Origins Of The British East India Company History Essay

Origins Of The British East India Company History Essay The British East India Company was most likely a successful period in the British domains history. It was responsible for the invasion of the Indian subcontinent, which turned out to be the empires leading supplier of profits, beside Malaya. The Company was responsible for the overthrow of Hong Kong and other immediate Asian countries; it was liable for creating Britains Asian empire. It began as a joint-stock company of traders and investors which was granted a Royal charter by Queen Elizabeth 1 to trade with the East. The original name of the corporation when it was first formed was Governor and Company of Merchants of London Trading into the East Indies (Landow). They joined together to generate money importing spices from South Asia. James Lancaster was in charge of the 1st company voyage in 1601 that sailed around the coast of South Africa and across the Indian Ocean, arriving back in London in 1603 with ships filled with pepper. In the 1600s, pepper was the most significant part of the British East India Companys commerce. The group established its first Asian factory in Bantam and it was here that the English were able to expand into other parts of Asia (The [British East India] Company Story). Market at Bantam was multicultural because of other merchants from Arab, Turkey, Iran, and China trading products from their own nations. The Company had woolen cloth and silver, but Asian traders favored Indian textiles which were good quality; therefore, it had to uncover ways to attain fabrics from India. In 1611, after failed attempt to enter into agreement with Mughal Emperor, Jahangir, the British East India Company enquired King James 1 to send a representative. The ambassador was to negotiate with the Mughal Emperor to allow the company to establish a factory in his region. The Mughal territory included northern and central India and it was rich in merchandises that would profit the Company. Final agreements were reached in 1615 that allowed the corporation to start a base. It sent Indian textiles to the market at Bantam [from Surat] (The [British East India] Company Story). This led the group to become the major trading business over the French, Dutch, and Portuguese trading companies in the Indian subcontinent. India had great proficient dyers and weavers that created cloth that went in demand throughout Asia and England. The Company by 1690 had trading centers (known as factories) all along the West and East of India (The [British East India] Company Story). For instance, major bases were located at Calcutta and Bombay. London was also an essential trading base where goods were imported, exported and transferred from one country to another. The British East India Company was allowed by the Chinese to trade at Canton in 1699. The Company purchased products like tea and silk from China, in return of silver. England began to worry that too much silver was being used to pay for the tea; as a result, the British East India Company started to grow Opium in India to pay to the Chinese. By 1750, Indian silks, cottons and calicoes formed 60 percent of the Company (The [British East India] Company Story). Throughout this time, the Mughal Empire was subsiding. Provincial states began to emerge and they were controlled by local leaders who in conflict with each other. British East India Company became active in power and politics; it started to expand territories. Thus, using the divide and rule tactic. The Companys challenges with foreign rivals led it to build military and administrative departments, thereby becoming an imperial power in its own right (Landow). When Nawab of Bengal took the settlement at Calcutta in 1757, the British East India Company recaptured the colony at the Battle of Plassey and it took charge of the whole Bengal. According to the British Library, the Company assumed the Diwan of Bengal. A business which was established for the purpose of trade, was now responsible for the civil, judicial, and revenue administration of Indias richest province, with some 20 million inhabitants (The [British East India] Company Story). As the British East India Company became wealthy from land taxes and profits of trade, more Indians experienced famines and died. Many individuals were dispossessed of their land, andlocal industries [crippled] (The [British East India] Company Story). This resulted in reduced labor and decrease in profits. The managers of the company tried to prevent liquidation by begging Parliament for financial help. Since the French and Indian War was expensive for the British, King George 111 wanted to tax and regain control over the American colonies. The King together with his government made up a strategy to give the struggling East India Company a monopoly on the importation of tea to America (The Boston Tea Party, 1773). This led to the passing of the Tea Act of 1773. It gave the Company sovereignty in controlling trade in America. The American colonists after hearing of the tax, they argued that even though the price had gone down, the king had no right to levy without cause. Reduced tea price decrease the profits of the local merchants. It triggered the Boston Tea Party of 1773. The British administration became concerned about the companys capability to regulate its regions. According to the British Library, in 1783, the government decided to make Calcutta the center [rule] under a new Governor-General. Warren Hastings was the first to be appointed to the position. Authority was now falling into the hands of the British government. The British East India Companys trade was limited to China by 1813. However, it was abolished in 1833. The company struggled to survive until there was a rebellion in Bengal by the Indian troops which worked for the company in 1857. The Indian troops were also known as the Sepoys. It finally went out of existence in 1873 (Landow). In the course of its reign, the British East India Company created trade across the Middle East and Asia. It regulated its own regions and played a role in influencing the American Revolution. The companys products were the source of the Boston Tea Party in colonial America.

Food Production: Using Lean Manufacturing Principles

Food Production: Using Lean Manufacturing Principles The main objective of the factories was to achieve high economic growth. The improvement in productivity has become need of food industry to take the competitive advantage of global market. The big problem or challenge to food industry is identifying the wastes and meet the market price by maintaining a good profit. The only solution is to reduce total production cost. Lean manufacturing is systematic approach to identify and eliminate the waste through continues improvements. This paper discusses how the production principles of lean manufacturing can be applied in food production to increased production efficiency and improvement productivity and quality. This paper first presents the lean concept and presents the implementation of lean manufacturing system on some organization. Three main factors that food production factories fear, poor and tacky quality, increase of production cost, increase in lead time. Production improvements should be based on the improvements of processes as well as operation. Problems can appear in any of the basic elements that constitute the production area. (Materials, workers, machines and tools, energy, methods, product). So I focus on lean manufacturing the program can help to improve in this area. Problem Statement Why and how companies should implement lean manufacturing in food production ? 1.3 Importance of the study The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 1.4 Research Questions When organizations implement lean manufacturing, it is more likely to make positive on food production? 1.5 Research Approach The data collected in this research was stemmed from previous published articles. And present a successful example from companies will be achieved good results after implement lean manufacturing program. The main target of this paper is to be applied as guideline to food production companies in Egypt. II. Literature Review: 2.1 History of Lean Manufacturing. Many of the concepts in LM or lean production originate from the Toyota Production System (TPS) and have been implemented progressively throughout Toyotas operations starting in the 1950s. In 1980s Toyota had increasingly become famous for the efficiency with which it had implemented Just-In-Time (JIT) manufacturing systems. Now, Toyota is often considered one of the most efficacious and influential manufacturing companies in the world and the company that put the standard for best practices in LM. LM has increasingly been applied by leading manufacturing companies throughout the world, lead by the major automobile manufactures and their equipment suppliers. Lean Manufacturing is becoming an increasingly significant topic for manufacturing companies in developed countries as they try to find procedure to compete more effectively versus competition from Asia. 2.2 Lean Manufacturing. Lean Manufacturing is a set of tools and methodologies that aims for the continuous elimination of all waste in the production process. The main benefits of this are lower production costs; increased output and minimum production lead times. Some of the goals include: Utilization of equipment and area Use equipment and manufacturing area more efficiently by eradicating bottlenecks and maximizing the rate of production though existing equipment, while reducing machine downtime. Defects and wastes Reduce defects and unnecessary physical wastage, including surplus use of raw material inputs, preventable defects, and costs associated with reprocessing defective items and dispensable product characteristics which are not required by customers. Flexibility Have the ability to produce a more elastic range of products with minimum changeover costs and changeover time. Labor productivity Improve labor productivity, both by reducing the inactive time of workers and ensuring that when workers are working, they are using their effort as productively as possible Output Insofar as reduced cycle times, increased labor productivity and removal of bottlenecks and machine downtime can be completed, companies can generally significantly increase output from their existing facilities. Inventory levels Minimize inventory levels at all steps of production, particularly works-in-progress between production steps. Lower inventories also mean lower working capital requirements. Cycle Times Reduce manufacturing lead times and production cycle times by reducing waiting times between processing stages, as well as process preparation times and product. Most of these benefits lead to lower unit production costs for example, more effective use of equipment and space leads to lower depreciation costs per unit produced, more effective use of labor results in lower labor costs per unit produced and lower defects lead to lower cost of goods sold. 2.3 The Five Lean Principles The critical beginning point when changing a traditional production line into a Lean process is the determination of value from the customers points of view, which is significant as the goal of the Lean process is a line where every activity adds a specified customer value to the product. Having identified the value of products, the second step is to identify and map the value stream in the production line. Value stream mapping refers to the mapping of a products route and is explained in more detail further. The third principle is the connection of value creating activities in a continuous flow process. Every dilemma or batch and queue process must be avoided to obtain an uninterrupted flow throughout the production. The ideal production Flow is drawn on a map, and existing procedures changed and equipment relocated to reflect this. The fourth principle is not to produce anything upstream unless it is needed downstream. The principle is in contrast to batch and queue procedures, as seen in mass production, and aims to reduce the amount of resources locked up in inventories. It implies that production must be just-in-time, both internally between processes and externally when delivering products to the End-user. The fifth principle is about pursuing perfection through a continuous improvement. This is not only about creating a product that the customer requires with a minimum of defects, but also includes the perfection of every action in connection with the production process. It involves all employees as they know procedures the most and are closest to make suggestions for improvement. The involvement of everyone in the continuous improvement is what makes Lean a philosophy improving working processes is integrated in job routines. (Womack Jones 2003; Bicheno 2004). 2.5 The kind of waste in food production: Overproduction Producing elements for which there are no client requirements. The Lean principle is to use a pull system, or producing goods just as clients order them. Service organizations operate this way by their very nature. Industrialization organizations, furthermore, have historically operated by a Push System, building products to stock, without firm customer orders. Anything produced beyond the customer demand (safety stocks, work-in-process inventories, etc.) ties up valuable labor and material resources and hence is a waste. Waiting Time during production (service) when no value is added to product (service). This includes waiting for material, information, equipment, tools, stock-outs, lot processing delays, equipment downtime, capacity bottlenecks, etc. The Lean principle is to use a just-in-time (JIT) system- not too soon, not too late. Transportation Unnecessary moving and handling of parts. This includes transporting work-in-process long distances, trucking to and from an off-site storage facility. Lean demands that the material be shipped directly from the vendor to the location in the assembly line where it will be used. Material should be delivered to its point of use. Over-Processing Unnecessary processing or procedures than necessary to meet customer demand. Common examples multiple inspecting. Statistical process control techniques can be used to eliminate or minimize the amount of inspection required. Value Stream Mapping is another lean tool that can be used for this purpose also. This tool is frequently used to help identify non-valued-added steps in the process (for both manufacturers and service organizations). Excess Inventory Excess raw material, or finished goods. Inventory beyond that needed to meet customer demands negatively impacts cash flow and uses valuable floor space. Defects Scrap, rework, replacement production, and inspection. Production defects and service errors waste resources in four ways. First, materials are consumed. Second, the labor used to produce the part (or provide the service) the first time cannot be recovered. Third, labor is required to rework the product (or redo the service). Fourth, labor is required to address any forthcoming customer complaints. Total Quality Management (TQM) is one of the lean tools that can be used to for reducing defects. Excess Motion Unnecessary motion of people or equipment that adds to value to product (service). This is caused by poor workflow, poor layout, housekeeping, and inconsistent or undocumented work methods. Value Stream Mapping is also used to identify this type of waste. Tools like 5S, comfortable workspace design can be used to eliminate this waste. Underutilized People Underutilization of mental, creative, and physical skills and abilities of employees of the organization. Some of the more common causes for this waste include organizational culture, inadequate hiring practices, poor or non-existent training, and high employee turnover. 2.6 The Policy to reduce the waste Policy to reduce waste consists of several systems 1- Reduced Set up Time It reduced the time required to adjust the machines to produce a different product. A long time in the control of the machine means the need to produce large quantities of the same product and thus prevents us from reducing the size of the order, which in turn prevents us from inventory reduction and prevents us from the production process of withdrawing. Permission must be reduced machine set time dramatically. 2- Small Lot size Which is the size of the order per batch per production? If the size of each run command (order) significant meaning that we will store a lot of semi-finished materials, which do not want to do because we want to reduce inventory in general 3- Reduced Work in Process An inventory of the materials or parts that have passed the initial stage of production and did not pass to the latter. Reduce inventory this is essential in the philosophy of the policy of reducing losses because of its impact on the coverage of production problems and because it is a money investor. 4- Policy pull Production it means that production on the basis of need for the next stage of production and not on the basis of a specific production plan. The first production engineering stage not only produces and need permission from the production stage next and so on until the end of the production line. There is stacked production between stages. This is also known as Kanban card or card. 5- Quality Control Circles It is a work teams of operators and technicians are studying and solving quality problems and operation and maintenance. These rings are necessary to study the problems and uprooted from their roots and to involve all levels of work in solving problems. Quality control loops is a continuous development of methods Continuous Improvement, which is one of the basics of the Toyota system. 6- Total Productive Maintenance They maintenance system leads to increased availability of equipment and reduce breakdowns. This system is necessary to be able to reduce inventory of semi-finished materials and the implementation of the policy to withdraw production. Must be reduced dramatically sudden failure to implement these policies. 7- Group Technology It is a method designed to manufacture similar products in one place to reduce the transport time and wait in what is known as the cell manufacturing Cells. This method helps to reduce transfer times material from one place to another and make each group of operators responsible for different stages of the production for the same product that they have a kind of full responsibility for the product. 8- Multi Task Employees Meaning that the worker trained to do several tasks instead of one task. This method gives the flexibility to change the functions of working when needed. Note that this system is designed to reach the speed of response to customer requirements and thus there must be flexibility in employment as well so that you can change the functions of Group according to the requirements of the market. This method has a lot to do with technology group, where can one player that is running several machines. 9- Production leveling: Toyota system is designed to reduce the variables and produce small amounts of each product every day, so there is no need to produce large quantities of a product in one day. Reduce the change helps us not to maintain a large stock and makes the production process is running smoothly and regularity without significant changes. 10- Just In Time Purchasing it means of access to raw materials and production supplies when you need them quickly. This procurement policy is needed to reduce inventory and production development and reduce defects in products. To reach that there is a lot of things are applied, such as reducing the number of suppliers and to cooperate with them and compel them specific things in the style of their work. 11- Maintain a work environment 5S: It means arrange and organize and clean workplace and work tools so that you have access to the tools and information is accessible, fast and the site is a good place to work and safe at the same time. This method is called 5S relative to the Japanese words that mean organize and arrange and clean workplace. 12- Total Quality Control: There is a correlation between policies to reduce waste and total quality management both supports the other. To reach to pull production policy has to be to reach high levels of quality. Therefore, Toyota and Japanese companies have applied TQM or total quality control of the most important has been applied is the technical checks parts produced by himself in the sense that the product is scanned during each stage production by the operators themselves. It is the powers of the workers off the production line in the event of a quality problem. 2.6.1 The Benefits of reducing the waste Improved performance indicators such as: à ¢Ã¢â€š ¬Ã‚ ¢ reduce losses to a great extent à ¢Ã¢â€š ¬Ã‚ ¢ high product quality (in terms of compliance with specifications) any low percentage of defective products à ¢Ã¢â€š ¬Ã‚ ¢ Reduced time progress (which is the time to meet manufacturing orders) à ¢Ã¢â€š ¬Ã‚ ¢ high inventory turnover rate à ¢Ã¢â€š ¬Ã‚ ¢ very high flexibility to change production from one product to another à ¢Ã¢â€š ¬Ã‚ ¢ lower the sudden failure of equipment à ¢Ã¢â€š ¬Ã‚ ¢ low additional cost Overhead cost à ¢Ã¢â€š ¬Ã‚ ¢ increase production capacity à ¢Ã¢â€š ¬Ã‚ ¢ high accuracy to meet the supply orders on time for supply à ¢Ã¢â€š ¬Ã‚ ¢ the speed of response to changing market à ¢Ã¢â€š ¬Ã‚ ¢ improvement of financial indicators in the long term, including the profitability à ¢Ã¢â€š ¬Ã‚ ¢ Improved morale of workers 2.7Quality in Lean Manufacturing 2.7.1. Reducing the Defect-Detection Time Gap The most important improvement that is made by a move from final inspections to successive checks to self checks is in the reduction of the time gap between creation of a defect and its detection. Figure 1 show how this time gap shrinks as one progresses towards self inspection Grinder Drill Lathe Mill Figure 1: the time lag includes all operations that happen In Figure 1, the time lag includes all operations that happen to the part after the defect Has been made and before the defect will be detected (more defective parts can be made During this time if the defect is due to a broken machine tool, improper machining method, Or other problems that do not create simply one isolated defect). Lathe Mill Figure 2: the time gap shrinks In Figure 2 the time gap shrinks to the length of time before the operator of the next Machine handles the part. In a job shop, this may be a significant quantity of time and if Parts are produced in batches; often the entire batch may have the same defect. However, In cellular manufacturing this time lag is small, since the queue is only one unit. Lathe Mill Figure 3: the time lag has shrunk down In Figure 3 the time lag has shrunk down to the amount of time that the operator spends On the given operation before he or she checks the part. Self-inspection produces visibility of the problem after the first defective part is made (if it is detectable). Catching defective parts prevents adding more value to parts that will be scrapped or reworked later. Clearly this reduction in time lag can lead to: quicker and easier detection of what the problem is that is causing the defect, reduction in wasted time in the form of value added to scrapped parts, and wasted time spent assembling a part that will have to be disassembled and then reassembled. Overall, quicker elimination of defect causing problems will result in a reduction of the number and cost of bad quality parts. 2.8 Productivity in lean manufacturing 2.8.1 Introduction The lean manufacturing focus on 20 keys I will present only key number 6 method improvement (Productivity) Figure 4 Relationship Diagram20 Keys 2.8.2 Definition Productivity is about how well resources are used. The other area of general consensus is that productivity is about the relation between output and input in any process producing goods or services. Productivity can be calculated as output divided by input P = O/I Where P = Productivity , O = Output and I = Input Output can be measured in different way tones, Kilograms or even output defined as standard minutes or hours 2.8.3 The components of productivity Productivity basically has two components: Efficiency Utilizations Utilization is about whether the resources available are actually used in producing the product or service. That is a machine might be available but if no product is scheduled to be produced then it is not utilized , or if product is scheduled to be produced for only 85% of the available time then utilization is 85% Efficiency . On the other hand, is about how well the resources are used while it is being utilized. The formula for productivity is then: Productivity = Efficiency X Utilization This formula can be expanded: Productivity = Output / Available hours, that is how much did we produce during the time that the resources were available Efficiency = Output / Hours worked, that is how much did we produce during the time that the resources were actually operating. Utilization = Hours worked / Hours available, that is for what percentage of time did we actually utilize the resources. 2.8.4 People. Plant- and process related issues impacting on productivity It is important to understand what issues typically impact on productivity as you can then look for the causes to why productivity is not at the level it should be. If productivity is not at the target level it can be explained in terms of the two components of efficiency and utilization that it can be either an efficiency loss or none utilizes time. This can be because of people, plant or process related issues. The following summary show typical examples of issues impaction on productivity. Efficiency loss: People Work method Work rate Effort ( motivation issues ) Skills Quality of work Plant / Process Speed ,idling ,minor stoppages Quality of product Non Utilized time People Plant / process Market demand Work rate Downtime Changeovers Table 2 issues impaction on productivity 2.8.5 Productivity Improvement an Integrated Approach Productivity improvement cannot be achieved by only implementing Kaizen operation. Figure 5 Productivity Improvement: An Integrated Approach Productivity increase and excellent quality can be achieved at the same time. 2.8.6 Implementing key 6 Implementing kaizen of operation requires the effective use of the CAPDo cycle. The CAPDo cycle is a simple management system for continuous improvement. One a plane for implementation has been drawn up, the actual training needs must be scheduled it is important to check regularly whether training targets have been met, and if not, the reason for this must be analyzed. Problem identified can then become actions for the next CAPDo cycle. Figure 6 CAPDo Cycle Check Company and every department against the map. Benchmark the company using key 6 map Check current productivity performance Analyze Identify process for improvement. The benchmark score. Productivity performance to identify priority processes to focus on. Plan Use the five steps methodology for process improvement. Put goals for all process Use the five steps methodology for process improvement. Plan the improvement using 20 keys plan. Do Implementing the plan Regular feedback from goals on progress Implement the plan for achieving the target. Check Restart the cycle through Reviewing the results of the plan on monthly basis Reviewing key progress with the map at least every six months Update skills matrix Continue Cycle of CAPDo improvement and celebrate success. 2.9 Actual Cases 2.9.1 Meal production in Glostrup Hospitals main kitchen, Denmark. The main hypothesis of this paper is that where any implement LM it is more likely to make positive on food production so I present lean principles can applied in meal production to increase the efficiency without reducing the quality of meal prepared. All lean principles and tools may not be equally applicable in food production, but it is important to consider this aspect when discussing the implementation of lean in meal production. Glostrup Hospital is situated in the greater Copenhagen area in Denmark. The central Kitchen is situated inside the Hospital grounds in a separate building, and every day, meals for approximately 1000 patients are produced and distributed from the kitchen. In 2005, the hospitals management took the decision that all services should be Lean, and to cut the costs of meal production, the kitchen was forced to replace cook-serve with cook-chill production and reduce the number of foodservice employees from 71 to 54. This brought about a need to review and optimize the production procedures to maintain both output quantity and quality. The change of production system to cook-chill also had an impact on the end-product quality as recipes and production procedures needed adjustments. Therefore, the systematic evaluation and improvement of product quality was given a high priority in the kitchen. The internal working environment in the kitchen was important to the manager as she insisted on maintaining this as a high priority during and after the rationalization process, and that increased efficiency of production processes was obtained by the optimization of procedures and not by making the staff work faster. Because of these reservations, the implementation of Lean was expected to result in both increased efficiency of processes and improved product quality while ensuring a pleasant working environment for the remaining employees. The implementation of Lean in the kitchen began shortly after the change to cook-chill processing and befo re procedures became routine. The kitchen produces most components of the meals themselves including breads, soups and processed vegetables. Previously with cook-serve production, there were separate production lines for hot meal components, vegetables, baked products, desserts and cold products for these meals, all items were prepared, processed and kept warm until service. Initially, when changing to cook-chill production, the separation of production according to meal was maintained with processed meal components being assembled into meals, packed and stored for up to 3 days before final distribution to hospital wards. The packaging was standardised in two, five or seven portions per pack, and the wards received the portion sizes equal to or the closest number above their actual orders. This practice of standardizing packaging was accepted by the management as a pragmatic practice of cook-chill production. The implementation of cook-chill production procedures called for a system atic evaluation of product quality. A graph on display in the production facility showing the daily number of comments on food quality was chosen as an expression of customer satisfaction with product quality. The number of complaints for each meal component, based on feedback received from wards and patients, was totaled and each day marked on the chart. This procedure was chosen as a way to ensure communication of customer product satisfaction to all employees. An internal quality control system was developed to reflect the need for adjusting recipes to improve meal quality after the change from cook serve to cook-chill production. It consisted of a three-color gradation of product acceptability where red refers to not acceptable; yellow, acceptable; and green, good. The testing of product quality was performed internally in the kitchen, and the products had to obtain a yellow to pass. This system was developed to visualize the progress of adjusting existing procedures to cook-chi ll production. As a result of the implementation the hospital realized some quick financial wins. Revenue increased 19%, eliminate wastes meals from 10% to 5% (England al.2009). 2.9.2 Implementing 20 keys in modern bakeries company (Rich Bake), Egypt. In 2008 modern bakeries company management took the decision that some production process should be lean. The company decided implement 10 keys from 20 keys Key1 cleaning organizing to make work easy. Key 2 Rationalizing the system / goal Alignment. Key 3 Small Group Activities. Key 5 Quick Changeover Technology. Key 6 Kaizen of operation. Key 9 Maintaining Machines Equipment. Key 10 Workplace Discipline. Key 11 Quality Assurance. Key 15 Skill Versatility and cross Training. Key 19 Conserving Energy and Materials. Table 3 present the 20key, s evaluation before and after implementing lean on modern bakeries company through 2 years. Key Base Line Level 2008 2010 1 1.8 2 2 1.5 2 3 0.8 1.2 5 1.5 1.8 6 1.5 1.8 9 1 1.3 10 1.5 2.3 11 2 2.5 15 1.5 1.7 19 1.5 1.5 Table 3: 20 keys evaluation Eliminate wastes from 3% to 1.8%. Increase productivity from 16KG Man / Hour to 18.5 Kg Man /Hour. 2.12 The enormous obstacles for food production in terms of adopting LM approaches to improvement. There is some problems face the food production companies to implementing lean manufacturing, generally as follows. Lack of a clear vision of the future Lack of patience and follow. Lack of persistent and challenge in leadership. Failure to link the processes in key 6 kaizen operation with normal work. Failure to perceive that lean is a viable strategy to help achieve competitive advantage. Lack of constant visibility by management. Failure of management to take a whole systems view of business and to see the connections between all processes. Persistent focus only on demanding results without a balance focus improving the processes that achieve the results. III- Research Methodology 3.1 Research Objectives The main aim of the study is to present the main idea of the Lean manufacturing system, and the benefit of applying it in the field of food production, and identifying the kinds of wastes in production process, and the effect of the Lean manufacturing on food production and presenting some examples of successful companies that implemented the Lean manufacturing. 3.2 Conceptual Framework Figure 7: LM Conceptual Framework 3.3 Research Question and Hypotheses 3.3.1 Research Questions Why and how companies should implement lean manufacturing in food production? 3.3.2 Research Hypotheses When organizations implement lean manufacturing, it is more likely to make positive on food production? 3.3.3 Independent Cost reduction, waste rate, revenue gains 3.3.4 Dependent Return on investment, profit in organization. IV Conclusion and Recommendation Conclusion Through the study found that there is a potential for the application of lean manufacturing system in food production and that explained by viewing experience hospital central kitchen in Denmark and experience modern bakeries company in Egypt, where the application of lean manufacturing system to gain increased efficiency ,quality, and productivity through the application of tools for lean manufacturing . . Easy to implementing lean manufacturing in big company that have systems for examples ISO9001, 2200, HACCP Easy to implementing lean manufacturing in small company but focus only 3 or 4 principles in the first stage . 4.2 Recommen

The Politics of Advertising Essay -- Media Argumentative Persuasive Ar

The Politics of Advertising America has become the epitome of the free enterprise ideal. Mass production, mass media, mass promotion. Efficiency and economic choices have become so central to American culture that the very fabric of who we are is determined by it. This difference in culture from the rest of the world is readily visible in the way in which American corporations do business: with a focus on efficiency and quantity as opposed to refinement and quality. Advertising, the mass promotion of mass produced products, has become the primary mode of communication and education in today's world. The result of a continued drive, at every level, for more material wealth, mass promotion has evolved into an art that invades every sector of American life and affects the way in which television and print media, as well as film and politics are run. These structures help to shape the way in which we all live our lives, and to shape the way in which American culture has and will evolve. Advertising-the art of "selling it"-pervades America's various industries, and helps to shape the way in which basic institutions many assume to be unbiased operate. Many assume that the influence of advertising is obvious in television, and it is perhaps this assumption that makes the in fact very subtle but complete influence of advertising on television media so dramatic. Television commercials are indeed rather obvious on the surface, but their influence runs much deeper than the 30 second slot allotted them in between scheduled programs. In fact, one news manager for a television station said that regular television programs are just there to fill the blank space between the commercials. For example, ... ...n of self. The end result of a mass promotional society is one in which the political process, family life, and individual development are tied together under the influence of mass media. Basic social institutions such as news and communications (i.e. television and print media), entertainment, and politics are influenced and in fact driven by the promotion of products and services. The end result of a mass promotional society is one which lacks identity because it is always searching and comparing itself to the surface images and values presented by advertisements; one which is wasteful and weak, lacking moral strength and contentment; and one which is a culture of death, not knowing itself or others and therefore being unable to participate in the shaping of the future, but merely choosing from options presented before its non-creative members.

Australian Poet Kenneth Slessors Use of Imagery Essay -- Night Ride O

Australian Poet Kenneth Slessor's Use of Imagery Slessor's complex poems use many types of imagery, his imagery is one of his artistic techniques which defines him from other poets in Australia. One could say that his powerful words paint a picture for the reader but as they say, seeing is believing. Slessor uses many types of imagery however death, time and water are the main ones. He uses these in his poems Night Ride, Out of Time, Five Bells and Beach Burial. Slessor in Night Ride talks about the journey of life, he talks of death as being slow, depressive and lonely. He says, "Soon I shall look out into nothing but blackness". This dark portrait of death is dark, fearful yet beautiful. In Out of Time, slessor again about death. He say's, "The gulls go down, the body dies and rots". This literal image of death which one can not talk of it as being beautiful, quite the opposite actually. In Beach Burial however he paints a soldiers death. Slessor says, "Enlisted on the other front". The reader envisions this as if their soldiers were doomed before the battle, the 'other front' which he talks of is of course the afterlife. Later in the poem he says, "The convoys of dead soldiers come". His use of the word convoy gives the audience a military type picture, but mental image is copious amounts of soldiers coming to their deaths. His imagery of time too is very important in his poems. In Night Ride, he talks about time as being slow but fast at times. A train which the ... Australian Poet Kenneth Slessor's Use of Imagery Essay -- Night Ride O Australian Poet Kenneth Slessor's Use of Imagery Slessor's complex poems use many types of imagery, his imagery is one of his artistic techniques which defines him from other poets in Australia. One could say that his powerful words paint a picture for the reader but as they say, seeing is believing. Slessor uses many types of imagery however death, time and water are the main ones. He uses these in his poems Night Ride, Out of Time, Five Bells and Beach Burial. Slessor in Night Ride talks about the journey of life, he talks of death as being slow, depressive and lonely. He says, "Soon I shall look out into nothing but blackness". This dark portrait of death is dark, fearful yet beautiful. In Out of Time, slessor again about death. He say's, "The gulls go down, the body dies and rots". This literal image of death which one can not talk of it as being beautiful, quite the opposite actually. In Beach Burial however he paints a soldiers death. Slessor says, "Enlisted on the other front". The reader envisions this as if their soldiers were doomed before the battle, the 'other front' which he talks of is of course the afterlife. Later in the poem he says, "The convoys of dead soldiers come". His use of the word convoy gives the audience a military type picture, but mental image is copious amounts of soldiers coming to their deaths. His imagery of time too is very important in his poems. In Night Ride, he talks about time as being slow but fast at times. A train which the ...

Macbeth- Ambition

Macbeth’s ambition is a driving force throughout the play that eventually leads to his downfall. In act one there are many situations where ambition is suggested to be Macbeths fatal flaw. Macbeth is made Thane of Cawdor immediately after the strange witches’ prophecies. In this is scene the asides allow the viewer a glimpse of his ambition to become king. Macbeths aside â€Å"This supernatural soliciting/ Cannot be ill, cannot be good. If ill, Why hath it given me earnest of success, / Commencing in a truth? I am Thane of Cawdor. If good. Why do I yield to that suggestion/ Whose horrid image doth unfix my hair, / And make my seated hear knock at my ribs† demonstrates his ambitious nature as his immediate solution is to kill the king to ensure the prophecy comes true. This shows Macbeth is willing to give up everything if it means he has a chance at becoming king. He knows if caught he will end up killed. Macbeth knows what he will do is wrong â€Å"Why do I yie ld to that suggestion† but he gives into his own ambition, leading to his downfall.Lady Macbeth also has a hand in making sure Macbeth acts on his desire to become king essay writer pay. When she receives the letter she fears Macbeth humanity will win out over his ambition as displayed in the quote, â€Å"Yet do I fear thy nature,/ It is too full o’ th’ milk of human kindness/Thou wouldst be great,/ Art not without ambition, but without / The illness should attend it. †. The use of the word ‘milk’ is closely associated with babies and the colour white, both symbols for innocence and purity.It is important to note that Lady Macbeth thinks of Macbeth as being innocent and pure, considering his change in nature further on in the play, largely related to Lady Macbeth tying her ambitions with his to insure her cruelty and lack of purity over powers his. By doing so Macbeths ambition for power takes away his humanity, leaving power crazed tyrant. An other piece of evidence to support that ambition is Macbeths fatal flaw is that he admits and foreshadows is own downfall caused by his ambition, â€Å"I have no spur/ To prick the sides of my intent, but only/ Vaulting ambition, which o’erleaps itself/ And falls on the other†.The metaphor, â€Å"I have no spur/ To prick the sides†¦Ã¢â‚¬  creates imagery as if he is the horse and ambition is what will push im him forward, although he knows he will go too far and it will fall down onto him. Macbeth foreshadowing his downfall caused by his ambitious nature is what reinforces the idea that his fatal flaw is ambition. The examples of Macbeths having ambition associated with his eventual death are not only admitted by Macbeth himself, but also by Lady Macbeth. Macbeths own ambition is what drives him to finally commit numerous murders, signing his own death warrant at the same time making amibition Macbeths fatal flaw.

Black Panther and Ku Klux Klan Essay

After doing research to compare/contrast the two groups, the Black Panthers and the Ku Klux Klan, it opened my eyes. I realized that the new generation is oblivious to the existence of both groups and the similarities and differences in them. I researched the two different groups to see when the groups came into existence who were the members, why they fought for rights they thought they deserved and the group’s involvement in violent acts and their remnants today. In World War II, blacks fought for the American dream willingly, but separately from the white soldiers. When the war was over, human rights activists of all races and educated blacks thought the soldiers and blacks deserved the right of equality. Malcolm X was one of the many human rights activists. He was an African-American Muslim minister he thought after years of non-violence, signing petitions, marching, praying and crying and blacks doing the impossible to be recognized as human beings, it was time for them to take it into their own hands. Malcolm X was then assassinated February 21, 1965. Today many of his quotes like this one are famous. â€Å"And when I speak, I don’t speak as a Democrat. Or a Republican. Nor an American. I speak as a victim of America’s so-called democracy. You and I have never seen democracy – all we’ve seen is hypocrisy. When we open our eyes today and look around America, we see America not through the eyes of someone who has enjoyed the fruits of Americanism. We see America through the eyes of someone who has been the victim of Americanism. We don’t see any American dream. We’ve experienced only the American nightmare.† The Black Panther Party was then founded by Huey P. Newton and Bobby Seale,  in 1966, it was based on ideas which were strongly associated with Malcolm X’s life works it was made up of progressive militant political organization. They advocated Black Nationalism and had strong believes in the necessity of violence and armed self-defense. They patrol African American neighborhoods to protect residents from acts of police brutality and to obtain freedom from white oppression. Fought for the rights of American blacks in the US, they called themselves â€Å"Revolutionaries†. Ku Klux Klan on the other hand was founded in 1866 in Pulaski, Tennessee. The Klan members were many former Confederate veterans determined to fight for the right to restore white supremacy they called themselves â€Å"The Invisible Empire of the South†. Ku Klux Klan believed that black weren’t fighting for right but for special right and that Negros were happier when they had nothing not even their own name. They also showed resistance to policies that gave the right to economic equality for blacks and other minorities. The Black Panthers were non-violent they petitioned for the right for Black Americans to bear arms. Reason being the police weren’t there for their safety or to promote their welfare they were there to contain, brutalize and murder them. With the blacks starting to carry guns came violence. There were shootouts with police which killed many innocent people, riots that destroyed towns, blacks had means to defend themselves but then crime skyrocketed. The Black Panther weren’t organized as some thought and weren’t ready to fight a revolution they just wanted to be treated like an equal and were ready for anything that crossed there path. Ku Klux Klan had and still have a very violent disposition, they could terrorized the black and any other minorities that they thought threatened their white purity as they referred. Being that the sheriff upheld the rights of the Klan and courts upheld the rights of the sheriff. The Klan killed civil right helpers’ blacks and whites. Civil rights helpers assisted blacks learn to read so that they could vote as well as getting them to the poles to vote. KKK burned many churches, schools and were involved in lynching of hundreds. Now after two decades of failure 1982 was the official end of the Black Panther Party they did accomplish one thing a major change in police brutality in Oakland went way down. Black Panther also went back to square one the non-violence approach, by setting up organization to help needy family such as free clinic and free meal programs. Educated blacks and activist in this generation are very disappointed in blacks not getting involved and how they accept the minimum for themselves. KKK on the other hand are still very prominent and doubled in size. They even still to this day try to recruit new members by putting flyers with candy on doors in residential areas, doing pod cast, and even do interviews to try to convince the public what they are doing is right and isn’t racist as all. They are even trying to adopt highways in some states which judges aren’t allowing, even after they try to convince them it’s to keep nature clean.

Baptist Confessions

This essay will consider the English Baptist-Separatist Confession of 1609 and the Mennonite-Dordrecht Confession of 1633. (M) and (B) are used to distinguish the two documents. These two confessions, or statements of belief, are separated by only 24 years in time, and a relatively short distance geographically, one in Holland and one in England, yet there are a number of differences. It was John Smyth, a former Anglican minister, who drew up the Separatist confession. He later sought to align his church more with the Mennonites and after his death many of his congregation did become Mennonites.Despite this he is considered to be a founding father of the Baptist denomination. During the reign of Elizabeth I death was the penalty in England for those holding Anabaptist beliefs according to the Reformed Reader web site. The other document tells us in its heading that it came out of the Dutch Mennonite conference held at Dordrecht . The Mennonites were Anabaptist followers of Menno Simo ns, a Dutch religious reformer and former Catholic priest who had died some 72 years earlier in 1561. Between 1530 and the1590’s some 2,000 believers died for their faith in Holland according to the Continental European Protestantism web page.They were officially tolerated from then on, but many refused to fight in wars on Holland’s part, and preferred to flee elsewhere, some to Poland and the Ukraine and other to America. So both these confessions came at a time when official persecution was lessening. First of all one is much briefer than the other. Although it has some 20 sections the Separatist confession has only short discourses under each heading and runs to less than 2 pages of foolscap, whereas the Mennonite document, although it has only 19 sections is very much longer and more detailed.It is one of many Mennonite statements of faith. A much shorter version can be found on modern day Mennonite web sites. The first 6 of its articles are concerned with things g enerally believed. Then come articles concerned with the life of the church and includes the sacraments of baptism and communion. Articles 13 (M) onwards are concerned more with legal matters such as the relationship between believers and the secular authorities. The final section consists of a declaration of 1659 made by London based Anabaptists and is a refutation of accusations that had been made against them.Rather than a statement of belief it emphasises what they don’t believe e. g. that though they do not themselves practise infant baptism they believe that others should be allowed to follow their own consciences as they would wish to. They state very strongly that they are opposed to the Quakers, but at the same time wish to be tolerant and allow them to practice freely as they believe. They do come out strongly against ‘popery’, whom they blame for many deaths. Although concerned with freedom of conscience they are anxious to let it be known that they wi ll not support miscarriages of justice.This is in response to the fact that at the time of writing it Mennonites could be imprisoned simply for belonging to the group according to Cornelius Dyck in ‘An Introduction to Mennonite History’, pages 133 and 134. The Mennonites, although sticking to what they believe, are anxious to get on with rest of society. They have a section (13) (M) stating that God has allowed secular people to be in authority. In practice this means that though Mennonites will not go to war they will work under secular authorities in such areas as disaster relief and issues of social justice.Baptists too are concerned with such matters as in such organisations as the Baptist Missionary Society. The English Baptist statement spends a larger proportion of its text upon matters of faith and these are given priority. Only three articles, numbers 16-18, (B) are concerned with church business, i. e. who may dispense the word and the sacraments, how to deal with persistent sinners and how to interact with them in civil matters. The Mennonites also make statements of faith of course, but these are intermixed to some extent with such matters as the election of officers and dealing with sinners.On the latter subject the Mennonites are quite strict , referring to the separation from and the total shunning of reprobates, though they do put this in a positive light as being a way of making the person make amends and not in order to cause their destruction ( articles 16 and17 (M)). The Baptists are more pragmatic in their approach. They describe in article 17 (B) how to deal with those who persevere in their sins, but go on to say in the next article that such people are not to be avoided in worldly business.Regarding church practices an obvious difference is the inclusion of foot washing by the Mennonites, article 11,(M) which they felt was commanded by Christ in John 13 v 1- 15. They are one of several Christian groups throughout history wh o have practised this symbolic act, although it seems unlikely that it was included among the practices of the early church. The Baptists make no mention of marriage, despite the fact that many branches of the church consider it to be a sacrament. The Mennonites on the other hand state that it is God ordained and that St Paul allowed it within the church.(Article 12 (M)) They do state though that it should be between Christians who share common doctrine. In practice this means of course fellow Mennonites. Regarding Baptism the English Baptists make it very clear that it cannot be given to infants ( Article 14 (B)). The Mennonites in their confession ( Article 7 (M)) do not directly mention infants, but make it clear that it is for those who understand what they are doing and confess to faith, whereas this Baptist confession merely says that it is an external sign of the remission of sins, but makes no mention of public confession of faith.The Baptist confession describes its ministe rs as bishops and also mentions deacons and widows. (Article 16 (B)) It describes the church simply as ‘a company of the faithful’,( Article 12(B)) and gives the whole body authority to make decisions. ( article 13 (B)). The Mennonites refer to the church in much more elaborate language as the bride of Christ and the inhabitation of God in the Spirit. The Mennonites refer to the church leaders in slightly different terms as teachers, deacons and deaconesses, though they do make it clear further on that the latter term refers to widows.They refer to Jesus as the Bishop ( Article 9 (M)) and it is men who will do the teaching. There are of course many areas in which the two documents are in agreement. E. g. both refer to God as a trinity and as creator and that good works come out of faith rather than the other way round. In Article 5 (B) the Separatist states that there is ‘no original sin’ i. e. one is not a sinner by descent. This is in total contrast to Ar ticle 2 (M) of the Mennonite confession which states that because of the disobedience of Adam and Eve sin came into the world and has descended to all mankind, though both agree that man can be redeemed through Christ.The Mennonites are very concerned that faith is up to the individual, which explains their tolerance to the state and willingness to pay taxes etc. ( Article 13 (M)) Regarding communion, Menno left the Catholic church in part because of his lack of belief in the actual presence of Christ in the elements. The Mennonite document speaks rather of a holy supper,(Article 10 (M)), as commanded by Christ and in memory of what he had done.Smyth describes it on the other hand as ‘an external sign of the communion of Christ and of the faithful’ – Article 15 (B) and makes no mention of it being either a command or a memorial. Mennonites do not take oaths and quote scripture to back this up. They ask that others will understand and just take them at their word. Another area mentioned by the Mennonites and not by the Baptists is what they refer to as revenge, but which perhaps their fellow countrymen saw as justified war fare. The Mennonite statement in article 14 (M) explains their scriptural reasoning for this stand.Baptists would agree with them, but for some reason it is not mentioned. Many of the differences in these two documents are simply due to the type of authorship – one man as against a committee, the later being careful to check with each other before committing themselves to final wording, not omitting any point considered valid, hence the more complex language and greater length. Ye both groups would agree about many things – the need for faith and understanding before baptism, the greatness of God and the unique nature of Christ and his redeeming action.Both share a belief in the resurrection and in life eternal, even though they express this in slightly different ways, the Mennonites backing up their statemen ts with scripture and the Baptists seemingly taking this as understood. These two groups came into being because of the Reformation and new ideas that were around at that time, especially with regard to the onus on an individual to come to faith, rather than being automatically part of the church, because he had been baptised as an infant, without either faith or understanding on his part.The biggest difference between the two seems to be with regard to man’s sinful nature and how he acquired it.. Baptists and Mennonites continue to worship and live according to their conscience. Not every Christian would agree with every word written in these confessions, but it is to be hoped, that like the writers and followers they would be tolerant in Christian love. Biblography Dyck, Cornelius J. An Introduction to Mennonite History, Herald Press, Pennsylvania,1993Electronic Sources Central European Protestantism, Mennonites found at http://philtar. ucsm. ac. uk/encyclopedia/christ/cep/ menn. html retrieved 28th September 2007 Mennonites found at http://mb-soft. com/believe/text/mennonit. htm retrieved 28th September 2007. English Baptist Separatist Confessions found at The Reformed Reader http://www. reformedreader. org/ccc/esbc. htm retrieved 28th September 2007