Educational Return On Investment Using Innovation,...

April Chamberlain (2014), education guru on education productivity stated that, â€Å"Education is evolving due to the impact of the Internet. We cannot teach our students in the same manner in which we were taught. Change is necessary to engage students not in the curriculum we are responsible for teaching, but in school. Period.† For this analysis, SIATech High School, will be used as evidence that there is an educational return on investment using innovation, sustainability efforts, and Six Sigma processes when seeking and saving funding for the budget restricted atmosphere of education. Also, while aligning the importance of providing a quality service and education to students through innovative learning and teaching techniques that will help save on costs that will be invested back into the classroom. Return on investment in education is not only measured monetarily. Education leaders do not typically pursue an economic return on spending, however metrics like student le arning and graduation rates are imperative data points that need to be collected in order to determine and apply for funding and grants to increase funding (Frank Hovey, 2014). SIATech High School is an accredited charter high school tailored to students that have dropped out of high school and looking for another chance to earn their diploma (SIATech, n.d.). The classrooms are created like a workplace environment for instruction. Each student has a workstation with access to software to complete theirShow MoreRelatedFacilities Management in the Service Industry4449 Words   |  18 Pagesidentity for hospitality products (Stipanuk, 2002). 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Criminal Justice Process Ensures Individuals Rights

Introduction A criminal justice process is normally followed to ensure an individual’s rights are not abused. According to Moak and Carlson (3), the criminal justice process aims to ensure that relevant fact-finding is conducted in an effort to establish the truth. The criminal justice procedure needs to be done in accordance or by not being in contrary to an individual’s right as stipulated in the Fourth, Fifth, Sixth, Eighth and Fourteen amendments of the U.S. Constitution. Moak and Carlson (4) note that a criminal justice process needs to involve intensive cross-examination of both prosecution witness (the arresting officer and any other potential witness) and defense or the accused (Amanda Watson). Siegel (21) indicates that the criminal justice system is divided into three main components. The first component is the police and law enforcement. This may involve state, federal and municipal agencies that have the responsibility of ensuring peace, providing emergency assistance, investigating crimes and apprehending suspects. The second component is the court system, which is involved in the prosecution of criminal suspects, carrying out trials and giving out sentences to those found guilty of their offences. The third component is the correctional system or the rehabilitation stage, which mainly deals treatment and rehabilitation of convicted felons. Different stages in the three main components of the criminal justice process include arrest, trial sentencing,Show MoreRelatedEthics in Criminal Justice Administration1433 Words   |  6 Pagesï » ¿ Ethics in Criminal Justice Administration CJA 484 Lori Madison Nowhere is ethical behavior more important than the administration of criminal justice. Lack of ethical behavior undermines the purpose of the criminal justice system. 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History of the original lincol Essay Example For Students

History of the original lincol Essay In 1858, there was a great struggle within the state of Illinois for a seat in the Senate. The well know Stephen A. Douglas, the favored candidate, was excepted to win. Abraham Lincoln was not a well known candidate. In a struggle for the possible position, Lincoln proposed that he and Douglas organize a series of debates, so that both men might divide time, and address the same audiences during the same canvass.Douglas accepted, and he feared that he had everything to lose from a joint appearance, and yet to decline the challenge would have seemed unmanly in the West of the mid nineteenth century.Douglas then purposed dates and places; Lincoln complained that Douglas would have four opening and closings speeches whereas he would have only three, he wrote I accede, and thus close the arrangement.The first of seven debates was on Saturday, August 21, 1858 at Ottawa, which started an important part of the history of the United States of America, the Lincoln-Douglas debates. The Ottawa debate set the format for the remaining six debates. Lincoln and Douglas agreed that the first speaker would speak for an hour, the second speaker for an hour and a half, and the first speaker again for half an hour. On August 21, excitement was in the air. The towns population of over 7,000 doubled overnight.At 2:30 p.m. Douglas began speaking and the battle was on!The Little Giant, Douglas, displayed the art that marked him as the master stump-speaker of his day.He first criticized Lincolns background and political history. He talked about Black inferiority, and the social as well as political dangers of freeing Blacks. The highlight of his speech was the surprising argument he threw at Lincoln in the form of the Springfield Resolutions of 1854. Douglas quoted the radical Codding and declared that Lincoln joined with abolitionists Giddings, Chase, Fred Douglass, and Parson Lovejoy had constructed this platform for the new Black Republican Party of Illinois.Douglas became so engrossed in the speech he had to be reminded of his time limit. When Lincoln replied, he had no choice but to defend himself against the accusations. As Lincoln continued to debate, he displayed his ability as a rough-and-tumble debater, which had caused Douglas to say that he would have his hands full with Old Abe.He refuted Douglas accusations that he favored social and political equality with the Negro. Lincoln also attacked Douglas sensitive past history as a judge. Lincoln finished well within his time. Douglas quickly went on attack. Once again, he brought up the Black Republican Party and Lincolns connection to it. He argued that Lincoln did not deny being a part of that party. He talked of the Springfield convention and reminded Lincoln of his whereabouts on that day. Now I want to remind Mr. Lincoln that he was at Springfield when that Convention was held and those resolutions adopted. The point I am going to remind Mr. Lincoln of is this: that after I had made my speech in 1854, during the fair, he gave me notice that he was going to reply to me the next day. I was sick at the time, but I staid over in Springfield to hear his reply and to reply to him. On that day this very Convention, the resolutions adopted by which I have read, was to meet in the Senate chamber. He spoke in the hall of the House and when he got through his speechmy recollection is distinct, and I shall never forget itMr. Codding walked in as I took the stand to reply, and gave notice that the Republican State Convention would meet instantly in the Senate chamber, and called upon the Republicans to retire there and go into this very convention, instead of remaining and listening to me. He finished his attack with this comment:The Black Republican party stands pledgedbut he can not devise his answer; he has not made up his mind, whether he will or not. He talked about everything else he could think to occupy his hour and a half, and when he could not think of anything more to say, without an

Operational Issues Hardships and Challenges

Question: Discuss about theOperational Issues for Hardships and Challenges. Answer: Introduction: Every organization wants to earn profits, but during the initial stages, there are so many hardships and challenges which one has to face. For sustainable growth, there is always a need for additional income for local and domestic manufacturing businesses, nevertheless large or small they are. Apart from this, they are always under the pressure of local competitors (Oltra Luisa Flor, 2010). There are so many management theories which can be applied from time to time to overcome the challenges faced during production. Some of them are total quality management, just-in-time and theory of constraints. With the help of these presumptions, one can avoid the changes production system which can happen over the period either financially or operationally due to the above-mentioned reasons. The production business has changed drastically. Today, before starting any new manufacturing industry people are doing the research work and calculate the break-even cost to ensure the period by which the y come to no profit and no loss stage. Hawkesbury Cabinets Pty Ltd was initially set up to cater to the needs of the Chinese community in Hawkesbury. The major focus of the company was on the customised kitchen cabinets. The designs were unique and not were neither identical in nature nor regarding design. These were made in lesser volumes only on orders and were delivered to the customer after completion. Every item was made according to the preference and taste of the client. The primary concern of the business was customer orders. Due to the uniqueness of designs and customised cabinets the products were not stocked. Therefore, there is no wastage of resources of finished goods which keep on lying in the warehouse. The business was purely customer oriented with an aim to manufacture cabinets on time and proficiently (Yeh, 2000). A higher level of uncertainty and variety affects the production system and makes the processes complicated as compared to other organisations. The time of delivery is also long which is the gr eatest disadvantage as the production would start only after receiving the new order and completing the existing order. Due to this reason, there are lesser people now-a-days who look for customised products. The other major constraint due to the variability of the manufactured goods is that the technological requirement differs which leads to increase in the production cost. A detailed production plan is required for offering the trustworthy service and delivery on time, to the customers (So, 2000). With the growth, the client base became more and more diverse, and the production system changed and started encountering production problems which affected the overall financial performance of the organisation. The company has now started accepting low volume contracts with high-quality standardised cabinets. The original production system changed. The products were standardised hence the production will be done in small batches which are known as job shop production (Ponnambalam, Ramkumar, Jawahar, 2001). The flow of the production is still intermittent because the batches ranged from one to five cabinets. Not only this each operation requires a different direction or different material which resulted in the unpredictable time of finishing every batch. Due to this, the management came in trouble of managing the operations efficiently because of limited machines and limited labour. A high flexibility manufacturing equipment is required to accommodate this kind of small unique batch es. The competition for the processing time grew manifold because of the addition of builders kitchen. The number of equipment was quite less. One equipment was doing the work for customised as well as standardised cabinets. Further, the processing also changed from client to client and from builder to builder. Hawkesbury Cabinets Pty Ltd was using both the productions make to order as well as standardised kitchen cabinets. The production system used is known as the hybrid shop. In this, two or more forms are combined with the modification of output (Yokoyama, 2001). The production layout with the different type of equipment will be grouped together. Assembly lines were located in the area of production. With the increase in sales, there is an addition of job schedules as well as in the volume of work in progress. Due to increase in production of make to order and standardised kitchens the job scheduling became the cumbersome task which in turn leads to the production problems. The problems that arose at that time were related to staffing, scheduling of machines, etc. It was not easy to do the processing of each job with one equipment at all working areas for standardised as well as custom based cabinets. Also, the processing changes rapidly from one client to another. Therefore there was a need to come up with efficient schedules of production. Subsequently, there is an increase in the volume of cabinets that resulted in a factory setting where the partially finished products were made (Miltenburg, 2008). Due to this, there is the shifting of working pattern from builders kitchen to customised cabinet production without the pattern. It led to the difficulty in predicting the load of the work which has stopped because the client orders were flexible and diverse. Since the demand has increased of standardised cabinets this decision of changing the system deemed fit. The new arrangement brought in new challenges. The requirement of standardised products is low, but the cost of inventory is high. Therefore a large storage space is required. The coordination of all the systems i.e. production, inventory and distribution, are necessary to minimise the cost and maximise the production. The maximum output, can be obtained with a single machine which can help in the manufacturing of different designs at a workplace. This problem is commonly found in small shop business. Further, a production plan will be required that will help in knowing which material and resources are necessary for completing the jobs on the stipulated time. The daily decisions will take into consideration the demands of builders and make on order cabinets, pending orders of customers, availability of raw material, the level of inventory, the capacity of production. Besides, the operational issues are complicated because it is a multi-task process that includes diverse operations di stributed in the whole process (Priya Datta Roy, 2011). To cater all kinds of needs, a strategy is required. Several factors need to be considered while developing an operational plan. A production system comprises of both the standardised as well as customised cabinets created a complicated demand. Customised cabinets reflected the individualism and breaking of usual social taste. Products are not merely products rather they reflect the taste and status of the individual. Therefore, the strategy should be such that caters to the demands of the end user as well as the production concerns. The strategy should be different from the market based on the capacity, competency, resources, and capability. Certain operations theories which can be implemented to achieve the effectiveness are the theory of constraints, just-in-time and total quality management. Theory of constraints will help in focusing on the limitations of the production system. Just-in-time focuses on lean manufacturing and total quality management emphasise on producing the rig ht output in the first time. Apart from this cost and profit related objectives needs to be taken into consideration from the economic point of view (Eden, 2004). The overall revenue comes from the inventory in the warehouse, work- in progress and finished products. The performance is assessed from the work-in-progress as well as from in-time performance. These issues affect the revenue of the company (Ross, Miller, Carpenter, 2010). Operational issues also influence the performance of the business. The contract from the builders affected the operational strategy which has impacted the profit of the organisation to a great extent. The customised products which were started at the inception stage had higher profit margins, at the same time, it was pushing the capacity of manufacturing to its limit (Huang Wu, 2014). Even after approaching it to limit the company was unable to make the profit. In todays competitive era, manufacturers are not only under pressure to develop their operations but also to sustain the development of the business and maintain the competitive advantage. To obtain the goal of profit well-designed product and successful operational strategy goes hand in hand. Small manufacturing businesses face enormous challenges in their way. In this essay due to nonavailability of profit the company started looking at other options apart from make on order cabinets and began to produce for builders kitchen. This action increased the volume of inventory for which the company was pushed to spend on the warehouse. It is evident that this move has impacted the outcome of the business to a great extent. Some of these kinds of production problems seemed hard to resolve but still there were several choices which were incorporated from time to time for improving the processes. It clearly implies that an effective strategy will result in a positive performance of the orga nisation. References: Eden, C. (2004). Analyzing cognitive maps to help structure issues or problems. European Journal Of Operational Research, 159(3), 673-686. Huang, K. Wu, C. (2014). Dynamic Optimization Production Model in the Multi-Stage of Make to Order Production Strategy. AMR, 909, 293-304. Miltenburg, J. (2008). Setting manufacturing strategy for a factory-within-a-factory. International Journal Of Production Economics, 113(1), 307-323. Oltra, M. Luisa Flor, M. (2010). The moderating effect of business strategy on the relationship between operations strategy and firms' results. Int Jrnl Of Op Prod Mnagemnt, 30(6), 612-638. Ponnambalam, S., Ramkumar, V., Jawahar, N. (2001). A multiobjective genetic algorithm for job shop scheduling. Production Planning Control, 12(8), 764-774. Priya Datta, P. Roy, R. (2011). Operations strategy for the effective delivery of integrated industrial productà ¢Ã¢â€š ¬Ã‚ service offerings. Int Jrnl Of Op Prod Mnagemnt, 31(5), 579-603. Ross, A., Miller, S., Carpenter, M. (2010). When methods and theories collide: Toward a better understanding of improving unit performance in a multimarket firm. Oper Manag Res, 3(3-4), 172-183. So, K. (2000). Price and Time Competition for Service Delivery. Manufacturing Service Operations Management, 2(4), 392-409. Yeh, C. (2000). A customerà ¢Ã¢â€š ¬Ã‚ focused planning approach to makeà ¢Ã¢â€š ¬Ã‚ toà ¢Ã¢â€š ¬Ã‚ order production. Industr Mngmnt Data Systems, 100(4), 180-187. Yokoyama, M. (2001). Hybrid flow-shop scheduling with assembly operations. International Journal Of Production Economics, 73(2), 103-116.