Millerite Movement in the Second Great Awakening of American History

The Millerite Movement happened in the context of this nation’s Second Great Awakening: a religious revival that carried the country into reform movements. The Second Great Awakening had its start in Connecticut in the 1790s and grew to its height in the 1830s to 1840s. [1] During this time in the United States history, churches experienced a more complete freedom from governmental control which opened the doors of opportunity to a great spiritual awakening in the American people. [2] This awakening focused on areas of both religious and social issues of that era which were important to the religious movements and the nation as a whole.The Second Great Awakening was driven by these issues which included an increase in the evils associated with the recent rise of industry and a lack of the political ideals of freedom of choice. On the social front, the Second Great Awakening rose up to combat these matters and to promote temperance in lifestyle and more equality among people. T he religious aspect emphasized the importance of the soon second coming and that everyone had a chance at salvation. In order to evaluate the Millerite Movement, it is important to look at the general religious and social movements of the Second Great Awakening.Out of this period arose many new religions and the growth of other preexisting religions. Some of the prominent new religions included the Mormons, the Shakers, and the Millerite Movement which later evolved into Adventism. Presbyterians, Episcopalians, Baptists, and particularly the Methodists all saw immense growth in membership. Each of these groups had the following beliefs in common: the rejection of Calvinism and the soon second coming of Christ. Calvinists believed in predestination and this was the target of rejection by the Second Great Awakening.People were awakened to the notion that everyone had a chance to receive salvation and that it was not predetermined. [3] The Shakers and other more prominent protestant fa iths also believed strongly in the equality of social status, the level of education available, and gender, particularly in the area of voting. [4] Also common to these religious groups was the practice of temperance. At the heart of the Second Great Awakening was Charles Grandison Finney. He was a lawyer who became a Presbyterian minister and believed that since we ould choose to sin, we could also choose to abstain from sin. This idea that men and women could take charge of their spiritual future encouraged groups to band together to rid their society of evils that cursed this young American country. The American Temperance Society formed to avoid consumption of any alcoholic beverages. Before this time, it was suggested that people drink in moderation, however, many people, especially isolated farmers, drank heavily. Once the Awakening hit the nation, people rose up against alcohol abuse and formed the temperance movement. [5]The fundamental theology of the Second Great Awakening can be summed up in the following points: salvation came by choice and not predestination, Christ was coming soon, the push for equality and to live temperate lives free from sin. The Millerite movement began with a man named William Miller. He was a farmer and an atheist until a miracle directed his interests to the bible and prophecy. His calling and beginning was not unlike that of Joseph Smith of the Mormons or Mother Ann of the Shakers and many other reformers. He grew up in less than desirable conditions which shaped him for his future. [6] He felt called directly by God. God directed the mind of William Miller to the prophecies and gave him great light upon the book of Revelation. †[7] Since William Miller and the Millerites focused so heavily on the second coming, little is said about their other beliefs or how they grew in context of the Second Great Awakening. It is very clear that they held an Anti-Calvinist view as they were eager to share with everyone the news o f Christ’s soon coming and that they all must get ready. This would imply they believed that all could have a chance and salvation and were not predestined with not choice about their eternal outcome.The Millerite Movement is best known for its prediction of Christ’s coming to be 1843 and later revised to October 22, 1844. The very core of this movement was the anticipation for the soon coming of Christ. They were not the only group to look forward to this event but it became of paramount interest to the Millerites, as they had a set date for Christ’s second return. [8] As the Second Great Awakening grew more mindful of Christ’s second coming, so did the Millerite Movement. The story of William Miller is one which climaxes in his desire to share about Christ’s immediate return and the Great Disappointment.The result is the Adventist church we have today. The Seventh-day Adventist Church today still reflects the roots it had in the Second Great Awak ening. The founding principles that the Millerites discovered as they broke away from the mainstream Christianity of their time, are still a part of what we believe today. The Adventist faith holds that anyone who comes to Christ is a new creation and can find salvation. [9] There is no predestination and once saved does not assure that we are always saved. But no matter what, anyone can come to God for His gift of salvation. [10]Just like the second coming of Christ was an important part of the Second Great Awakening and a key foundation of the Millerite Movement, Adventists have in their name the hope of His soon return. The root of our name Adventist is advent which refers to the arrival of a notable person. It is still a belief of great import. We refer to the second coming as our blessed hope in reference to 2nd Thessalonians. As Adventists, we believe in a certain, literal, and soon second coming of Jesus. [11] The Adventist faith is unique in the degree to which it upholds th e importance of temperance.It is important to keep our bodies holy as they are the temple of the Holy Spirit. Adventists, like the Christians of the Second Great Awakening discourage drinking or using drugs at any point in ones life. We also take into consideration the Levitical laws on health and hygiene. Adventist encourage exercise and healthy eating. Many adventists are lacto-ovo vegetarians which means the avoidance of animal products with the exception of dairy. Ellen G. White, the church’s prophet, encourages a completely vegan diet for optimum health. [12] BIBLIOGRAPHY 1. Boyer, Paul S.. Chapter 10. † In The enduring vision: a history of the American people. 7th ed. Boston: Houghton Mifflin, 2004. 232-236. 2. Foner, Eric. â€Å"market revolution. † American History. http://www. americanhistory. abc-clio. com (accessed November 15, 2012). 3. Smith, Timothy Lawrence. Revivalism and social reform; American Protestantism on the eve of the Civil War. New York: Harper & Row, 19651957. 4. White, Ellen Gould Harmon. â€Å"An American Reformer. † In The Great Controversy. DeLand, Florida. : Laymen for Religious Liberty Inc. , 1990. 317. 5. White, Ellen Gould Harmon.Early writings of Mrs. White Experience and views, and Spiritual gifts, volume one.. 2d ed. Battle Creek, Mich. : Review and Herald, 1882. 6. Dick, Everett Newfon, and Gary Land. William Miller and the Advent crisis, 1831-1844. Berrien Springs, Mich. : Andrews University Press, 1994. 7. â€Å"2 Corinthians. † In The Holy Bible. Glasgow [Scotland: Collins Publishers, 1989. 8. Seventh-day Adventists believe: a Biblical exposition of 27 fundamental doctrines.. Washington, DC: Ministerial Association, General Conference of Seventh-day Adventists, 1988. 332-347 9. Stoia, Joseph P.. Seventh-Day Adventist Health Message. † SDADA Home Page. http://www. sdada. org/sdahealth. htm (accessed November 19, 2012). ———————â€⠀œ [1] Boyer, Paul S.. â€Å"Chapter 10. † In The enduring vision: a history of the American people. 7th ed. Boston: Houghton Mifflin, 2004. 232-235. [2] Foner, Eric. â€Å"market revolution. † American History. http://www. americanhistory. abc-clio. com (accessed November 15, 2012). [3] Boyer, Paul S.. â€Å"Chapter 10. † In The enduring vision: a history of the American people. 7th ed. Boston: Houghton Mifflin, 2004. 233-235. [4] Smith, Timothy Lawrence.Revivalism and social reform; American Protestantism on the eve of the Civil War. New York: Harper & Row, 19651957. [5] Boyer, Paul S.. â€Å"Chapter 10. † In The enduring vision: a history of the American people. 7th ed. Boston: Houghton Mifflin, 2004. 235-236. [6] White, Ellen Gould Harmon. â€Å"An American Reformer. † In The Great Controversy. DeLand, Florida. : Laymen for Religious Liberty Inc. , 1990. 317. [7] White, Ellen Gould Harmon. Early writings of Mrs. White Experience and views, and Spiritual gifts, volume one.. 2d ed. Battle Creek, Mich. : Review and Herald, 1882. 8] Dick, Everett Newfon, and Gary Land. William Miller and the Advent crisis, 1831-1844. Berrien Springs, Mich. : Andrews University Press, 1994. [9] â€Å"2 Corinthians. † In The Holy Bible. Glasgow [Scotland: Collins Publishers, 1989. [10] Seventh-day Adventists believe: a Biblical exposition of 27 fundamental doctrines.. Washington, DC: Ministerial Association, General Conference of Seventh-day Adventists, 1988. 332-347 [11] Ibid [12] Stoia, Joseph P.. â€Å"Seventh-Day Adventist Health Message. † SDADA Home Page. http://www. sdada. org/sdahealth. htm (accessed November 19, 2012).

Data and Assumption on New Technology Innovation Essay

Yesterday at the stroke of midnight a series of tragic events came to a closing when Othello, Venice’s most eminent and respected Moorish general, killed himself in his wife’s bedchamber after smothering the young belle–none other than Venice’s coveted Desdemona–with a pillow. According to several witnesses of the bloody suicide, the mentally tormented general was under the notion that Desdemona had been illicitly tupping his first-in-command, Michael Cassio, a lie fed to him by the ironically misnamed â€Å"Honest Iago.† Iago, the villain responsible for the murder of his own wife as well as a Venetian gentleman, has been taken by Cyprian officials for questioning and possible torture. However, it is known that he orchestrated a plan to create conflict between General Othello and Lieutenant Cassio surrounding Desdemona that he hoped would result in the death of both Cassio and the lady. Witnesses to the blood bath describe the scene gravely and painfully. â€Å"I walked into the room and there was Othello, with his wife Desdemona slain on the bed. It was really shocking. Her face was very pale, and though she was evidently dead, it seemed she was trying to say something,† says Gratiano. Another witness describes Othello’s suicide with great distress. â€Å"He was very calm, but there was a wondrous rage in his face, like a monster. I had never seen him like that before. He took his sword and drove it into his chest before anyone could stop him.† The only survivor of the discord is Lieutenant Cassio, who suffered a major injury in his leg from Iago’s sword. When asked whether he was ever involved with lady Desdemona, Cassio responded, â€Å"We were dear friends, and it pains me greatly that she is gone. But we never shared more than the touching of hands or a brief brush on the shoulder. As for the man who caused this, I will see to it that he pays for his cruelty with his own suffering.† A funeral will be held in three days near the town square. Mourners are welcome, including former suitors of Desdemona. Michael Cassio asks that all that attend bring memorabilia of the lost ones such as locks of hair, clothing, letters, or embroidered handkerchiefs.

Learnings from Goal

SBM, NMIMS, MUMBAI Goal by Eliyahu M. Goldratt: Learnings Assignment Submitted by: Triparna Chakravorty (E013) Shalini Chhabra (E014) Shirshendu Datta (E015) Darshi Dixit (E016) Abhishek Gambhir (E017) Shivam Garg (E018) 2013 Submitted to: Prof. Pradeep Owalekar, NMIMS, Mumbai MANAGING BUSINESS OPERATIONS Goal by Eliyahu M. Goldratt: Learnings Table of Contents â€Å"Bowl and Stick† Game Description †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Analogy with a production set up †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Defining Dependency and Variability †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Statistical fluctuations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 Statistical fluctuation in the Bowl & Stick game †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Relation between dependent events and Statistical fluctuations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Effect of statistical fluctuations on Inventory levels †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Implications of statistical fluctuations for organizations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Challenges that statistical fluctuations present in front of organizations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 How to make more reliable predictions about projects? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 How to improve the development process itself? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Perils of high statis tical fluctuations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Poor Turnover †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 High Costs †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Carrying Costs†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Loss or Damage †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Shifts in Demand †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Strategic Planning Time †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Lost Sales†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Higher Expenses †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Obsolete Merchandise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Concept of Balanced Plant †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Impact of Dependency and Variability on Balanced Plants †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Unbalanced Processes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Fastest to slowest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Slowest to fastest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 0 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Randomly distributed capacity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Developing a balanced and synchronized plant†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 0 To design a process with the minimum idle time and maximum through put †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 2|Page Goal by Eliyahu M. Goldratt: Learnings â€Å"Bowl and Stick† Game Description The bowl and stick game highlights the importance of statistical fluctuations in a process with dependent events and its impact on throughput of the process. Mr. Alex Rogo, the protagonist of the book â€Å"Goal† invents a game wherein there are five bowls on a table and some match sticks.Each bowl is given to a kid who has to manage it. Now every child has to move a number of matchsticks through each of the bowls in succession. The number of sticks each child can move will be determined by the number that tu rns up on a dice that the child has to throw before moving the sticks. For example if a child gets a three upon throwing the dice, he can move at most three sticks ahead. Hence each bowl will move sticks which will fluctuate between one and six based on the number that turns up on the die. Depending on the average number of sticks passed through by each bowl, the average output of the entire process varies.During the course of the game, ? Matches represent the inventory or work in process. ? Bowls represent the different workstations ? Dice is used to determine the Statistical fluctuations Alex reserved a standard quota of 3. 5 which he arrived at by calculating the average of those six numbers on the dice. In order to measure statistical fluctuations, Alex recorded the number appearing on the dice each time the boys threw dice and recorded deviation from the 3. 5 quota. Every player of the game started from zero. If the roll of the die is 4, 5 or 6, then respective gains of 0. 5, 1 . 5 or 2. 5 are recorded.If the outcome from the throw of die comes out to be 1, 2, 3 respective gains of -2. 5, -1. 5 or -0. 5 are recorded. The deviations were taken to be cumulative wherein if somebody recorded a gain of say 2. 5, his starting point on the next turn will be 2. 5 and not zero. According to a mathematical principle, the fluctuations of the variable down the line will fluctuate around the maximum deviation established in the preceding operation. Analogy with a production set up The Bowl and stick game models a simple production process where material is processed sequentially through several workstations.In a typical manufacturing setup, several independent production lines with several workstations exist. An operator usually runs one workstation. A similar setup with six workstations is illustrated in the figure below. Except for the first workstation, each workstation maintains work-in-process inventory. The first workstation takes material from raw material store s, processes the material, and passes it to the work-in-process inventory storage area for station two. Workshop station two eventually 3|Page Goal by Eliyahu M. Goldratt: Learnings processes and moves the material to station three, etc.When a unit of material has been processed by the last workstation, it becomes the system output. Raw materials Station 1 Station 2 Station 3 Station 3 Finished Goods In the game, the roll of a dice is used to simulate actual production capacity of each individual workstation. The potential cycle capacity of the process varies from one to six units, with an average of 3. 5 units. Each child is allowed to process (move) the number of match sticks determined by the roll of the dice, subject to the availability of work-in -process inventory at that station at the beginning of the cycle.No child is permitted to use sticks that were not available at the station at the beginning of the day – those units become part of the next cycle? s work queue. T hus, it often happened that an individual workstation (Bowl in this case) was not able to produce to its capability due to a lack of available materials. The bowls here represent work stations of a manufacturing unit or an organisation and the matches represent production output as well as work in process inventory. Rolling of a die helps to simulate the statistical fluctuations (variation) in performance at each work station or operation.The bowls are set up as a production line representing dependent events where each operation has the same capacity, i. e. , six products per day with a range of variation from one to six. Rolling of the die and determining how many matches to move from one bowl to the next represents one cycle of production run. Each operation is dependent on the upstream operation for input. For e. g. if a scout rolls a five, he can only move four from his bowl if there are only four available to him from the previous bowl (upstream operation) in the process.The p revious operation hence becomes the bottleneck operation. If another player downstream rolls less than a four, then he becomes the bottleneck. Rolling the die several times in sequence represents several cycles of production runs and each time the bottleneck nearly always appears at a different operation or scout. Demonstration through „Bowl and Stick? game is to show that where each operation in a sequence of dependent events has the same amount of capacity (a balanced plant), the variation and dependent events will cause the bottleneck to move from operation to operation, i. . , floating bottlenecks occur. Hence it is difficult for Manager to determine where the bottleneck will show up next and manage the system. 4|Page Goal by Eliyahu M. Goldratt: Learnings Defining Dependency and Variability Dependency is said to exist when certain operations or activities cannot begin until certain other operations or activities have been completed, whereas variability is manifested in th e form of random events and statistical fluctuations. Random events are those events that occur at irregular intervals and have a disruptive effect on the process.Statistical fluctuation refers to the idea that all processes are characterized by some degree of inherent variability. Dependency is manifested in the dice game by the requirement that units of sticks cannot be moved by a workstation until first being passed by all previous workstations. Variability is manifested by the different numbers that may occur when the dice are rolled. Statistical fluctuations Statistical fluctuations occur when one is unable to precisely predict events and quantities and which can only be specified within a certain range.The book gives very good illustrations to explain this principle – Alex and Jonah were sitting in a restaurant and Jonah says that they are able to precisely predict the capacity of the restaurant by counting the available seats. While on the other hand, they are unable t o predict how long the waiter will need to fulfil their order. This uncertainty is referred to as statistical fluctuations. Even if one gets fairly accurate estimates for each stage in the development project, it is still possible, and quite probable, that a project will come in later than expected due to the effects of statistical variation.Statistical fluctuation in the Bowl & Stick game In stick and bowl game Every time the dice is rolled, a random number is generated that is predictable only within a certain range, specifically numbers one to six on each die. This is an example of statistical fluctuations. Relation between dependent events and Statistical fluctuations Dependent events are processes that must first take place before other ones can begin, For example a product has to be assembled before it can be transported.The relation between the statistical fluctuations and the dependent events is expressed as â€Å"Maximum deviation of a preceding operation becomes the start ing point of a subsequent operation. † 5|Page Goal by Eliyahu M. Goldratt: Learnings Effect of statistical fluctuations on Inventory levels The Author predicted that on an average in each round the throughput (No. of matches coming out of the final bowl) should be 3. 5, which is the average of all the possibilities that is, 1 to 6. But after he carried out the experiment 10 times he found that the throughput was significantly lower (21) instead of 35 as predicted.As the process goes on it can be seen that the forecasted throughput is never reached. This happened as the six sided die was causing the variance (statistical fluctuations) by changing the production capacity of each of the stages. Thus, due to the relation between dependent events and Statistical fluctuation each time some step in the process was working as a bottleneck for the capacity of the whole process meaning many sticks were stuck in the intermediate bowls. Hence, statistical fluctuations increase the invento ry (stock) of the system. Implications of statistical fluctuations for organizationsThis in organization setup means: ? The system wastes money by stocking excess inventory that is not immediately converted to throughput, yet raises operational expense in the form of carrying cost. ? Some areas have lower capacity than others and in turn work as a bottleneck for the whole system. In General, Running areas of the factory that have higher capacities will not increase the overall throughput of the system. The measure that the increase is inventory, as the factory produces parts that cannot be assembled into finished goods that will ultimately result into sales until the area of lowest capacity produces enough parts.Inventory is an investment of money and thus subtracts from the bottom-line. Keeping large amounts of inventory is not desirable, because warehouse space is costly. Challenges that statistical fluctuations present in front of organizations How to make more reliable predictio ns about projects? This is one of the major challenges an organization faces. Statistical fluctuations hinder the management to accurately predict the output they can produce as they are unable to gauge the maximum potential of each station.Due to the fluctuations they end up getting lower throughput than predicted which ultimately leads in the late delivery of the orders. 6|Page Goal by Eliyahu M. Goldratt: Learnings How to improve the development process itself? Due to statistical fluctuations, an unregulated development process will be slower than the slowest of the process steps. Therefore, it is impossible to accurately estimate the time required by adding together the time estimates for individual process steps and thus it is difficult to improve the development process. Perils of high statistical fluctuationsOne of the outcomes of high statistical fluctuations is excess inventory. The major disadvantages of the same are: Poor Turnover Companies typically want to produce or ma intain only enough inventories to meet immediate demands and to avoid stock outs. When companies have excessive amounts of inventory, they are generally not selling enough to prevent inventory build-up. This is not a good situation as businesses need to turn over inventory efficiently to maintain reasonably high profit margins and to avoid the costs and other disadvantages that come with high levels of inventory. High CostsCarrying excess inventory has significant costs. One of the highest costs for many companies is financing the purchase and holding of inventory. Also, the more inventories you hold, the more you have to spend on labour to manage it, space to hold it, and in some cases, insurance to protect against its loss or damage. Physically counting and monitoring the levels of inventory you hold also takes time and has costs. Carrying Costs Low inventory turnover can result in higher carrying costs. Inventory needs to be stored, handled and insured, all of which represent cos ts to the business.Stored inventory is also susceptible to shrinkage, which is loss due to occurrences like damage and theft. As with obsolete merchandise, carrying a large volume of slow-moving products also results in lost opportunities due to not being having the storage space for more rapidly turning items. Loss or Damage Related to the high costs of high inventory, some inventory can also go bad after a certain amount of time and go to waste. When retailers buy excess inventory of perishable food items, for instance, they may have to throw out inventory that spoils or becomes rotten.When you carry high inventory, you also have greater exposure to lost or damaged product. Thieves have more products to choose from and you have greater potential for product to turn up missing or broken when you count inventory. 7|Page Goal by Eliyahu M. Goldratt: Learnings Shifts in Demand Another disadvantage of keeping a large amount inventory on hand is that certain goods might not sell due to shifts in market demand. For example, a clothing store that stocks too many tank tops during the summer may find tself unable to get rid of the tank tops before fall. During the fall, consumers might demand different types of clothing, like T -shirts or sweatshirts, leaving the company with a large quantity of goods on hand that simply take up space. Strategic Planning Time Company leaders typically have to spend more time in strategic planning meetings when the company has high inventory levels. Management must figure out how to communicate with suppliers, how to improve ordering processes or how to increase market demand to reduce the high levels of inventory.This problem takes away from the ability of these managers to focus on other proactive or more important strategic decisions to move the company forward. Dealing with inventory problems is a more reactive strategy to resolve the issue at hand. On the other end of spectrum is the problem that arises due to inventory levels get ting too low are: Lost Sales If inventory turns over too quickly, it could negatively affect sales. Merchants may elect to limit the variety of products they carry to prevent a backlog of inventory and keep goods moving through the operation.While merchants might quickly sell the stock they have on hand, they may have difficulty keeping shelves full or may not offer a broad enough selection to meet customer needs. Customers who cannot find what they're looking for or are not impressed with the product mix will look elsewhere and may not return to the establishment. Higher Expenses Merchants who purchase in small quantities to keep inventory turnover high typically incur greater costs. They may not be eligible for volume discounts or special deals available to those who buy in bulk.Transportation costs may also be higher, as manufacturers and distributors often charge higher shipping prices for small orders. In some cases, merchants may have to resort to expensive express delivery me thods to prevent out-of-stock situations. Merchants may need to place orders more frequently, resulting in greater processing expenses. Obsolete Merchandise In operations where inventory turnover is low, merchants run the risk of being stuck with merchandise that becomes unsalable due to obsolescence. This can be a major problem in industries where consumer tastes constantly change or technology rapidly evolves.Carrying obsolete merchandise means the merchant may not have adequate storage space to carry items currently in demand, resulting in lost sales. The merchant may have to resort to selling the merchandise at greatly reduced prices, which reduces its profits. 8|Page Goal by Eliyahu M. Goldratt: Learnings When allocating time for each activity project managers and planners often introduce buffer times. These buffer times might be small numbers for each activity that might be added to guard against statistical fluctuations that normally occur in each activity.While these numbers are small they add up over the entire project activities to a significant time frame. When the workers realize that they have the necessary time built in as buffers they are more likely to push out the start of the job and concentrate their efforts on other task at hand. Concept of Balanced Plant One of the learnings from the bowl and stick game is that dependency and variability will combine to degrade overall plant performance. Several balanced plant models has been proposed to test the hypothesis that increasing (decreasing) levels of dependency and variability will increasingly degrade (improve) plant performance.A balanced plant requires that every workstation have identical capacity. In the context of the game every workstation will have an average capacity of 3. 5 units of matchsticks. Impact of Dependency and Variability on Balanced Plants After understanding the basic dice game setup, the key learning is that in the long run the average number of units of output a plant sh ould be able to produce in every cycle is the mean of the range of outputs that each station can produce which is 3. 5 units in the game.But the plant may not actually achieve the theoretically expected results because of the variations that occur in the output of each workstation which may disturb the balance of the plant. Unbalanced Processes In virtually all processes, the capacities of the various workstations are unbalanced. Goldratt initially developed the production dice game to illustrate the combined effects of dependency and variability on flow processes. Moreover, he combines insights derived from the basic production dice game to provide the foundation for understanding the dynamics in unbalanced plants.Statistical fluctuations disturb the balance of plant which in turn leads to increase in work in process inventory. 9|Page Goal by Eliyahu M. Goldratt: Learnings In The Goal, Goldratt describes three general unbalanced models which are described as follows: Fastest to slo west This occurs when the workstations are arranged according to the fastest producing to the slowest producing. In this model, the first worker transfers the highest output, the second worker lesser, and so on.The average cycle capacities for all the workstations are in order. Result: High output and high inventory Slowest to fastest In this model, the workstations are distributed in order of increasing capacity. That is, the first worker receives transfers the smallest output, the second worker transfers a higher output and so on. Result: low inventory Randomly distributed capacity In this model, different workstations producing at different capacities are randomly distributed in the process line. Result: High output and high

Report Research Paper Example | Topics and Well Written Essays - 1750 words

Report - Research Paper Example The company targets young fun loving men and women. It also focuses towards people who love to travel. Gandys has very young target market. Customers of Grandys are generally very simple and believe in hanging around here and there. The organization has very modern target market. Customers of Grandys want comfortable and stylish products from the company. Young informal people are main targets for the company. People who believe in low cost, stylish products generally associate themselves with the brand. In 2013 Gandys did celebrity endorsement for their Tokyo Red product. Richard Branson founder of Virgin Atlantic and other staffs of the airline celebrated International Flip Flop day. All of them were wearing Tokyo Red. After this endorsement the product name was changed and new name of the product became Necker Red. The targeting strategy was very successful. Richard Branson is a very different business man. He is very much charismatic and informal in nature. Characteristics of the celebrity were very much suitable with the brand images of the company. People around the world have high respect for Richard Branson. Grandys intentionally selected him to influence large number of informal youth. Some customers do not like red colour. But celebrity like Richard Branson can easily break that mental barrier of customers. Over all the strategy was very successful and after that sale of the product increased a lot. The success of the strategy was very vast. Other products of the company a lso took benefit out of this celebrity endorsement strategy. Gandys Peacock Blue product can be repositioned with the help of a strategic collaboration with Serge Denimes. It is a London based fashion brand. It has very urban image in the market. Designs of the company are very creative and stylish. It will be a good combination of both creative rope style and urban design. It will create a refined image in the mind of urban customers.

Sustainable development for Iraqi oil and gas in the light of Dissertation

Sustainable development for Iraqi oil and gas in the light of international law with particular reference to Kurdistan region - Dissertation Example Chapter two describes the process of the evolution of the concept of sustainable development from the 1972 Conference on the Human Environment in Stockholm, where the first United Nations Environmental Program (UNEP) has been created, to the today’s more comprehensive and profound understanding of sustainable development as a â€Å"specific call to prioritize improvements in the well-being of the very worst-off now and in the future† (Paul 2008: p.579). Nowadays strong sustainability development of non-renewable resources, which oil and gas resources are relating to, implies that such resources should be recognised as a specific form of natural capital, and should not be exhausted for short-term benefits only (Ayres et al. 1998: p.4). In addition, chapter two gives an overview of the philosophical and theoretical dimensions of the sustainable development. This overview, made on the basis of the existing academic and professional literature, provides useful information r egarding the research in hand and helps to define the ways and concepts of reaching sustainable development in the oil and gas industry through different perspectives. ... l extent, they help to realise a process of shift from a policy of the development of environment without regard to possible negative consequences, to a political culture, which takes into consideration all current and future needs and interests of governments, communities and individuals. Chapter three views these principles in relation to the sustainable development of petroleum resources, in particular. It is emphasised that sustainable use of petroleum resources requires taking into account the criticality of these resources, the availability of technologies that intend to minimise depletion and the likelihood of other resources or technologies that can substitute for petroleum resources (WCED 1987: The Concept of Sustainable Development, Para.12). In other words, the principles of sustainable development are considered in this chapter so that they should be used to prevent â€Å"resource-use activities and projects by actors from within and outside the State† (Bottriell & French 2005: p.5). Chapter four â€Å"Strategic issues of the sustainable development of Iraqi oil and gas† explores the constitutional and legal strategies for the sustainable development of Iraqi oil and gas industry. The general assumption underlying the investigation within this chapter is that the national strategies should address the concept of sustainable development, complying with the international environmental law, on the one hand, and dealing with specific issues related to national and regional environmental legislations, on the other hand (Boer et al. 1998: p.1-3; Bosselmann 2008: p.145-148). Besides, at the national level, it is considered that the concept of sustainable development should be addressed both from the perspective of regulations related to particular environmental

Engaging Parents in Their Children's Early Learning Essay

Engaging Parents in Their Children's Early Learning - Essay Example clude parents’ socioeconomic status, education level and living conditions, which have direct bearing on a child’s early learning activities and outcomes. Nonetheless, more important than the above factors is the quality of a child’s home learning environment. Although parents may not have achieved a lot educationally and might be living in disadvantaged environment and circumstance, their regular engagement in their children’s early learning activities has rather tremendous effect in stretching children’s mind and attitudes. Consequent to the positive attitudes, children’s learning progress and development would be enhanced (Desforges, 2003). In fact, children growing up under the care of parents that ensure strong home-learning environments have been shown to be ahead in social and intellectual development by the age of three compared to those in weak home-learning environment. Research reports further show that this trend continues through to age ten. The latest research findings show that the positive impacts of parental involvement in children’s early learning cut across all socioeconomic and ethnic groups and levels of parental involvement. However, the impact of parental involvement has been found to be more profound on the learning achievements of children of the primary age range. In fact, to this age range, the variation in school quality has less impact on early learning compared to parental involvement (Whalley, 2001). Among the aspects of children’s early learning that parental involvement positively impacts on are skills, knowledge, and intellectual simulation at home and at school. With the right parental involvement and contribution, children would be able to learn and copy constructive attitudes towards learning and develop strong... From this paper it is clear that  parents may not have achieved a lot educationally and might be living in disadvantaged environment and circumstance, their regular engagement in their children’s early learning activities has rather tremendous effect in stretching children’s mind and attitudes. Consequent to the positive attitudes, children’s learning progress and development would be enhanced.This essay discusses that  the latest research findings show that the positive impacts of parental involvement in children’s early learning cut across all socioeconomic and ethnic groups and levels of parental involvement. However, the impact of parental involvement has been found to be more profound on the learning achievements of children of the primary age range. In fact, to this age range, the variation in school quality has less impact on early learning compared to parental involvement. Among the aspects of children’s early learning that parental invo lvement positively impacts on are skills, knowledge, and intellectual simulation at home and at school. With the right parental involvement and contribution, children would be able to learn and copy constructive attitudes towards learning and develop strong self-images as good and fast learners. Parental involvement in children’s early learning may also encompass guardians and older siblings providing children with one-to-one attention by keenly listening to their words and questions and giving replies that focus on extending children’s thoughts.

Disaster communications Essay Example | Topics and Well Written Essays - 250 words

Disaster communications - Essay Example Consequently, the soviets were quick to react and sent two fighters so that they can intercept the intruding plane. After dialogues between fighter pilots and soviet control, the fighters were able to locate the Korean plane quickly and attempted to contact the pilot of the passenger plane. However, after failing to get a feedback from the pilot, one of the fighters lost patience and fired a missile to the plane, making it to plummet into the Sea of Japan, leaving 269 people dead (Grier, 2013). This is a clear illustration of how poor communication can result to severe damages such as death and destruction of equipment. The incident claimed innocent lives due to poor communication. A single action that would have prevented this occurrence was swift responding. The pilot of the Korean plane would have responded to the soviet fighters because he was aware that he was flying on unauthorized space. In the event that he had communicated adequately, the fighters would have allowed the pilot to use the Russian space. Conclusively, implementation of proper communication is possible and prevents occurrence of similar incidents in