. These customized units contained various options that formed kits that included anywhere from 18-26 individual trim pieces. Andy Ramsz, the assembly supervisor at Navistar’s Chatham facility has been experiencing an issue with interior trim shortages for Navistar’s premium conventional trucks. The shortage of parts and non-compliance with delivery schedules did not allow plant assemblers to complete the...
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