Process control Essay Example for Free

Process control Essay Process control is a major factor in ensuring that a process is working to its maximum potential. Sometimes process control means that one must conduct research to see how a process improvement can be implemented. Process improvement normally results in adjusting and modifying particular tasks or steps in a process to make them run more efficiently and smoothly. According to Chase, Jacobs, and Aquilliano, it is very important to put metrics in place so that you can determine if improvements are needed for a particular process (Chase, Jacobs, and Aquilliano, 2006). Over the last five weeks, I have observed the task of getting ready for work. After collecting data for analysis, I have enough information to develop a process improvement plan. In this paper, the control limits will be reviewed and any applicable seasonal factors that could impact the historical data will be discussed. Control Limits In an article in the Journal of Science and Technology, a control chart is described as â€Å"a statistical devise used for the study and control of a repetitive process† (Radhakrishnan and Balamurugan, 2010, p 1052). The control chart is a tool used with 6 sigma to look at ways to improve the performance of a particular process. They basically let management know when they should adjust a process or when we should leave it alone. It has upper specification limits (USL) that are used to identify the maximum amount of that could give acceptable performance. Also there is the lower specification limit (LSL), which identifies the lowest amount that could give acceptable performance of the process. The USL and LSL are also known as the control limits that are either 3 deviations above the mean or 3 deviations below it (Chase, Jacobs, and Aquilliano, 2006). In developing a control chart for the process for getting ready for work, one must first look at the sampling plan. For weeks, data has been collected during business days to indicate how long it takes to get ready for work. This data is reviewed to find the mean, median, standard deviation, and mode. The results are as follows: mean is 74. 70588, median is 74, mode is 71, and standard deviation is 3. 981792. This information tells us that the average time it takes to get ready is 74 minutes, whereas the time occurring the most is 71 minutes. The standard deviation in this indicates that we can go either 3. 98 to the right or left of the zero probability distribution. The chapter readings advise that in looking at the control chart, one can assume that the process is working properly when the samples stay within the control limits (Chase, Jacobs, and Aquilliano, 2006). The next indicator to look at is the capability index, which in this case shows us how well we are doing in getting ready for work in a timely manner. The readings indicates that the more off-center the capability index, the higher the chance to of defective products. Because we are not discussing products in this process, it would be the greater the chance to get off schedule (Chase, Jacobs, and Aquilliano, 2006). The data indicates that there is a capability index of -8. 6. According to Landauer, the capability index is interpreted as: â€Å"1) if the capability index is less than one, the process is outside the control limits 2) if it is greater than one; the process is within the control limits. The results from my data at first was a little puzzling because the index of -8. 6 would indicate that the process is outside of the control limit and would need to be adjusted. However, because the process improvement plan is to decrease the time it takes to get ready for work, the negative number is a good factor. In having this information handy, one must also consider how seasonal factors impact the process. Seasonal Factors It is a little difficult to determine seasonal factors that could impact the time it takes to get ready for work. After thinking about this a while I think the biggest impact could be daylight saving time. When an hour of sleep is lost in the Spring, it takes a while to adjust to the change in the daylight saving time. In fact, research indicates that when one transitions into and out of daylight saving time, there could be negative impacts (Lahti, Leppamaki, Lonnqvist, and Partonen, 2008). These impacts could result in a loss of sleep, restlessness, and lack of sleep quality which could result in crankiness and negatively impact a two year old. If my son does not wake with a positive attitude, I know it will be a challenge getting ready for work on time as I would need to devote more time calming him down. During the seasonal periods, it may be better to implement process improvements like adding a resource to assist with the process. In my process this would mean getting my husband to help out more in getting the baby ready for daycare. With the added resource, one can shorten the time that it takes to complete the process and does not run the risk of deviating off course. Applying this same format to a production process could mean adding more employees, equipment, or even outsourcing to ensure that a project or process is completed timely. Conclusion Overall, control charts are visual measures that assist with determining if a process is in control or not. When backed by statistical data like the mean, median, mode, standard deviation, and capability index, one could gather enough data so that a process improvement decisions necessary for keeping the process in control can be made.

Legalize Pot :: essays research papers

The Decriminalization of Cannabis   Ã‚  Ã‚  Ã‚  Ã‚  Cannabis Sativa, the illegal strain of hemp known as marijuana, provides numerous benefits that greatly outweigh the harmful effects of the drug. The perceivable physical and social problems of excessive use of marijuana are severe, yet unproven. These problems are easily related to those posed by excessive alcohol consumption on a regular basis. There are a variety of advantages of the legalization of marijuana that can be categorized as medical, social, and economical improvements. Although the harmful side effects such as brain damage caused by the use of marijuana have not been proven, as the only government licensed testing for this effect was unmercifully biased, the advantages of the drug in a medical context have been repeatedly proven. Marijuana is known to slow the influences of diseases including AIDS, glaucoma, epilepsy, certain forms of cancer, and many more fatal and incurable ailments. Currently, approximately 150,000 citizens of Ontario alone suffer from diseases that marijuana would help to lessen, but due to the stringency of federal and provincial laws only 50 of these people are granted exemption. The war on drugs endangers us all. Police react towards the age groups who are commonly rumoured to use these drugs severely. The sad fact is that crime is induced by the actions of law officials. People are forced to very dangerously smuggle marijuana in and out of the country. Sales of the drug have seeped into every tiny crevice of our communities. This could be stopped almost instantly with the licensing of sales in stores and specialized cafà ©s. Also, it is rumoured that marijuana is a gateway drug to harder, more dangerous substances like cocaine and heroin. The reasoning behind this is that a large portion of hard drug users smoked marijuana before advancing to harder drugs. The flaw in this reasoning is that the majority of marijuana users have never before used hard drugs. The nation's economy would undoubtedly be one of the largest beneficiaries of the legalization of marijuana. By adding steep tariffs on import, export, and sales of marijuana, Canada’s revenue would be increased greatly, adding money that could go towards lowering taxes, lowering the national debt, and increasing healthcare and national security. The prices of marijuana, despite the high taxes, would be significantly lowered due to the decrease of danger from prosecution. The current street prices of marijuana range from $150 to $250 per ounce of low-grade bud.

Importance of Risk Management in the Adventure Leisure Industry

Critically illustrate the importance, and societal context of risk management within the adventure leisure industry In recent decades the emphasis on risks and risk management within the adventure leisure industry has been has been escalating and is now greater than ever. This emphasis is due to the introduction of more stringent legislation from the associated governing bodies, threatening more severe consequences if businesses do not practice within the regulated guidelines.The objective of this essay is to analyse risks within adventure activities and to determine the importance of the management of risk within this field of outdoor leisure. This will be achieved by researching past occurrences in the leisure industry that have resulted in accident or death, which could have been avoided had a thorough risk assessment been constructed. In addition, by exploring the motivation behind participating in such activities, this essay will uncover the degree to which risk is actually requ ired in order for an adventure activity to occur.As written by (Barton 2007:2) â€Å"We are exposed to risk from the moment of our conception to our death†. If this is the case, then undoubtedly there must be forces set into place in order to manage and assess these risks that we are subjected to in day to day life. If a risk is able to be assessed, the severity of it is able to be calculated. Consequently, the hazard that resulting from that risk is able to be determined and prevented. When planning a leisure activity, it is imperative that the organising party carries out an incredibly thorough and informative risk assessment.Hazards in adventure activities include falls from height, drowning, falling objects, lightning strikes, equipment failure, assault, cold injury, and many more (Barton 2007:12). The reason why a complete and logical risk assessment is necessary is so that leading personnel are able to provide proof that everything in their power has been done in order to prevent the activity resulting in any hazards or injuries to those participating.This will not only supply the organising body with a sense of comfort that the activity they are planning and instigating is safe so as to protect them from any potential legal involvement, but also the availability of a risk assessment is likely to be an appealing factor to prospective partakers‘. Risks are identified by reviewing historical information and industry standards; interviewing subject matter experts; conducting brainstorming sessions with the organising team, vendors, and key stakeholders; and some times through simulation and scenario forecasting (Silvers 2004:52).Wilks and Davis (cited in Swarbrooke, 2003) explain how all discovered risks are able to be rated in order to decide the way in which they should be tackled. This can be done by comparing the predicted frequency of a hazard, by its severity. Frequent incidents with slight consequences can, in most situations, be conside red an entirely tolerable risk, we might even say a trivial risk (Barton 2007:12). By rating a risk, it can be differentiated between a risk that has great potential to cause injury of death, and a risk that can easily be tackled and therefore will barely be influential in the construction of an activity.In March of 1993 four teenagers were killed in a canoeing accident in Lyme Regis whilst on a school trip. The deaths of the young students was widely put down to lack of supervision and negligence which consists in â€Å"the duty of care and consequent injury† (Scott 1993:45). When carrying out such potentially dangerous activities â€Å"One cannot overemphasize the importance of supervision† (Hronek et al 2002:255). The evidence that supported the Llyme Bay legal battle that followed was that ‘the coastguard owed the kayakers a duty of care and that they had conducted the search and rescue operation negligently’ (Fulbrook 2005:27-28).Being careful and pre pared are not only sensible attributes for activity co-ordination, it is ever more important for the organising personnel. This is progressively more significant as the management of risk is increasingly regulated into legislation and policy (Silvers 2004:170). The law is becoming much more focused upon the adventure leisure industry after such events as Lyme Bay illustrated above. Bradford (2000) explains that during the early 1990‘s, organisers of outdoor adventure activities were able to volunteer to abide by codes of practice set up by a variety of independent organisations.A company may have wished to have done so in order to improve their business. By stating that they were operating within an organisations health and safety regulations, they would have been able to project a sense of reassurance across to their customers. Following the tragedy in March 1993, the attitude of many changed dramatically and there was a wide spread belief that more needed to be done to encou rage safer organisations. This would help to prevent any further disasters and deaths. The first development of more enforced regulations being placed into practice was in 1993.The English Tourist Board brought together a group representing most of the voluntary approval bodies and other interested parties, who issued a code of practice for outdoor adventure leisure activities (Bradford 2000). Followed by the Activity Centres (Young Persons safety) Act 1995. The introduction of more intense and purposeful legislation has consequently placed evermore pressure upon the organisers of such activities. This has lead to leisure managers having to direct far more attention to the health and safety of those participating in the activities they are providing.As well as an activity organizing company wishing to protect their customers to the greatest extent for fear of the legal confrontation that may follow if accused of irresponsible and neglectful practice, there are other reasons why an o rganizing body may wish to carry out a thorough risk assessment. If an accident was to occur which involved a member of staff, the employer risks losing money through the provision of sick pay, as well as losing an employee for an undetermined period of time. Pro-active management helps to eliminate such an occurrence arising.In addition, the execution of the introduction of control measures helps to define areas of responsibility and communicates a standard for performance. Despite the owner of an organization having the most recognized power concerning any health and safety issues, authority is able to be un-officially segregated throughout the businesses personal hierarchy. This is determined by the position of power an individual is in within the organization: Manager, assistant manager, supervisor, and so on. The benefit of dividing up job roles and esponsibility in such a way is that every position of employment will experience a sense of responsibility; each to a different de gree, yet still the sensation of business involvement and therefore the motivation to excel in their field will be present. Pro-active management strategies can be the most effective strategies because they are implemented according to the planning of the organization, rather than because of a need to respond to outside pressure and expectations from the public or a governing body Smith (2005:82).Essentially this is the detection and managing of a problematic issue, before it has the opportunity to present itself within the business. Risk assessment therefore plays an intricate part of this process. Successful pro-active management within the organization will help to ensure that the customers along with the members of staff are constantly and consistently satisfied and comfortable. It is evident that the success of an activity regarding its safety and reliance is significantly related to the experience and awareness of the activities leader.Experienced leaders develop a sixth sense of when the odds are beginning to stack up against them and they will automatically see an activity in the wider context, Barton (2007:89). It is therefore imperative that that a leader of any nature of leisure activity is able to predict potential future hazards and subsequently learn from their previous mistakes. According to Barton (2007:89), leader of activities that are not so experienced are less likely to see the signals of an approaching risk, and tend to view minor set-backs as isolated incidents, rather than as bricks in a growing wall.Organisers’ must realise that these seemingly unimportant hindrances will gather pace and build up to a much larger scale problematic occurrence. Despite the increasing demand for safer and risk free activities, a balance must be established in order to keep within legislation created by the governing bodies, whilst still creating the same sense of adventure and possible danger that has lead to the success of an adventure activity. I f every risk in life was assessed and accounted for, and every hazard was liminated, the world would be an incredibly safe, organised, and trouble free place. However, risks cause excitement and adrenalin within one’s life. Without risk, there is no fear of risk, in which case there are no opportunities presented for one to take risks. As explained by Barton (2007:2) If we bring up children to believe that physical, emotional or intellectual risks are to be avoided, then we can hardly be surprised if the future does not bring great people; poets, artists, play writes, successors to Captain Cook, to Darwin, and to Shakespeare.Without some form of risk, engineers could never have designed the great bridges that span the widest rivers, homes would still be heated by fireplaces or parlour stoves, electric power utilities would not exist, polio would still be maiming children, no airplanes would fly, and space travel would just be a dream (Aven 2003:2) The word ‘Adventureâ⠂¬â„¢ implies that there is an element of risk involved in the activity that is to be undertaken.The reason why this is a positive attribute to the organising body is that many leisure seekers are in search of a sense of adventure, risk and an adrenaline rush. Despite the general consensus that every risk should be accounted for and every attempt should be made to ensure no hazards present themselves, without the lingering sensation in the very back of a participant mind that something may go wrong; a rope may break, a parachute may not open, the ‘Adventure’ is almost completely removed from the ‘Leisure Activity’.To conclude, when regarding the adventure leisure industry, the concept of risk management and assessment are fundamental aspects that must be constantly considered when running a business that provides such activities. The laws that have been introduced throughout recent years have placed increasing pressure on organizations to concentrate on the health and safety of their patrons to a much greater degree. Failure to do so, as has been seen in the past throughout such incidents as Lyme Bay, may well result in powerful legal consequences or even closure of their establishment.There is no doubt that risk and uncertainty are important concepts to address for supporting decision-making in many situations. The challenge is to know how to describe, measure, and communicate risk and uncertainty (Aven 2003:4). However, the popularity that adventure leisure activities hold derives from the exact concept of risk itself. Participants of such activities choose to take part in order to; gain a sense of personal accomplishment, face their fears, experience a surge of adrenalin, and ultimately test themselves to their physical and mental boundaries.A balance must be established within the process of managing risk. If this balance can be successfully determined, than the adventure leisure industry will be able to provide the same level of audacious activity, whilst staying within all governing guidelines’, and providing the highest degree of safety for all those that they accommodate for.

When to Use the Subjunctive with Il Paraît Que

The French expression il paraà ®t que  means it seems that and it may require the subjunctive, depending on whether it is used affirmatively, negatively or interrogatively. When used affirmatively, il paraà ®t que  does not need the subjunctive. Example Il paraà ®t quil le fait.It seems that he does it. But when using il paraà ®t que to express doubt or uncertainty, use the subjunctive. Examples Il ne paraà ®t pas quil le fasse.It doesnt seem that he does it (he doesnt seem to do it). Paraà ®t-il quil le fasse ?Does he seem to do it?