Five Key Individuals Who Assisted Essay - 802 Words

â€Å"The Intervention† Five key individuals who assisted in the intervention: 1. Mary the superior of Jan. Mary appeared to be on board with the intervention. Jan called Mary as her husband requested, for the day off, by Jan’s spouse. Mary provided Jan the day off and continued to be very secretive about the intervention. The preparation intervention Mary was asked to speak first, at the real intervention. Jan sat next to Mary on arrivals. Mary held Jan’s hand and a very calm, soft soothing way. Spoke of the specific events that made Mary worried, falling asleep at her desk, the birthday, and a day in July. Jan listened and did not leave the room. 2. Jeff the son-in–law Jeff Clarified to Jan how Kim felt at home. He gave specifics Kim was angry and has a huge amount of sorrow about the alcohol, and Kim has many tears fall. Jeff also, went on to rational thoughts about bringing the baby over to the house. He explained in a very compassionate manner that Kim and I both did not want it to be the same as the birthday. Jan looked surprised at what Jeff had believed. The thoughts that he spoke about Kim, appeared to impact Jan. Jan stayed and continued to listen. 3. Sue and Jim, the neighbors Sue held it together when Jan confronted her drinking. Sue agreed she may have a problem too, however Sue brings it back to Jan in a very tranquil manner. The husband Jim did not speak, but was supportive and perhaps thought of his own drinking. 4. Kim the daughter At first sheShow MoreRelatedEuthanasia - Physician Assisted Suicide1641 Words   |  7 PagesPhysician Assisted Suicide John Key once said â€Å"If I had terminal cancer, I had a few weeks to live, I was in tremendous amount of pain - if they just effectively wanted to turn off the switch and legalize that by legalizing euthanasia, I d want that† (Brainyquote, web). John Key, the Prime Minister of New Zealand, supports euthanasia. 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string(143) " Once the ISO Quality Standard has been launched, Rand Water can evaluate the formal adoption of the Quality Standard within the organization\." TABLE OF CONTENTS1. PURPOSE22. SCOPE23. We will write a custom essay sample on Test or any similar topic only for you Order Now REFERENCES24. TERMS, DEFINITIONS ABBREVIATIONS35. RESPONSIBILITY AND AUTHORITY36. RECORD DATA KEEPING37. DOCUMENT CHANGE HISTORY38. ASSET MANAGEMENT DEFINITION49. STAKEHOLDERS410. STATUTORY REQUIREMENTS411. ASSET MANAGEMENT QUALITY FRAMEWORK512. ASSET MANAGEMENT STRUCTURE ROLES AND RESPONSIBILITIES513. ASSET MANAGEMENT IMPROVEMENT PROCESS1014. ASSET MANAGEMENT STRATEGY DEVELOPMENT1115. ASSET MANAGEMENT SYSTEM COMPONENTS1116. CONCLUSION18| LIST OF FIGURES Figure 21: Scope of Asset Management Framework (PAS55)2 Figure 121: Rand Water Supply and Purification Systems6 Figure 122: Asset Management Plans7 Figure 123: Asset Management Planning and Management Structure8 Figure 124: Organogram9 Figure 151: Asset Management System Components12 1. PURPOSE The purpose of this document is to provide a framework for the adoption and implementation of asset management for Rand Water’s physical asset portfolio. 2. SCOPE This framework applies to physical assets associated with production infrastructure under the jurisdiction of Rand Water. Assets consist of buildings and property, pipelines, civil structures, mechanical equipment, electrical equipment water treatment process plants, and automation equipment. It excludes human assets, financial assets, information assets, intangible assets, and movable equipment. Figure 21: Scope of Asset Management Framework (PAS55) 3. REFERENCES The following documents must be read in conjunction with this Framework. Document Title| Document No. Location| Quality Management System Requirements| ISO 9001:2000 | RW Library| Environmental Management System Requirements| ISO14001:2004| RW Library| Occupational Health and Safety Act and Regulations| OHS Act (85 of 1993)| RW Library| Occupational Health and Safety Assessment Series| OHSAS 18001:2007| RW Library| International Infrastructure Management Manual – South Africa Edition 2006 | ISBN No:0-473-10685-X| RW Library| Asset Management Part 1: Specification for the optimized management of Assets| BSI PAS 55-1:2008| RW Library| Asset Management Part 2: Guidelines for the application of PAS 55-1| BSI PAS 55-2:2008| RW Library| Rand Water – Strategic Asset Management Process Guides – Know Your Assets| RW SAM 60001 BPM SIS| RW Library| 4. TERMS, DEFINITIONS ABBREVIATIONS These are terms used in the organization are unique to the company terminology, business and culture. AMAsset Management AMFAsset Management Framework AMPAsset Management Plan KPIKey Performance Indicators OMOperations and Maintenance RDResearch and Development RWRand Water SAMStrategic Asset Management 5. RESPONSIBILITY AND AUTHORITY The Chief Executive is accountable and Portfolio Heads are responsible for the implementation of Asset Management in RW. The General Manager: Strategic Asset Management is responsible for the implementation of Strategic Asset Management with regards to production infrastructure under the jurisdiction of Rand Water. 6. RECORD DATA KEEPING Record Document| Form/Doc Number| Location | Retention Period| | | | | | | | | 7. DOCUMENT CHANGE HISTORY The following table contains the history of this document with a description of each revision. Date| Previous revision number| New revision number| Description of each revision| 23 Sep 2010| N/A| 0| First draft| 17 Nov 2010| 0| A| Second draft| 10 Dec 2010| a| B| Third draft| 17 Feb 2011| b| C| Fourth draft| 9 Mar 2011| c| D| Fifth draft| 8. ASSET MANAGEMENT DEFINITION The following definition for asset management is adopted, based on PAS 55: Asset Management is the systematic and coordinated activities and practices through which Rand Water optimally manages its assets, their associated performance, risks and expenditures over their lifecycle for the purpose of achieving its organizational strategic plan. 9. STAKEHOLDERS The following stakeholders are relevant to asset management: * Customers who purchase water from Rand Water; * Suppliers and service providers; * Government; * Standards authorities; and * Auditor General of South Africa. 10. STATUTORY REQUIREMENTS The following legislation and regulation are relevant: Annual Financial Statements are required to be prepared in compliance with the South African Statements of Generally Accepted Accounting Practice (SA GAAP), the Water Services Act No 108 of 1997, Companies Act No 61 of 1973, and the Public Finance Management Act No 1 of 1999 as amended. The Constitution (and its amendments) secures the right of every Citizen to sufficient water; The Water Act ensures that everyone has access to water, water resources are conserved, protected and managed, proper water resource planning takes place, the costs of managing and developing the resource is addressed and that water resource institutions are established. The Water Services Act defines the rights to basic water supply, the setting of national standards and norms, water services planning, regulation of water services, establishment of water boards, the monitoring of water service provision and the promotion of effective water resource management and conservation. The Water Services Act is supported by the Strategic Framework for Water Services which sets out an implementation framework for the Act and gives effect to the regulation of water services delivery. The principle objectives of the PFMA are to secure transparency, accountability, and sound management of the revenue, expenditure, assets and liabilities of the institutions to which this Act applies. In terms of this Act, from an asset management perspective Rand Water is: * responsible for the effective, efficient, economical and transparent use of the resources of the department, trading entity or constitutional institution; * responsible for the management, including the safe-guarding and the maintenance of the assets, and for the management of the liabilities; The Occupational Health and Safety Act (OHSA) (85 of 1993, Construction Regulations) state that: the owner of any â€Å"structure† (incl. nfrastructure such as waterworks, buildings, drainage works and roads) to maintain such structure in a manner that the structure remains safe for continued use and such maintenance records shall be kept and made available to an inspector for continued use. 11. ASSET MANAGEMENT QUA LITY FRAMEWORK The development of an ISO Standard for Asset Management is currently in progress. The ISO Standard development is being led by the British Standards Institute (BSI) as secretariat and there are 22 countries participating and 14 countries observing. South Africa is participating with representation from the SABS. The ISO standard is expected to be launched in late 2011. The final ISO standard is expected to be substantially aligned with the current PAS55 specification for asset management, which has widespread adoption around the world by both public and private enterprises. Rand Water will adopt the PAS55 specification as an interim framework for the implementation of asset management until the launch of the ISO Quality Standard for Asset Management. Once the ISO Quality Standard has been launched, Rand Water can evaluate the formal adoption of the Quality Standard within the organization. You read "Test" in category "Essay examples" 12. ASSET MANAGEMENT STRUCTURE ROLES AND RESPONSIBILITIES The strategic assets of Rand Water work together as one large system, for which custodianship is assigned to the Senior Manager Assets. However, the Rand Water assets can currently be split into 4 main supply systems and 2 main purification systems, on the basis of geography and function. The systems are the following: * Eikenhof Supply System * Zwartkopjies Supply System * Palmiet Supply System * Mapleton Supply System * Vereeniging Purification System * Zuikerbosch Purification System These systems are shown in the figure below. Figure 121: Rand Water Supply and Purification Systems The management objectives of the Supply Systems are somewhat different from the management objectives of the Purification Systems. The management objectives of the Supply Systems are focused on satisfying commercial customer service levels, managing current and future user demand, and managing water delivery including water conveyance, pumping, storing, and end user delivery control. The Purification System management objectives revolve around managing the purification of raw water to agreed quantity and quality service levels. Given the vast magnitude of the assets under Rand Water control and the different management objectives, it is prudent to split the asset management planning responsibility according to the different supply systems and then roll these plans up into a consolidated Asset Management Plan (AMP) for the entire organization. This is shown schematically below. Eikenhof Supply System AMP Zwartkopjies Supply System AMP Palmiet Supply System AMP Mapleton Supply System AMP Vereeniging Purification System AMP Zuikerbosch Purification System AMP Rand Water Consolidated AMP Figure 122: Asset Management Plans Although the management objectives and the planning are logically split according to the functional areas above, the technical expertise is asset type specific and cuts across the different functional areas. Seven areas of technical expertise have been identified below and a detailed breakdown of assets is provided in Annexure A. : 1. Buildings and Property; 2. Civil Structures; 3. Pipelines; 4. Electrical Equipment; 5. Mechanical Equipment; 6. Process Plant; and 7. Automation Equipment. In order to effectively manage the asset portfolio, planning should done by functional area, with each functional area being assigned to one Asset Management Planner. The technical expertise of managing the assets is best arranged by asset group and should be headed by an Asset Manager. The Asset Management Planner should have expertise in planning and the primary management responsibility of developing and implementing Asset Management Plans for each Supply System. This includes defining service levels, forecasting demand, integration, optimised decision making, and developing long term financial plans. The Asset Manager should have a strong technical background in design, rehabilitation, and maintenance of the asset group and the primary management responsibility of optimally managing the lifecycle of the asset group, bearing in mind the priorities and constraints of each Supply System. This includes managing condition data collection, assessing asset risk, setting standards, and the development of maintenance and rehabilitation strategies. These two groups will interact in a matrix structure as shown below. Figure 123: Asset Management Planning and Management Structure It should be noted that the Asset Managers help the Asset Management Planners develop the best asset management strategies to achieve the specific objectives of the Supply System. For example, the strategy to manage pumps in a Supply System may be different from the strategy to manage pumps in a Purification System as the pumps pose different risks to the achievement of the management outcomes. Even between two different Supply Systems, similar pumps may have different strategies as they may pose different risks to each particular Supply System. The organogram under the Senior Manager Assets is shown below. Figure 124: Organogram There is substantial integration required between all the units under the Senior Manager: Assets to implement effective asset management practices. These interfaces will mature with the implementation of a structured asset management improvement process. 13. 14. ASSET MANAGEMENT IMPROVEMENT PROCESS Rand Water is at the initiation stage of the implementation of asset management as a holistic practice across its structure. A new structure has been formed under a strategic asset manager and the mandate has been given for the structure to implement asset management best practice. The strategic asset manager now needs to proceed with the implementation process. The process for the adoption of asset management within Rand Water follows the approach advocated by PAS55 with additional guidance from the IIMM. The process starts with the development of an asset management policy that is aligned with the strategic objectives of the organization. The policy then guides the development of an asset management strategy, which is a set of actions, to enable asset management within the organization. The strategy needs to be implemented in a manner that develops internal capacity in the organization to execute the asset management practices as a part of everyday business. A process of improvement management then needs to be adopted to ensure that the asset management capabilities are further developed and refined with time. The asset management strategy implementation will require substantial change management to raise the capability from awareness through to integration. The process is shown in the table below. | Asset Management Policy| Asset Management Strategy| Strategy Implementation| Improvement Management| What is it? | Broadly outlines how and why AM will be undertaken across the organisation as a whole. | Specifies actions to be undertaken to improve AM capability to achieve specific objectives. Implementation of the identified actions . | Continuous refinement of the strategy and implementation of revised actions. | Objective| Provides the organisational foundation and mandate to undertake AM in a structured and coordinated manner. | Develops a structured set of actions aimed at enabling AM within the organisation. | Develops internal capability to implement and sustain AM practices. | Refines AM capabilities through continuous structured improvement management. | Description| * Organizational context, importance of AM * Organizational vision and goals and AM vision and goals * AM policies underpinning AM goals * Key performance measures for policies incl. imeframes * AM responsibilities and relationships * AM integration with business processes| * Description of current practices * Description of required practices to achieve AM vision and goals * Identification of the gap between current practices and future vision * Identification and description of strategies to close the gaps in a structured manner| * Raising of awareness across the organization * Developing of technical understanding * Embedding of AM practices through application * Integrat ion of AM practices to achieve multi-disciplinary AM benefits| * Optimisation of AM practices through refinement and enhancement * Innovation of new and best practices that deliver step changes rather than incremental change| 15. ASSET MANAGEMENT STRATEGY DEVELOPMENT The asset management strategy specifies the actions that need to be undertaken to develop, improve and embed asset management capacity within the organization in order to achieve the corporate objectives. The process of strategy development is to assess the organization’s asset management system by means of an asset management practices audit, which compares the organization’s current asset management practices against the requirements of PAS 55 and international best practice. The audit is made against the asset management system components that comprise asset management within the organization. The identified best practice â€Å"gaps† are prioritized and programmed in an asset management strategy to drive improvement. Furthermore, the audit provides a benchmark to measure organizational improvement and maturity annually. 16. ASSET MANAGEMENT SYSTEM COMPONENTS The asset management system is a whole of life asset management framework that reflects the management and control level in the organization as well as the different stages of the asset lifecycle i. e. he system addresses the strategic, tactical and operational management of the organization as well as the planning, implementation and asset care phases of the asset lifecycle. Note that the disposal stage is included under the asset care phase. The asset management system components illustrated below provide a high level structure for the strategy development. Each component should be reviewed in detail to determine the level of maturity of current practices, the best appropriate maturity level, and to define the actions required to achieve best practice. The components are shown in the figure below and described in greater detail in the text that follows. FIGURE PROVIDED SEPARATELY Figure 151: Asset Management System Components Strategic Management Components Asset Management Policy and Strategy An Asset Management Policy is a description of an organisation’s approach to Asset Management. It provides both the link between the overall organisational strategic plan and an effective Asset Management Plan, and also provides the start of the rationale that ultimately justifies every Asset Management activity the organisation undertakes. An Asset Management Strategy documents the organisation’s overall approach to managing physical assets. It describes how the Asset Management Policy is to be implemented. As such it needs to be closely aligned with that policy as well as linking to other associated higher level strategies (e. g. operational strategic plans etc. ) Risk Management Policy A Risk Management Policy is a description of an organisation’s approach to Risk Management. It addresses the management of risk between the strategic, tactical and operational level of management and the linkages between these levels. It is closely aligned to the Asset Management Policy. Statutory Compliance Organisations must be fully aware of the duties imposed under legal instruments for all of their activities and must ensure its systems and procedures fully comply with the requirements. The organisation should have a system for identifying the laws and regulations applying to all activities involved with physical assets and to ensure its systems and procedures comply with the requirements. Organisational Alignment and Commitment Organizational alignment and commitment across the organization is essential for the successful implementation of asset management. The Asset Management Policy, Strategy, and Plans should be aligned with corporate objectives. The asset management strategy implementation should be overseen by a steering committee with representation by departments including finance, corporate, planning, maintenance, operations, and project management. Asset management information and plans should be widely available and used across the organization to inform strategic and tactical plans across the organization. A strong commitment to an asset management improvement process by senior executive management, backed by the availing of adequate resources to implement the process, has proved to be a significant determinant of asset management success and lead to the realisation of asset management benefits. Asset Management Structure and Responsibilities The definition of roles and responsibilities for the implementation of the Asset Management Strategy is necessary to ensure clarity of purpose and to manage interfaces between line functions. Asset management KPIs should strengthen the accountability towards the implementation of the strategy. Customer Service Level Management The setting and management of Customer Service Levels have substantial influence on the Asset Management Plans, which have the objective of providing the desired level of service in the most cost-effective manner (IIMM). The setting of Customer Service Levels should be undertaken in a consultative basis with customers and should reflect customer expectations. Improvement Actions and Management of Change Improvement actions and management of change are the combined processes, systems and procedures in place in an organisation to specifically deal with corrective actions, preventive actions and continuous improvement actions. Financing Strategy The financing strategy should quantify the total cost of asset ownership and the funding needs for additional capacity, level of service changes, asset renewal, and maintenance and operations over a long term planning period (20 years). The impact on funding sources and tariff setting should be determined to manage the surplus/deficit and to maintain financial sustainability over the long term. Investment decision making should incorporate organizational risk and triple-bottom-line consequences in the analysis framework. Skills Enhancement and Management Skills Enhancement and Management refers to the processes utilised to manage personnel training and development, along with staff retention systems. Tactical Management Components Subgroup: Planning Demand Forecasting Demand forecasting is the estimation of the change in demand based on population and land use change within a long term planning horizon (20 years). Demand forecasts incorporate several demand influences including service level changes, pricing, customer types, and consumption trends. Several demand forecast scenarios are developed and associated risks are quantified. Failure Prediction (capacity) Capacity failure prediction is the evaluation of capacity against forecast demand to predict failure time and the associate risks thereof. Failure Prediction (condition) Condition failure prediction is the prediction of asset decay and the associated risks of asset deterioration over time along with the dentification of appropriate asset strategies to manage the risks. Strategic Maintenance Planning The Strategic Maintenance Plan documents the continuing suitability, adequacy, effectiveness and efficiency of the Asset Care function by addressing formal compliance audits results, performance against KPIs, incident results, progress against previous management reviews, and plans for improvement. Reliability Engineering ; RAM analysis Reliability, Availability, Maintainability (RAM) Analysis provides organisational risk based assessments to highlight which assets are providing optimised return on investment and are being administered effectively at lowest cost. It involves understanding the concept of the three critical factors and how each affects the other. RAM can be applied at any point in the project lifecycle from concept to operation. However, it is most cost-effective at the early detailed design stage when the required operating parameters are known, equipment designs/vendors have been selected and engineering feedback from the RAM study can still be effectively and efficiently incorporated into the overall design. Asset Lifecycle Analysis Life cycle analysis involves the analysis of all costs associated with owning an asset. It is the sum of all recurring and non-recurring costs over the full life span of an asset or system. It includes the purchase price, installation cost, operating costs, maintenance and upgrade costs and the salvage value at the end of ownership or its useful life. Optimised Decision Making Optimised Decision Making is the process of identifying and prioritising projects/interventions required to manage risks at optimal timing, along with multi-criteria prioritisation based on lifecycle cost and triple-bottom-line based consequence analysis. The decision making is integrated across service disciplines and functional areas to derive the optimal project/intervention program that results in the best investment for the organization. Investment Analysis Investment Analysis refers to the evaluation framework and financial analysis used to evaluate the viability of the investments and to inform investment decision making. Investment analysis includes financial modelling and the quantification of net present value, benefit-cost ratios, risk reduction benefits, societal benefits, etc. Asset Management Plan The Asset Management Plan informs the organization of how the assets will be managed over the long term (20 years) along with a short term implementation plan (5 years). The Asset Management Plan highlights the changes in demand, service levels, and asset condition along with the risks that these pose to the organization. It quantifies the long term funding needs and constraints and explains how the funding will be prioritised between the competing needs. It provides a prioritised short term (5 year) project/intervention program for implementation. It also incorporates the asset management improvement plan, which guides the organization on the practices to improve over the short term. Subgroup: Implementation Lifecycle Design Optimisation Lifecycle Design Optimisation is the process of incorporating lifecycle analysis, maintenance strategy, and maintenance constraints into the design phase to ensure that infrastructure is designed in a manner that minimises the long term lifecycle cost of asset ownership. Operational Readiness and Commissioning Operational Readiness is a structured systemic process that is used to prepare for the project operational phase. It is used to ensure that new or modified assets or systems are able to commence operation in the desired and expected manner. It is an integrated, proactive, considered approach to projects that ensures that people are operationally ready, systems are operationally ready, and assets are operationally ready. Commissioning is an integral part of the Operational Readiness process that refers to the execution of the testing, dynamic verification and acceptance plans for the assets to ensure the asset has been delivered to the required quality and performance criteria. Equipment Standardisation Equipment Standardisation describes the continual improvement method of reducing the cost of inventory and maintenance, by reducing instances of machinery, materials or spare parts that are one-off or stand-alone compared to others in use at a site. When equipment is standardised, one suite of spare parts can be used, and training for personnel is reduced, which in turn reduces overall maintenance cost. Subgroup: Asset Care Maintenance Performance Management (KPIs) Performance metrics (KPIs) are measures of an organisation’s activities and performance and enable maintenance performance to be monitored against specific targets. Asset Strategies Asset Strategy Development is the process to ensure that appropriate maintenance activities are performed with optimum effectiveness and efficiency to allow an organisation to achieve its business objectives at the lowest asset lifecycle cost. Failure Analysis and Root Cause Mitigation Failure Analysis and Root Cause Mitigation is the identification of potential costly failures and mitigation of all possible root causes of such failures. â€Å"Apollo Root Cause Analysis† is an event-based problem solving technique widely used as a leading practice to identify failure modes and effects on the process. Failure Modes and Effects Analysis (FMEA) and Failure Modes, Effects and Criticality Analysis (FMECA) are reliability based techniques and products that can be used to solve a wide range of reliability problems. Reliability Centred Maintenance Reliability Centred Maintenance (RCM) is a process that is used to determine what sort of maintenance needs to be carried out on any physical asset with a focus on preserving its system functions, rather than preserving the equipment. RCM is a logical, structured framework for determining the optimum mix of applicable and effective maintenance activities needed to sustain the desired level of operational reliability of systems and equipment while ensuring their safe and economical operation and support. External benchmarking Benchmarking is a continuous improvement tool that is used to achieve improved performance by measuring the organisation against other organisations that are identified as exhibiting leading practice worldwide. Sustainability Sustainability is the evaluation of the environmental, economic and social impact of the assets and the extent to which the triple-bottom-line elements are incorporated in the organisation’s practices. Loss Mapping and Analysis All organisations are working to get competitive returns from their investments in assets. The complexity in plants and equipment through process automation and technology has substantially increased the number of problems that can cause production problems. To identify the source of the problems which contribute to major losses is a very important criterion to prioritise the process improvement projects. Maintenance/Operations Integration Maintenance/Operations Integration is a management principle with derivative actions, and is designed to combine the organisational functions of the Operations and Maintenance groups in order to become more effective and efficient. Integration ensures that the human resources of both departments have a clear, common and collective purpose to improve the equipment performance, and subsequently the benefits to the business. Operational Risk Analysis (compliance, contingency plan, risk management) The Operational Risk Management (ORM) process is undertaken to identify and quantify risk exposure and then develop suitable strategies, plans and procedures to maximise its upside and minimise its downside exposures. Operational Management Components Subgroup: Planning Planning Data Collection (condition, usage, risk) Planning data collection refers to the collection of information for planning purposes, which usually includes condition, usage, and risk data amongst other data. This information typically covers the entire asset group and is used to identify projects/interventions that need to be implemented over the planning horizon. Planning Information Management (condition, usage, risk, GIS) Planning Information Management refers to application of systems to manage planning information. Due to the different nature of planning and maintenance data, planning data typically does not reside is a CMMS, but rather resides within a GIS and planning database. Linkages between systems are important to allow the transfer of data for planning and analysis. Subgroup: Implementation Material and Contract Management (vendor reliability, material management) Vendor Reliability refers to the capacity and capability of a vendor (or group of vendors) to consistently supply goods and services to the client in a timely manner as per defined specifications and standards. Materials Management is the complete set of processes and procedures that are used to ensure that resources other than personnel, tools and equipment are readily available to support all maintenance activities. Subgroup: Asset Care Maintenance Information Mgmt (CMMS) Maintenance Information Management entails acquiring, organising, maintaining and retrieving maintenance information. A Computerised Maintenance Management System (CMMS) is a system to assist with the effective and efficient management of maintenance activities through the application of computer technology. It generally includes elements such as a Work Order system, as well as facilities for scheduling Routine Maintenance Tasks, and recording and storing Standard Jobs, Bills of Materials and Applications Parts Lists, and other associated features. Maintenance Identification and Prioritisation Maintenance Identification is the process of defining what needs to be done to an existing asset to either ensure it remains in a state whereby it can perform its stated function, or can be efficiently returned to such a state. Maintenance Prioritisation is the process of determining a ranking or rating for a defined amount of work, based on an objective assessment of the importance of the work, in terms of the impact failure of the asset would have. Asset Criticality can be incorporated during this prioritisation process. Preventative Maintenance (inspections, work management) Preventive Maintenance is the systematic care, servicing and inspection of equipment for the purpose of maintaining it in serviceable condition and detecting and eliminating failure modes. The ultimate goal of doing preventive maintenance is to keep the equipment running to its required function and operational standard. Work management covers all procedures that are followed to ensure that maintenance work is carried out in an efficient and effective manner. Work execution procedures are usually enacted by maintenance supervisors or coordinators and apply to work being done under the authority of properly planned and scheduled work orders. Planning and Scheduling (budgeting, short and medium-term planning, scheduling) Maintenance planning and scheduling includes the budgeting, planning and scheduling of equipment maintenance strategies to ensure that activities are performed with optimum effectiveness and efficiency. Health, Safety and Environment Health Safety and Environmental (HSE) management encompasses the systems and procedures that are adopted to reduce the risk of causing harm to people and the environment that may be associated with the way in which maintenance activities are carried out. Condition Based Maintenance Condition Based Maintenance is an equipment maintenance strategy based on measuring the condition of equipment in order to assess whether it will fail during some future period, and then taking appropriate action to avoid the consequences of that failure. The condition of equipment could be monitored using Condition Monitoring, Statistical Process Control techniques, by monitoring equipment performance, or through the use of the Human Senses. The terms Condition Based Maintenance, On-Condition Maintenance and Predictive Maintenance can be used interchangeably. Autonomous Maintenance Autonomous Maintenance refers to the management routine and minor maintenance of equipment without the need or requirement for intervention from a dedicated maintenance team. It is the running repairs and adjustments that can be performed by the operators, before, after and during the use of the machinery. To enable these tasks to be completed effectively, operators need to be trained in the types of adjustments and repairs they are expected to perform, and given a degree of ownership of the equipment. Autonomous maintenance relies heavily on training and education to be able to identify the difference between normal and abnormal operation of the equipment they are operating. Organizational Support Components Information Architecture and Business Process Information Architecture is the flow of information and defines where and whom will be updating various data fields to ensure accurate information and accountability as it flows through various systems (GIS, CMMS, etc. ) Information flow mapping and allocating responsibility for data management increases the quality of the information. Business Process mapping identifies the process of tasks and responsibilities for the implementation of key processes in the business. 17. CONCLUSION This document provides a framework for the adoption of a structured approach to implement asset management best practice within Rand Water. The document clarifies the scope of asset management, identifies a quality framework to adopt, describes the high level structure and responsibilities, defines an improvement process, and defines the asset management system components that should be developed in the improvement process to implement a whole of life asset management approach within the organisation. The implementation process required to adopt and embed asset management practices in a structured manner is described in this document and is the recommended way forward for Rand Water. Annexure A:ASSET PORTFOLIOS The following table lists a comprehensive collection of Rand Water’s Strategic Assets. The Assets of Rand Water can broadly be grouped into the following portfolios (in alphabetical order): Buildings and Property| Civil Structures| Pipelines and Servitudes| Electrical Equipment| Mechanical Equipment| Process Plants| Automation Equipment| Access control Air conditioning CarportsCCTVElectricsEngine Rooms Estates Farms Fencing Fire protection Furniture GardensHostels Houses Interior decorationIntruder detectionLandOffices Passive SecurityPavingPlant uildings SewageStoresWorkshops Encroachment | Balancing TanksBarrage structureBridgesCarbonation baysConditioning baysControl WorksCanal Engine RoomsFiltersForebayFlocculators OverflowsPlant structuresRailway sidingsReservoi rsRoadsSediment tanksSumps| Air valvesBreak pressure tanksConnectionsCulvertsDeviationsElectrolysisFlow controlIn-line filtersInner liningsIsolation valvesJunctionsMeter chambersNon-return valvesOuter coatingsPipe manufacture plantPipelinesPipeline protectionPressure controlProtectionScour chambersScour valvesServitudesSurveyTunnelsValve chambersWater hammer systemsWater lossesEncroachment| BatteriesBattery chargersCablingControl desksControl panelsDistribution boardsEarthingElectricity supplyEmergency generatorsEnergy meteringEnergy managementHarmonic filtersHydro power LightingLightning protectionLV switchgearMimicsMinisubsMotor control centresMotorsMV switchgearPower factor correctionProtectionReticulationRing main unitsSubstationsTransformersUPS’sVSD’s / soft starters| ActuatorsBlowersCompressorsConveyorsCranesCrushersDesludge bridgesDust extractionGatesPipeworkPressure vesselsPumpsValvesNon return valvesSteelworkThickenersSump pumpsVehiclesEarth moving| AmmoniaCar bonationChlorineFerric ChlorideGAC filtrationLime burningLime slakingMembraneMilk of lime dosingOzonePoly ElectrolyteRWW treatmentSand filtrationSodium hypochloriteUltra violet lightChemical supplyChemical quality| ArchestraCommunicationControl CentresControl schemesFlood controlFlow meteringHuman Machine InterfacesInstrumentation PLCScadaInsql data historiansIndustrial networks Industrial serversIndustrial softwareSW configuration controlTelemetryIntelligent control| How to cite Test, Essay examples Test Free Essays Lesson Plan Teacher: Stama Ionela Valentina School: Sc. Gimnaziala Ungureni Nr. 1, Corbii Mari Date: 14th of March 2013 Grade: 7th Level: Pre-Intermediate Course-book: Shine, Macmillan Unit lesson: ‘’Superstition and mystery’’ New lesson: First conditional (part II) Lesson type: Integrated skills Aims: 1st – to provoke Ss to use words and phrases they have been learning recently; 2nd – to practise the First Conditional; 3rd – to watch PPT presentations regarding First Conditional; 4th– to solve some worksheets using First Conditional. We will write a custom essay sample on Test or any similar topic only for you Order Now Skills: listening, reading, writing, speaking Strategies: conversation, exercise, explanation Type of interaction: Teacher-whole classgroup workteacher-groups Aids: worksheets, cards, laptop, video projector. : Stages of the lesson Activity 1 Organizing the classTeacher greets the students and asks them a few ordinary questions. Strategies: conversationSkills: speaking, listeningSs activity: Ss answerAim: provoke Ss to use phrases and words they have been learning recently. Time: 1 minute Activity 2 Warm-up- SuperstitionTeacher gives the Ss to solve a task at the Bb. Strategies: explanationSkills: reading, writing, listeningSs activity: Ss solve the taskAim: to pass to the next stage of the lessonTime: 4 minutes Activity 3 Checking previous knowledgeTeacher asks Ss what they did last time they met. Teacher asks Ss questions about First Conditional. Strategies: conversation, explanationSkills: speaking, listeningSs activity: Ss answer their teacher’s questionsAims: to provoke SS use words and phrases they have been learning recentlyTime: 5 minutes Activity 4 Practice- worksheetTeacher gives each group a worksheet to be solved. Strategies: explanation, exerciseSkills: reading, writingSs activity: Ss read and solve the worksheetAim: solve some worksheets using First ConditionalTime: 7 minutes Activity 5 PPT activityTeacher puts a PowerPoint presentation and asks Ss to solve the exercise and to write down the sentencesStrategies: explanation, exerciseSkills: listening, reading, writingSs activity: Ss read the exercise and solve itAim: practise the First ConditionalTime: 5 minutes Activity 6 DominoTeacher gives each group a set of cards and a sheet of paper and asks the Ss to solve the dominoes and write the sentences on the paper. After finishing Ss read the sentences and write a few examples at the BbStrategies: explanation, exerciseSkills: listening, reading, writingSs activity: Ss solve the domino and write the sentencesAim: to practise the First ConditionalTime: 8 minutes Activity 7 WorksheetTeacher gives the Ss a worksheet to be solvedStrategies: explanation, exerciseSkills: reading, listening, readingSs acivity: Ss solve the taskAim: to practise the First ConditionalTime: 8 minutes Activity 8 Consequence GameTeacher gives the first statement ‘’ If I meet Lucy tonight, I’ll invite her to my party. Ss activity: The groups write this at the top of a piece of paper. Each student adds a sentence. They must begin by turning the main clause of the previous sentence into the If clause of the next sentence: If I invite Lucy to my party†¦ At the end will listen all the stories. Strategies: expkanation, exerciseSkills: rading, listening, writingAim. o practise the First ConditionalTime: 8 m inutes Activity 9 Teacher appreciates students activityStrategies: explanationSkills: listening, speakingSs activity: Ss listenTime: 1 minute Activity 10 AssignmentTeacher explains Ss what they have to do fot their homeworkStrategies: explanationSkills: listeningSs activity: Ss listenTime: 2 minutes Activity 11 GreetingsTime: 1 minute How to cite Test, Essay examples

Application of Quality Of Life-Free-Samples-Myassignmenthelp.com

Question: Discuss about the application of Quality of Life in Human Resource Activities. Answer: Relevance of Quality of Life to Human Resource Management In todays competitive business world, organisations generate a competitive advantage over others by effectively managing their human resource activities. The human resource management (HRM) is referred to the system implemented by a corporation for managing its human capital. It includes functions relating to the management of human resources which concerned with recruiting, motivating and managing people in a company (Wright and McMahan, 2011). With the growing demand for skilled labour, hiring and retaining talented employees has become a key focus for HR department in companies since it provides them a competitive advantage. However, HR professionals face multiple challenges while managing human capital such as high attrition rate, lack of upward communication, job dissatisfaction, unproductive workers, disputes, lack of motivation, and others. All these factors are linked to employees quality of life in the workplace. Quality of work life is defined as a degree to which employees are able to satisfy their significant personal needs through their experience in a corporation (Koonmee et al., 2010). Employees quality of work life is substantially relevant because it directly influences their work; therefore, organisations focus on implementing strategic human resource policies for performing HRM activities such as job analysis, HR planning, training and development and maintaining health, safety and security for improving employees quality of life at the workplace. This essay will focus on analysing what factors influence the quality of life of employees and evaluating its relevance to human resource management. Further, this essay will focus on examining how the quality of work life applied to different human resource activities by analysing different examples. Quality of work life enables members at all levels in a corporation to participate in the shaping of the organisations cultures, environments, outcomes, and methods. There are a number of factors which influence the desirable quality of work life of employees such as adequate and fair compensation, opportunities for development, safe and healthy working environment, opportunities for career growth, constitutionalism, quality of work, social integration, and special relevance to work. Work is an integral part of peoples life, and it directly influences their overall quality of life. According to Yeo and Li (2011), quality of work life directly influences employees job satisfaction level and their performance. Therefore, HR department focuses on improving quality of work life of workers since it results in improving their performance as well. Employees who are satisfied with their work are more likely to perform better since work is not a burden for them. Lack of positive quality of wo rk life can negatively affect employees along with the organisation. Low quality of life results in poor morale, occasional sabotage, reduction in productivity, absenteeism, poor performance, disputes and others (Gayathiri et al., 2013). Ultimately, consequences of the low quality of work life resulted in negatively affected the organisation. Therefore, employees quality of work life is highly relevant to human resource management since it directly influences their and companys performance which require organisations to implement appropriate policies for improving employees quality of work life. While performing different HRM activities, such as job analysis, compensation management, HR practices, training and development, performance appraisal, and workplace safety, managers have to ensure that they maintain employees' quality of life. For example, during recruitment and selection process, HR managers should ensure that they hire candidates with right qualifications and select them for right position so that they did not get dissatisfied by the work and receive growth opportunities (Jackson et al., 2011). The HR managers should carefully perform job analysis process in order to ensure that they understand each aspect of the job which allows them to match them with job applicants qualifications carefully. After hiring a candidate, managers should use effective HR practices for ensuring that the employee is satisfied with his/her job. Effective HR practices directly influence the quality of work life of employees and it also positively influences the firms overall growth (Cla rke and Brooks, 2010). Each worker should receive appropriate compensation for his/her work in order to ensure that he/she is able to live a decent life and afford basic amenities. Furthermore, employees who perform excellently and exceed their targets should receive incentives for their performance. As per Equity theory of motivation, an employees output should be equal to his/her input which ensures that he/she is satisfied with his job (Bratton and Gold, 2017). Moreover, HR policies for training and development of employees also improve their quality of work life since provide them opportunities for growth and improve their lives. In recent years, organisations focus on implementing effective HR practices for positively influencing the work life of employees which improve their performance as well. For example, Google Incorporation is one of the leading firms in the technology industry, and it is able to improve its performance based on effective HR planning. The company is able to hire talented employees from worldwide because of its effective HR structure which provides facilities such as free lunch, unlimited sick leave, free tuition and training, support from supervisors, planned family vacations, and time to work on personal projects (DOnfro, 2015). These facilities assist in improving employees quality of work life at Google which also encourage employees to give their best to the organisation. Similarly, corporations can implement effective HR activities for improving employees quality of life. For example, HR managers should facilitate upward communication channels in a company which allow employees to share their feedback, issues and opinion with the top-level management which makes them feel like a part of the organisation and it establishes a positive culture in the firm (Ooi et al., 2013). The companies should also offer performance-based appraisals, bonuses and vacations to employees. Effective corporate culture that promotes positive relationships between employees and management also improve quality of work life along with the firms overall growth (Bagtasos, 2011). Therefore, it can be seen that employees quality of work life has significant relevance to human resource management since it affects a companys overall progress. The corporation can implement different HR practices for addressing the issues faced by employees in a firm which result in promoting a positive quality of work life of employees. From the above observations, it can be concluded that human resource management policies focus on managing and controlling human capital in an organisation by performing activities such as recruitment and selection, job planning, performance appraisal, compensation management, training and development, health and safety at workplace and others. The quality of work life is referred to the degree up to which an employee is able to satisfy its needs through its job. It has significant relevance in human resource management since it affects employees as well as the companys overall performance and growth. Lack of positive quality of work life hinders the performance of an employee which reduces his work quality as well. Therefore, organisations are required to implement effective HRM policies for positively influencing the quality of work life of employees. They can improve job analysis and recruitment and selection procedure to ensure that only right candidates are selected in the firm, and they are hired as per their qualifications. It provides them higher growth opportunities and improves their quality of life. Maintaining healthy and safe working environment promotion of upward communication also encourages employees to perform better. Organisations should focus on implementing effective HRM practices for improving employees quality of work life since it improves their performance and sustains the companys future growth References Bagtasos, M.R. (2011) Quality of Work Life: A Review of Literature.DLSU Business Economics Review,20(2). Available at: https://www.researchgate.net/publication/275922756_Quality_of_Work_Life_A_Review_of_Literature [Accessed 2 April 2018]. Bratton, J. and Gold, J. (2017)Human resource management: theory and practice. London: Palgrave. Available at: https://books.google.co.in/books?hl=enlr=id=SJpMDwAAQBAJoi=fndpg=PR1dq=Human+resource+management:+theory+and+practice.ots=YvPwTaA9f2sig=OkwH3trlfeQtPyLnbNsJvkUkp-4#v=onepageq=Human%20resource%20management%3A%20theory%20and%20practice.f=false [Accessed 2 April 2018]. Clarke, P.N. and Brooks, B. (2010) Quality of nursing worklife: Conceptual clarity for the future.Nursing science quarterly,23(4), pp.301-305. Available at: https://www.researchgate.net/profile/Beth_Brooks3/publication/46427484_Quality_of_Nursing_Worklife_Conceptual_Clarity_for_the_Future/links/54a6b7ca0cf267bdb909e38e.pdf [Accessed 2 April 2018]. DOnfro, J. (2015) An Inside Look at Google's Best Employee Perks. [Online] Inc. Available at: https://www.inc.com/business-insider/best-google-benefits.html [Accessed 30 March 2018]. Gayathiri, R., Ramakrishnan, L., Babatunde, S.A., Banerjee, A. and Islam, M.Z. (2013) Quality of work lifeLinkage with job satisfaction and performance.International Journal of Business and Management Invention,2(1), pp.1-8. Available at: https://pdfs.semanticscholar.org/5ab4/1a9b14b5e3c791ae5d6da4dba9be3cfef9e5.pdf [Accessed 2 April 2018]. Jackson, S.E., Renwick, D.W., Jabbour, C.J. and Muller-Camen, M. (2011) State-of-the-art and future directions for green human resource management: Introduction to the special issue.German Journal of Human Resource Management,25(2), pp.99-116. Available at: https://www.econstor.eu/bitstream/10419/71002/1/737597178.pdf [Accessed 2 April 2018]. Koonmee, K., Singhapakdi, A., Virakul, B. and Lee, D.J. (2010) Ethics institutionalization, quality of work life, and employee job-related outcomes: A survey of human resource managers in Thailand.Journal of business research,63(1), pp.20-26. Available at: https://pdfs.semanticscholar.org/63d0/3d44e60de27f0897afd47ff240906a9480fe.pdf [Accessed 2 April 2018]. Ooi, K.B., Lee, V.H., Chong, A.Y.L. and Lin, B. (2013) Does TQM improve employees quality of work life? Empirical evidence from Malaysia's manufacturing firms.Production Planning Control,24(1), pp.72-89. Available at: https://www.tandfonline.com/doi/abs/10.1080/09537287.2011.599344?journalCode=tppc20 [Accessed 2 April 2018]. Wright, P.M. and McMahan, G.C. (2011) Exploring human capital: putting humanback into strategic human resource management.Human Resource Management Journal,21(2), pp.93-104. Available at: https://s3.amazonaws.com/academia.edu.documents/41256177/Exploring_human_capital_Putting_human_ba20160115-14845-158upc0.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3AExpires=1522653277Signature=6I5iZJvNMCv9qlWmGEemO3knG%2FM%3Dresponse-content-disposition=inline%3B%20filename%3DExploring_human_capital_putting_human_ba.pdf [Accessed 2 April 2018]. Yeo, R.K. and Li, J. (2011) Working out the quality of work life: A career development perspective with insights for human resource management.Human resource management international digest,19(3), pp.39-45. Available at: https://www.emeraldinsight.com/doi/abs/10.1108/09670731111125952 [Accessed 2 April 2018].

Road Rage The Scourge Of AmericaS Roadways Essays - Road Safety

Road Rage: The Scourge Of America'S Roadways Matchmaker.com: Sign up now for a free trial. Date Smarter! Road Rage: The Scourge Of America'S Roadways Topic: Road Rage General Purpose: To convince Specific Purpose: To convince the audience to combat "road rage" by increasing driver awareness Thesis Statement: "Road rage" caused by aggressive driving tendencies is a growing epidemic affecting today's roadways, but there is a solution. Ethos: Include myself in my statements. Pathos: Audience should feel horrified at the consequences of road rage. Logos: Cite statistics and research resources. Introduction I. How many of you have ever been in a motor vehicle? Did you know that "motor vehicle crashes are the leading cause of death among Americans 1-37 years old." With the largest % being our age group. (Insurance Institute for Highway Safety) II. Many traffic accidents could have been easily prevented if not for the angry menace called road rage. Road rage caused by aggressive driving tendencies is a growing epidemic affecting today's roadways, but there is a solution. Transition 1: As you can see road rage is a serious problem that could potentially affect us all. But many of us have different ideas of the scope of road rage. Body I. You can better combat "road rage" by understanding what it is... A. Road rage or aggressive driving is defined as behavior behind the wheel in which furious drivers lose their temper and engage in risk-taking behavior or attempt to injure or kill another driver or pedestrian over minor traffic disputes. (Dr. Leon James, Professor of Psychology at the University of Hawaii, further defines road rage by breaking it down into three types) 1. Verbal Road Rage is composed of behaviors such as yelling, swearing, gesturing, honking, and insulting. 2. Quiet Road Rage includes complaining, rushing, competing, and resisting. 3. Epic Road Rage includes cutting off, blocking, chasing, fighting, and shooting. B. You all are thinking that we've all done some of those things, but no one really gets hurt. You can be sure that's exactly what Tracie Alfieri and Narkey Terry also thought. 1. According to a June 2, Newsweek article, Tracie Alfieri became enraged by the manner in which Rene Andrews pulled into her lane. Alfieri tried to pass Andrews on the right then cut in front and hit the brakes causing Andrews to swerve into a stopped tractor resulting in the loss of Andrews' 6 month old unborn child. Tracie Alfieri was convicted this May of vehicular manslaughter and sentenced to 18 months in prison. (Newsweek) 2. In the most commonly cited incident of road rage, which ended in three deaths: Narkey Terry and Billy Canipe became involved in a game of cat and mouse because Canipe was moving too slowly in the left lane. The chase continued at 80 mph for 7 miles in morning rush hour Washington DC traffic until Terry collided with Canipe sending flying metal everywhere. Canipe spun out of control into oncoming traffic killing an approaching George Smythe; Canipe was also killed. The rear axle of Canipe's car flew over the median strip and hit the windshield of Nancy McBrien, killing her instantly. Narkey Terry who had two prior speeding convictions was convicted of two counts of involuntary manslaughter and given 10 1/2 years in prison, which is beyond the Federal guidelines. (Reader's Digest) Transition 2: Even with these alarming examples of highway disaster, many of you still feel removed from the ever growing epidemic of road rage. II. The AAA Foundation for Traffic Safety says there is no one profile of an aggressive driver. Many have histories of violence, criminal records or have recently suffered emotional setbacks. The growing numbers of incidents on our roadways are being attributed to people like us, successful men and women with no prior problems. A. A few Statistics on how highway related deaths and aggressive driving are linked. 1. U.S. News reports that the number of aggressive driving incidents have risen by 51% since 1990. (U.S. News) 2. A National Highway Traffic Safety Administration study shows that the number of highway deaths has increased 7% in the last 4 years and that 2/3 of these were caused by aggressive driving behavior. (National Highway Traffic Safety Administration) 3. But "in a national survey by the Insurance Institute for Highway Safety 3/4 of 543 drivers questioned thought their driving skills were above average." (U.S. News) B. Aggressive driving affects us all. 1. "A recent study conducted by the AAA Foundation found that nearly 90% of us have experienced an aggressive driving incident in the past twelve months." (The Subcommittee on Surface Transportation) 2. Are you a safe driver or a crash waiting to happen? Please take a moment to read this Driver Self-Evaluation from the Citizens

Exercise Testing Protocols Essay Example

Exercise Testing Protocols Essay Example Exercise Testing Protocols Essay Exercise Testing Protocols Essay Different exercise protocols prompt different physiological mechanisms before VO2max. This investigation aims to analyse and compare four different tests, both constant load and incremental, in order to determine the most valid and accurate for assessing VO2max. Ten subjects completed four different maximal VO2max tests over a four-week period, with various physiological variables being recorded immediately prior to volitional exhaustion (VO2, RER, lactate and HR).Mean scores for each variable for each test were compared to conclude that in contradiction to current literature, the incremental treadmill test did not elicit the highest VO2, but the incremental cycle ergometer test. Exercise economy and lactate build up were two variables having major implications upon the validity of the four protocols. It is probable that none of the four tests presented a totally accurate VO2max. Several flaws were noted in the data collection procedure and extension studies should be used to support the conclusions drawn.Introduction This investigation involves the comparison of four different exercise tests and their validation in providing quantitative results of VO2max. The tests involved are the: constant load cycle-ergometer test; incremental cycle-ergometer test; multi-stage fitness test and the incremental treadmill test. These tests are all very common in clinical and field fitness testing, therefore the conclusions drawn from this investigation will have direct, practical implications and applications to real world sport.During periods of exercise Hill and Lupton (1923) noted that subjects require additional oxygen to compensate for the additional ATP production and hydrolysis, in relation to rest. They also noted that a plateau occurs in the rate of oxygen consumption (VO2) even though exercise intensity increases, leading them to the assumption that there is a maximal rate of oxygen consumption and utilisation, or VO2max. Hill and Lupton (1924) concluded that circulatory and pulmonary systems being unable to provide sufficient O2 to mitochondria caused VO2max.Later work by Saltin and Strange (1992) supports this view. During regular exercise it is improbable that VO2max will be achieved and so the highest rate of O2 consumption recorded during exercise is known as VO2peak. More contemporary research by Tim Noakes (1996) contradicts Hill and Luptons (1923) theory. He claims that a plateau in VO2 does not always occur, and so he believes a linear relationship between exercise intensity and VO2 is more accurate. Noakes would argue that muscular/peripheral factors are to blame for any incidents of plateau, and that VO2 is not limited.He believes the functions of muscles simply prevent VO2 from increasing further, and therefore VO2max does not exist. The discrediting of Hill and Luptons work by Noakes is based upon the view that Hill only demonstrated experiments that illustrated a plateau and that he did not supply enough experimental evidence to support the theory of the VO2 plateau. The debate between the causes of VO2max as being central/circulatory or peripheral/muscular is generally weighted towards the central argument.According to Wagner (1992), the O2 supply to mitochondria is dependent upon the diffusion gradient, and with Honig et al (1992) proving that the surface area of mitochondria is five hundred times that of the capillaries, the diffusion gradient supports Hill and Luptons theory of circulatory limits to VO2. The more recent beliefs of Noakes are widely criticised by many existing physiologists who claim that Noakes based his ideas on the work of Myers et al (1990) who said that only thirty three percent o f subjects showed a plateau when tested, and that Myers et al only used six subjects, and so it is in fact Noakes work that is unsupported.Froelicher et al (1974) have conducted studies showing variable percentages of subjects actually eliciting a VO2 plateau during exercise, which would support Myers et al (1990). Froelicher et al however, attributed the variances to the protocols used, rather than the inexistence of VO2max, contradicting Myers et al, and moreover, Noakes. Noakes used the absence of a plateau in many cases to promote the idea that VO2 is not limited and would continue to increase with exercise intensity if muscular function did not prevent subjects from continued exercise.Rowell (1986) provides evidence to discredit Noakes by claiming that a plateau is not the only determinant of VO2max, and that Noakes has neglected other physiological indicators that would suggest a maximal VO2. BASES (1997) published a criterion to act as a checklist to aid physiologists in the identification of VO2max. The criterion comprises of: a plateau in VO2; a final respiratory exchange ratio (RER) 1. 15; a final heart rate within 10bpm of predicted maximum; post-exercise blood lactate concentration 8mmol/l; subject fatigue or volitional exhaustion and finally a perceived exertion rating of 19 or greater on a 6-20 Borg Scale.VO2max is often regarded as the most important aspect of fitness due to its benefit to such a wide variety of sports and exercises. Demarie et al (2000) stated that the percentage of VO2max maintained during training is linked to the rate at which physiological adaptations occur. Therefore, the accurate calculation of maximal oxygen uptake is essential for the applied use of designing the most effective training programme to benefit individual athletes.There are many different tests employed by exercise physiologists, sports coaches and physical trainers to assess VO2max in athletes, but as earlier references to the work of Froelicher et al (1 974) illustrates, the protocol for testing VO2max can often influence the results obtained, and whether VO2max or VO2peak is represented. Therefore it is essential that valid and accurate tests be used when assessing VO2max, if the results are to have any reliable and practical function or relevance. This investigation involves the comparison of four exercise tests, each designed to provide accurate VO2max values.The comparison is of validity and therefore, by definition, do the results obtained actually reflect VO2max or are they influenced by physiological responses at high intensity exercise. Research into the physiological demands of these tests and into previous studies involving these tests, is therefore, quite pertinent to this study. Although all tests used in this investigation have the same objective, there are two types of test employed, incremental and constant load, and for each there are different strengths and weaknesses in terms of validity.Incremental tests, accordi ng to Kuipers et al (2003), have a weakness in that stage duration can influence the results. Long stage duration can lead to premature fatigue and volitional exhaustion before VO2max (Crouter et al (2001), therefore, results show VO2peak and are invalid. However Kuipers et al (2003) also say that stage durations between one and six minutes do not influence VO2 plateau and so the tests in this investigation, all of which remain in this time frame, should be immune to such influences.The notion of differences in VO2max values elicited by different tests, is confirmed by Basset and Boulay (2003), who proved that incremental treadmill tests provide significantly higher values than incremental cycle-ergometer tests. Suggesting that cycle-ergometer tests do not accurately reflect VO2max, but reflect VO2peak, hence there could be debate over the validity of VO2max values obtained from them. Kirchoff and Sill (1967) compliment these thoughts with studies providing similar results. Crouter et als (2001) research on premature fatigue could explain this trend.The demands of cycle-ergometer tests are focused entirely on the legs and so lactate build up is concentrated there, hence fatigue of the legs may precede VO2max. Hawley et al (1992) claimed that in their study involving cycle-ergometer tests, 63% of subjects did not reach VO2 plateau due to premature fatigue and volitional exhaustion, caused by acidosis in the legs. Premature volitional exhaustion could also be an invalidating factor of the MSFT, proposed by Leger and Lambert (1982) and developed by Ramsbottom et al (1988).This test comprises of 20m shuttle runs being completed at a gradually increasing pace, set by an audiotape. Several shuttles are completed before a verbal cue from the tape alerts subjects of progression to an increased intensity stage of several more shuttles. With verbal cues preceding the next increment, it has been recognised that subjects do not run until absolute exhaustion, instead many discontinue at a pre-determined target or at the end of a level to avoid the next increment (Wilkinson et al 1998).If such behaviour should lead to sub-optimal performance, then VO2max values translated from the test are not truthful and therefore invalid. This is a predictive VO2max test, which by definition introduces some doubt to the reliability of the test, coupled with sub-optimal performance, the results become unreliable. Another variable of the tests that could influence the value of VO2max obtained is exercise economy (Costill et al 1971).During treadmill exercise, Pokan et al (1995) noticed that mechanical or neuromuscular constraints led to the flattening of tidal volume and maximal pulmonary ventilation as a result of exercise economy. The MSFT will probably be the most affected by exercise economy variances because the ergometers used in the other tests somewhat inhibit inter-subject economy variances, enhancing reliability. This investigation will provide an in-depth discussion into the validity of four VO2max tests.There is ongoing debate in exercise physiological circles into the exact causes of VO2max and the results from this investigation could provide support for the arguments proposed by Hill (1923) or those by Noakes (1995). This study could possibly have an indirect influence on the conclusion of this debate. More practical applications of this test relate to the development of fitness-programmes, which can be dependent upon accurate fitness testing methods. More accurate programmes designed from this research could lead to advancements in the fitness of individual athletes and therefore athletic performance.

Bipolar Disorder Role of Nursing Profession in Care

Bipolar Disorder Role of Nursing Profession in Care With the increasing incidence and prevalence of mental disabilities like bipolar disorders in Australia (Geller. B, DelBello. M, 2008). the nursing profession will have to attain the knowledge and skills required to care for individuals who have bipolar disorder via a multidisciplinary approach across all nursing settings; acute care, aged care, specialist mental health and community settings. The World Health Organization (WHO) defines disability as â€Å"The inability to engage in any substantial, gainful activity by reason of any medically determinable physical or mental impairment which can be expected to result in death, or has lasted or can be expected to last for a continuous period of not less than 12 months† (World Health Organization, 2010). The term disability is such a broad term, where generally an individual suffering from a disability is known to suffer either mentally or physically. Bipolar disorder is a mental disorder that affects an individual’s psyc hological or behavioural patterns and is known to have a long-term affect upon an individual. The Australian Psychology Society, a leader in providing information in regards to mental health issues to the public, defines â€Å"Bipolar disorder, previously known as manic depression, [as] a mental illness that seriously affects the way a person acts, thinks and feels. It is generally characterised by a cycle of mood swings between elation and depression, varying from mild to extreme. Extreme elation is called ‘mania’ † (The Australian Psychology Society, 2010). Bipolar is the sixth leading cause of disability among illnesses and is associated with both high mortality and morbidity costs (Geller. B, DelBello. M, 2008). It affects one in fifty Australians, where gender and age characteristics do not influence the disorder to predominantly affect one of these specific groups (Better Health Channel, 2010). There are a range of factors that contribute to the disorder, w here genetics, biology, lifestyle and environmental factors can all play a role in the development of the disorder (The Australian Psychology Society, 2010). Some of which are explored below: Although the underlying mechanisms have not been extensively researched and proven, research has identified that there is a strong genetic predisposition (Better Health Channel, 2010). Research has shown that â€Å"relatives of people suffering from bipolar illness are 10 to 20 times more likely to develop either depression or manic-depressive illness than the general population† (Bipolar Genetics Collaboration, 2005). One biological theory that has originated suggests that â€Å"brain chemicals (neurotransmitters) that help regulate mood, called serotonin and nor-epinephrine are thrown out of balance†, therefore it can trigger and cause an episode of mania followed by depression (Better Health Channel, 2010). Research has shown that environmental factors can also have an impact o n an individual’s susceptibility of developing the disorder. Some evidence suggests that â€Å"this disorder varies seasonally, with mania being more common in spring and depression more prevalent in winter† (The Australian Psychology Society, 2010). Other literature suggests that childhood trauma can contribute to an individual obtaining bipolar disorder (Etain et al, 2008). Lifestyle factors can also exacerbate bipolar disorder and cause an individual to be more susceptible to developing it later in life. Bipolar disorder events of mania and depression can be triggered by the stressors in one’s life where each individual has their own triggers for such events (The Australian Psychology Society, 2010)

Case project analysis Assignment Example | Topics and Well Written Essays - 2500 words

Case project analysis - Assignment Example Thus, taking consideration of these aspects, the report will mostly remain focused towards assessing the statistical data and the types of renewable energy generation plans undertaken by the 27 EU Member States. It will also elaborate the predictions made by the member states till the period of 2020. Eventually, the new technological implementation will require subsequent planning and investment. Thus, this report will also comprise of a planned ‘work breakdown structure (WBS)’ which will assist the project managers and the contractors in accomplishing the project within the provided deadlines. Project deliverability has always been considered as one of the most crucial aspects of project management. It involves the systematic accomplishment of each and every planned stage of the project in an effective manner. The process also gets accompanied by appropriate structuring and engagement of strategic measures by taking help of the various management tools. The necessity of tallying the attained outcomes with perceived project objectives also forms a crucial of the overall management process. Taking consideration of the guidelines mentioned within the European Commission Call for Tenders ENER/C1/504-2009, the stages of this project has been carefully planned (Prestemon, 2011). A brief summary of the deliverables associated with the renewable energy project have been detailed below. Financial planning can be considered as a crucial factor in accomplishing large scale projects due to the fact that they are time bound and completely rely on the availability of resources. Moreover, the successful accomplishment of the project also depends on the performance and the experience levels of the contracting team. Appropriate use of project financial budgeting tools can also be considered as a crucial deliverable for the undertaken contracts

Choose a case study organisation. Make an evaluation of the reward Essay

Choose a case study organisation. Make an evaluation of the reward implementation problem. Offer recommendations that are logical, viable and scheduled. Offer some costings - Essay Example As for the social factors, issues such as immigration, emigration, and poverty are bound to surface. Employment relations in this context refer to the business relationship between employer and the worker(s). Perkins & White (2011) argue that it plays an important role in the motivation of the employees, building the organization’s reputation; ensuring that there is efficiency in the operations; and maximization of output or production and profit margins (Rose, 2008). There are two main approaches to employment relation. Wilkinson &Townsend (2011) elaborates that these approaches are through either collective bargaining or individual bargaining. Individual bargaining is a situation where the employees individually negotiate about working conditions and remunerations with the employers while in the collective bargaining approach they use trade unions to negotiate on their behalf. There is an emerging trend in the workforce that tends to make it flexible. Firms are increasingly employing the technique of employing part time workers or temporary workers instead of permanent workers (Daniels, 2008). This flexibility is perceived to be cheap as it enables companies to meet the demand of consumers and reduces cost of training. However, its disadvantages are lack of security and effective communication. Workers can influence the operations of businesses through the concept of employee participation and industrial democracy. Employee participation encompasses scenario where decisions made by organizations involve the inputs of the employee while industrial democracy entails the modalities workers can incorporate to influence decisions. In any organizations, disputes and conflicts are bound to surface. It is the modalities that companies or firms adopt that play a key role in providing remedy to the disputes/conflicts. In most cases these disputes emanate from issues such as the working,

History of the Fornication Pants Essay Example for Free

History of the Fornication Pants Essay Jeans today are much more than a simple item of clothing; they are a staple, a comfort and an identity. They are not a piece of clothing that is unique to one culture or society; jeans are jeans no matter where you are. Jeans have transcended nationality, race and even war, and yet they are still one of the most ordinary parts of our lives. What many people take for granted is that Jeans have become such a part of their everyday lives that they never stop to think about where they come from, and what they have done for people. Jeans had a humble beginning, a colourful and influential life and have a bright future. They are a part of North American history and culture and have defined many people’s lives. Cotton denim started being produced in North America in the eighteenth century and with the American cotton industry came slave labour. Plantation owners relied on slaves to keep prices down, and in 1860 there were almost four million slaves in the southern United States. (Kyi p.10) Denim got its name from a French fabric woven of silk and wool. The fabric was made in Nimes, France, and as a result it was dubbed â€Å"serge de Nimes†, but when the fabric began being stocked in English stores, it was shortened to â€Å"deNimes† or â€Å"denim†. (Sullivan p.12) At the time, denim was the strongest fabric and was even thought to have been the fabric of choice for the sails of the ships that Christopher Columbus sailed to the New World. (Sullivan p.14) Jean manufacturers buying denim from mills requested dark blue cloth rather than the pale beige offered as it was a colour that would show less dirt and wear. So denim cloth began to be dyed using indigo, but because of the time needed to make the dye it was one of the most expensive dyes in the world. That changed in the 1880’s, when a German scientist by the name of Johann von Baeyer discovered a way to create the same colour in a lab. The colour blue was now much more accessible and cheaper to achieve using the new synthetic indigo dye. (Kyi p.10) There are two Jean companies that played a major part in the production and distribution of the pants at the end of the 19th century and the beginning of the 20th century, Levi Strauss Co. and Lee Company. Levi Strauss was born Loeb Strauss in 1829 in Bavaria. After immigrating to the San Francisco, he opened up a whole sale business selling high quality fabrics. He struck it rich during the California gold rush in the 1860’s, but not by finding gold, but by selling his heavy duty work pants. (Kyi p.15) Around the same time in Nevada, a tailor named Jacob Davis, an immigrant from Latvia, was trying to figure out how to make his work pants stronger. Miners were constantly ripping the seams of their denim work pants. Finally while in his barn Davis realised that the copper rivets that were used to reinforce the seams of horse blankets could be used to reinforce pants as well. (Kyi p.18) His pants were a hit, so he contacted his denim supplier, Levi Strauss, to see if he would consider going into business with him and help him purchase a patent. Strauss was convinced and the two applied for a patent in 1873. This was the birth of blue jeans, although they were not called jeans yet. They were still being called high waist overalls or waist overalls. (Kyi p.21) The first cloth called â€Å"jean† was made in Genoa, Italy, and was worn by sailors. In Italian, Genoa is pronounced â€Å"Genes†, but Strauss did not use the Italian fabric and his pants were not worn by sailors so he never used the term â€Å"jeans†. It was not until years after his death that Levi Strauss Co. Began using the word. (Contini p.158) It did not take long for the riveted jeans to catch on, and production began to soar and Strauss invited Davis to move to San Francisco, where the two hired dozens of seamstresses to work in their new factories. To distinguish which pants were his and to demonstrate how strong they were, Strauss had a leather label designed for the back waistband, that showed a pair of jeans tied between two draft horses going in opposite directions. The horses were trying to rip the jeans apart, but the fabric was too strong. The label worked so well that for decades the jeans were known as the Two-Horse brand. (Kyi p.23) In the 1890’s a pair of Levi Strauss’ jeans cost about one dollar US, about the equivalent of twenty dollars US today, which was enough to make Strauss rich. (Sullivan p.18) When he died in 1902, his company was left in the care of his three nephews, who were eager continue the company’s success, but they were facing competition. The patent on riveted pants expired in 1891, and in the early 20th century, a new clothing manufacturer appeared, Henry David Lee. Lee opened H.D. Lee Mercantile Company in Kansas City in 1899, selling fabric and furniture. Soon he opened up his own factory and began producing what would today be recognized as overalls. (Kyi p.25) He then came up with the idea to sew a denim shirt onto a pair of jeans to form a denim coverall. The Lee Union-All was first marketed to men who loved cars as it could be worn over other clothes to keep them clean. In 1913 it was popular with farmers, engineers, and factory workers, and soon became available for women and children. When the American Army was preparing to join WWI, thousands of Lee Union-Alls were ordered for the soldiers as they were found to be more durable than any other clothing. (Kyi p.26) In 1926, the Lee Company revolutionized jeans, by putting a zipper in place of the buttons in the fly to â€Å"ease access†. During the depression Lee Company managed to convince people that Lee jeans would last twice as long as other pants, making them a good investment. The Company even opened up a new factory in 1936. (Kyi p.31) During WWII, wartime rationing led to shortages of blue jeans, and owning them became a status symbol. At that time jeans were only available in North America, but when soldiers set sail for Europe and Asia, jeans were introduced to the rest of the world. (Kyi p.35) For women working in factories during the war, jeans or coveralls with a bandanna became their dress code, partly because of the famous portrait of Rosie the Riveter proclaiming â€Å"We Can Do It† while wearing a denim shirt. (Sullivan p.70) After the war, the young soldiers who came home became the first teen rebels. They no longer wanted coveralls but pants that fitted snugly around the waist more suited to motorcycle riding than farming. (Kyi p.39) This developed a style that was popularized by Hollywood and stars such as James Dean in Rebel without a Cause. (Sullivan p.92) Marilyn Monroe began wearing hip-hugging jeans that became popular for women in the 1950’s, making jeans sexy for women as well as men. (Sullivan p.96) Jeans were now something that you could wear while hanging out with your friends; they were no longer just for working on the farm or in a factory. Parents began to worry that their children were running wild, and jeans were banned in US schools and in churches in England. (Kyi p.41) It seemed as though Brigham Young could see into the future when in the 1830’s he called jeans the â€Å"fornication pant†, appalled at the button fly. (Sullivan p.9) Denim had left behind its army reputation and had become the newest style trend. Hollywood stars such as Marilyn Monroe and Bridget Bardot began wearing them for press appearances and parties, and that’s when the worldwide love affair with denim began. (Sullivan p. 98) Jeans are now a staple of pretty much everyone’s wardrobe in the 21st century. No matter what ethnicity or social class, everyone wears jeans. You see them on movie stars, your teachers, Presidents and Princes, and when you see news footage of a peace rally in Israel; the protestors are wearing jeans. They now come in over 200 sizes and countless styles and washes, with some made for wear on the farm and others perfect for a date on a Friday night. In the 19th century a pair of Levi’s would set a buyer back about $1.50 US, but today the sky is the limit. Jeans vary in price (for adults) from around $20 US at Wal-Mart to a pair of diamond and gold studded jeans that were sold in 2001 in Italy for $500,000 US. (Kyi p.13) Light wash or dark wash, boot cut or flare, diamond studded or embroidered, jeans are jeans, and are a North American icon. Jeans are one of the only pieces of clothing that have survived over ten decade’s worth of styles, and have always looked pretty much the same, and will be around for many more years to come. Works Cited 1.Kyi, Tanya Lloyd. The Blue Jean Book: The Story behind the Seams. New York, New York: Annick Press, 2007. 2.Sullivan, James. Jeans: A Cultural History of an American Icon. New York, New York: Gotham Books, 2006. 3.Contini, Mila. 5000 Years of Fashion. Secaucus, New Jersey: Chartwell Books, Inc., 1977.

Jeffersonian Democratic Republicans :: History

  Ã‚  Ã‚  Ã‚  Ã‚  The Jeffersonian Democratic Republicans were characterized as strict constructionists. Which explains why they wanted the United States to be controlled by the states, not a central government.   Ã‚  Ã‚  Ã‚  Ã‚  On August thirteenth eighteen hundred, Thomas Jefferson addressed the nation to let individual know that The United States was much too large to have a central government to direct the affairs of the nation. Meaning that we have the need of state officials and not just the national leaders. Therefore, we have independent states to handle the events and laws within the boundaries of each state. Although at the international level we are as one United Nation.   Ã‚  Ã‚  Ã‚  Ã‚  On January twenty-third eighteen o eight, Jefferson informed Samuel Miller, who was a Presbyterian minister that the United States government could not interfere with a citizen’s religious beliefs. According to what was written in the first Amendment of the Bill of Rights â€Å" Congress shall make no law respecting an establishment of religion.† This became effective on December fifteenth seventeen ninety-one. There was nothing that can make one participate in religious exercises.   Ã‚  Ã‚  Ã‚  Ã‚  The cartoon illustrates the embargo of eighteen o eight and was confusing to the citizens. Because it was stated as the â€Å"Ograbme†   Ã‚  Ã‚  Ã‚  Ã‚  On December ninth eighteen fourteen, Daniel Webster a federalist from New Hampshire, gave a speech to the House of Representatives. His speech addressed the draft. Webster argued that it was not right to â€Å"take children away from their parents, and parents from their children. Jeffersonian Democratic Republicans :: History   Ã‚  Ã‚  Ã‚  Ã‚  The Jeffersonian Democratic Republicans were characterized as strict constructionists. Which explains why they wanted the United States to be controlled by the states, not a central government.   Ã‚  Ã‚  Ã‚  Ã‚  On August thirteenth eighteen hundred, Thomas Jefferson addressed the nation to let individual know that The United States was much too large to have a central government to direct the affairs of the nation. Meaning that we have the need of state officials and not just the national leaders. Therefore, we have independent states to handle the events and laws within the boundaries of each state. Although at the international level we are as one United Nation.   Ã‚  Ã‚  Ã‚  Ã‚  On January twenty-third eighteen o eight, Jefferson informed Samuel Miller, who was a Presbyterian minister that the United States government could not interfere with a citizen’s religious beliefs. According to what was written in the first Amendment of the Bill of Rights â€Å" Congress shall make no law respecting an establishment of religion.† This became effective on December fifteenth seventeen ninety-one. There was nothing that can make one participate in religious exercises.   Ã‚  Ã‚  Ã‚  Ã‚  The cartoon illustrates the embargo of eighteen o eight and was confusing to the citizens. Because it was stated as the â€Å"Ograbme†   Ã‚  Ã‚  Ã‚  Ã‚  On December ninth eighteen fourteen, Daniel Webster a federalist from New Hampshire, gave a speech to the House of Representatives. His speech addressed the draft. Webster argued that it was not right to â€Å"take children away from their parents, and parents from their children.

Divorce Essay

The Beginning of the End Growing up I always believed divorce was the worst mistake a couple could make. Now that I am older I now have a different view on divorce. My parents divorced when I was seventeen years old, and since going through this experience I view divorce differently. Although most people think of divorce as a negative thing, I think sometimes it turns out to be the best decision for everyone involved. When I was a little girl all I would hear from people is how divorce was wrong and couples should always work out their differences.My parents would always assure me that â€Å"no matter how much we fight, we will never get a divorce†. As the years went on things started changing in my parent’s relationship and we saw their marriage starting to dissolve. My sister and I could see that they were no longer the happily married couple they had been for the past 25 years. Eventually my father’s personality started to change, and he no longer was interest ed in family activities or spending quality time with my sister and I. He was not the dad we had known our whole lives. After realizing his behavioral changes he finally went to go see a professional.After a few sessions with the doctor and many counseling sessions with my mom, my dad was diagnosed with depression. We had already seen first hand what depression could do to a marriage, as his parents had gotten divorced after my dad’s mother was diagnosed with depression. As time went by I saw my father’s depression taking a toll on my mother’s happiness and her daily attitude. I wanted both of my parents to be happy, but was that too much to ask of them to stay together? I knew my father had changed and was not the same man my mom had fallen in love with 25 years earlier.My dad was no longer the fun, ambitious, adventurous guy my mom had met back in college. Instead my dad was bitter, had frequent outburst, and a constant negative outlook on life. When my parent s finally reached the decision to divorce my family knew it was going to be a tough road ahead. Although my sister and I were upset we knew it was for the best, it was just going to take some adjusting. Luckily the divorce was very civil and my parents are still able to maintain a peaceful relationship for the sake of my sister and I. We both know my parents love us and that the divorce had nothing to do with anything we had done.My dad has since gotten help and my sister and I visit him often. He is getting back to the fun, loving, kind man we all knew him to be. Unfortunately, my dad waited to late to make changes in his life to save his marriage. Today, my parents are both in healthy relationships with other people. My sister and I enjoy spending time with both families and feel blessed these new people are in our lives. I had a very negative view on marriage when my parents told me they were divorcing, but since that time I feel not everyone gets divorced and marriage takes a lo t of work.Although the divorce was hard to swallow, it is good to see both of my parents happy again. Now that my parent’s divorce is final everyone seems to be more peaceful and happy with their lives. I am not saying divorce is the right decision for everyone, but I am saying depending on the situation sometimes it is the best choice. I have learned through my experience not to judge others that are divorced because everyone’s situation is different. I feel my parents made the right decision for our family and I am a stronger, and happier person as a result.