Process Design Matrix and Summary Essay Example for Free

Process Design Matrix and Summary Essay We’ll begin by defining processes development. According to (Chase Jacobs) process is defined as common manufactured products that describe the necessary essential steps for the design of a product. These methods represent a basic sequence of steps or activities that an organization uses to create or modify a product. Many of these tasks involve more intellectual knowledge than physical activity. Some companies define and follow an accurate and detailed development process, while others may not even be able to describe their processes. Every company uses a different process from any other company; in fact, the same organization may follow a different process for each of its products or markets. The purpose of this strategy process is to design a process that meets the customers needs and to product details within the cost and other administrative constraints. Note that the selected process will have a long term effect on competition and the flexibility of the production, as well as on the cost and quality of goods produced. Therefore, much of the procedures strategy is provided at the time of the decision making. I work at Humana Healthcare Insurer Company. It is a Kentucky based Company with 45 years in the market, a leader in consumer-centric health benefits and a Fortune 100 company with revenues of more than $ 30 billion, ranking 79 in our evolving approach to well-being. To help people achieve lifelong well-being, the elements of purpose, belonging, security and health all work together to produce true well-being and we make our contribution to bigger than balance through core strength of our health. Taking into considering the service offered, which is a health insurance plan, Humana has a call center that uses an advanced technology platform that allows access to multiple platforms at the same time to focus on solving the resolution of the call. Calls are answered by highly trained personnel to meet the highest standards of quality and customer  satisfaction. We answer calls in a time of 20-80 seconds allowing each call to be a good experience for our customers. This will allow flows and processes designed to meet and comply with operational requirements and customer needs. To reach the highest levels of satisfaction our Call Center Workforce Management area has to forecast calls volume, agent requirement calculation, compare results and build sc hedule workforce. Our results of the survey conducted to our customers exceed the standards of 98 percent satisfaction. Another service that Humana offers are programs directed to health care. Prevention is one of the main approaches for optimal health. Humana adds value promoting programs such as Humana Beginning for pregnant women, asthma prevention program and nutrition programs where our nutritionists coordinate health programs to guide and promote an optimal health that would result in healthier employees and lower utilization costs. With this vision a 30 percent reduction of your bill for medical claims is expected. The technology used for the call distribution it’s an ACD which allows equitable distribution. Humana provides a dedicated unit called SBU / VIP Area which is a dedicated area of integrated services for our customers. The objective of this area is to manage VIP customer calls through this dedicated area, offering them an exclusive and unique service. Our product is intangible, where each of our programming methods is directed to the contact with the customer, the response time is short, and our markets are local and international. Another of our features is the simultaneous production and consumption with re sponse; duty cycles that are closed after each call and systems technology for call log inquiries to document the call resolution. The main objective is to improve quality, associates productivity and timely response. References Boothroyd, G.,P. Dewhurst and W. Knight. Product Design for Manufacture and Assembly. 2nd ed New York Marcel Dekker 2002 Cooper, R. G Winning at New Products: Accelerating the Process from Idea to Launch Reading MA Perseus Books. 2001 Morgan James M., and Jeffrey K. Liker: The Toyota Product Development System: Integratimg People, Process, and Technology. New York Productivity Press, 2006 Ulrich, Karl T., and Steven D Eppinger. Product Design an Development 3rd ed. New York: McGraw-Hill/Irwin, 2004 Un diagrama de flujo està ¡ diseà ±ado para representar un proceso, ya sea en negocios o en lo personal, para mostrar la forma mà ¡s eficaz de completar un proceso. Un diagrama de flujo puede ayudar a visualizar lo que està ¡ pasando y ayudar a la persona o personas que està ¡n buscando en ellas para entender el proceso que se describe, y si es necesario, la forma de mejorarlo. Cada dà ­a, las personas realizan diferentes tareas que consumen una gran parte de su rutina diaria. En el siguiente artà ­culo, de un proceso especà ­fico ha sido identificado y, a continuacià ³n un diagrama de flujo ha sido diseà ±ado para mostrar los diferentes factores que pueden afectar el proceso, asà ­ como la mà ©trica especà ­fica que identifica el proceso. En el diseà ±o de un diagrama de flujo, los resultados muestran cà ³mo la cantidad de tiempo podrà ­a ser minimizado y que hacer para que el proceso sea mà ¡s eficiente. Hay diferentes tipos de diagramas de flujo, y cada uno tiene diferentes cuadros que representan distintas etapas en el proceso que se discute. Tambià ©n pueden incluir distintos niveles de detalle, segà ºn sea necesario y se muestra la estructura general del sistema. Diagramas de flujo suelen utilizar sà ­mbolos especiales, como los diamantes o rectà ¡ngulos. Un rectà ¡ngulo de bordes redondos representa las actividades de inicio y finalizacià ³n. Un rectà ¡ngulo regular representa una actividad o un solo paso. Un diamante representa el punto de decisià ³n. Las là ­neas de flujo muestran la progresià ³n de una etapa a la siguiente. Los factores que afectan el proceso de diseà ±o de tiempo dedicado a prepararse para el dà ­a serà ¡n los siguientes: 1.  ¿Por quà © me levanto de inmediato o no oprimà ­ el botà ³n de la alarma? 2.  ¿Està ¡ mi ropa planchada para el dà ­a o tienen que ser planchada? 3.  ¿Mis hijos preparan sus bultos para sus prà ¡cticas de volleyball en la noche o lo hacen en la ma à ±ana? 4.  ¿Mi hijo de 11 aà ±os tienen practica o va a quedarse en casa? Si tiene prà ¡ctica, el tiempo debe ser aà ±adido en vestirse, lavarse la cara, cepillarse los dientes, desayunar. Todos y cada uno de estos factores puede afectar el tiempo de proceso, ya que potencialmente pueden afectar la cantidad de tiempo dedicado a cada tarea. Algunas otras medidas que podrà ­an incluirse en la rutina de la maà ±ana son los siguientes: 1) Lavarse los dientes 2) Ducha 3) Secarse el cabello 4) Aplicar el maquillaje La mà ©trica que se ha identificado para medir este proceso serà ¡ el tiempo. Estoy buscando una manera mà ¡s eficiente para agilizar el trà ¡fico de la maà ±ana con mis hijos a partir del tercer grado en dos semanas y un bebà © recià ©n nacido en casa. El diagrama de flujo incorporarà ¡ la mà ©trica del tiempo para cada dà ­a de la semana que se està ¡ estudiando, en un plazo de cinco dà ­as. El tiempo es un componente crà ­tico en la maà ±ana si me les pido a mis hijos preparar los bultos para las prà ¡cticas de volleyball a tiempo o salir por la puerta para el nombramiento de un mà ©dico u otra actividad programada. Los tiempos que se enumeran a incluir la colecta de datos durante cinco dà ­as de la semana del 3 de octubre de 2011. Lunes, 10/03/11 tiempo de preparacià ³n: 32 minutos Martes, 10/04/11 tiempo de preparacià ³n: 20 minutos Mià ©rcoles, 10//05/11 tiempos para prepararse: 33 minutos Jueves, 10/06/11 tiempo para prepararse: 15 minutos Viernes, 10/07/11 tiempo de preparacià ³n: 19 minutos El tiempo total gastado en el transcurso de cinco dà ­as: 119 minutos Un diagrama de flujo puede ayudar a una persona a decidir quà © medidas tomar para agilizar un proceso en el trabajo o en su vida personal. El diagrama de flujo que diseà ±Ãƒ © muestra claramente que el fin de agilizar la rutina de la maà ±ana, es necesario cuidar al mà ¡ximo la noche anterior. Esto incluye el planchado de la ropa, preparar los bultos, y tener a mi hijo ducha. El diseà ±o del diagrama de flujo muestra el tiempo extra que serà ¡ necesaria si cada paso que no se toma el cuidado de la noche anterior, o AM si me decido a golpear el botà ³n del despertador a las 6:00 a.m. CERTIFICATE OF ORIGINALITY I certify that the attached paper is my original work. I am familiar with, and acknowledge my responsibilities which are part of, the University of Phoenix Student Code of Academic Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as such, and that this paper has not been submitted by anyone else. I have identified the sources of all information whether quoted verbatim or paraphrased, all images, and all quotations with citations and reference listings. Along with  citations and reference listings, I have used quotation marks to identify quotations of fewer than 40 words and have used block indentation for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other intellectual property laws. I further agree that my name typed on the line below is intended to have, and shall have, the same validity as my handwritten signature

Ethical Norms of Medical Research Essay -- Pharmaceutical Industry, Br

Branding, according to Parry, is to create a new thinking of the product to customers in the unique way so that the product can compete to others. And, in the pharmaceutical industry, branding is not only creating the new thinking of product, but also defining the best treatment for particular condition. If done so, the condition branding has numerous benefits because it creates consensus internally and externally. Internal consensus which is the activities focus on the problem and solution between brand managers and clinic so that the product can be maximized investment. Beside that, external consensus creates the better relationship between the owner and the clinical community to approach therapeutics (1). However, Fishman argued that branding leads to good sales and profits because the clinical trial researchers are position themselves as mediator between producers, pharmaceutical companies, and consumer, that are clinicians and patients, and they act like experts in that field. Therefore, the researchers create faithfulness to consumer, and in turn branding increase sales (12). As a mediator, researchers involve in the benefit of branding. Somehow, there is a conflict in their role between their benefit and the ethical norm of medical research. Fishman may be right when she implied that the ethical norm of medical research is driven by marketable drugs and marketable diagnoses. Let take a look in the process of how the drugs develop and bring to the market. First of all, the drug which is developed should meet the condition that can treat for disease with certain amount of patients, and then academic medical researchers are person who collect the clinical data, will mediate with FDA to get approval guideline for new drugs; ... ...cluded that With the increasing public†private arrangements being brokered between industry and academia, these ethical issues only become more entangled. Conventional medical ethics is unequipped to deal with these questions. Business ethics is likewise unable to accommodate the particular responsibilities of the biomedical project. The chasm left in between is where the academic researcher now treads, guided only by professional conventions and a growing entrepreneurialism and commercialism in medicine.(24). It may be strict if we say that the drugs market now needs to be control seriously and let the scientist be independent with their research because when drugs consider as other commodity, then patient become as customer not a patient. The patients need to be treated with medical ethical norm so that they can feel they are in treatment with good condition.

What Were the Main Problems and Issues Facing the Allies at the 1943 Teheran Conference (Eureka) and How Were They Dealt with?

What were the main problems and issues facing the Allies at the 1943 Teheran Conference (Eureka) and how were they dealt with? Intro The Teheran conference was the meeting of Joseph Stalin, Winston Churchill and Franklin D. Roosevelt between November 28th and December 1st 1943. It was the first World War 2 (WW2) meeting amongst ‘The Big Three’ (Stalin, Churchill and Roosevelt) in which Stalin was present. The principal aim of the Teheran conference was to firmly establish a global allied strategy for the duration of the war, and basic plans for the post war era. Throughout the meeting the big three addressed many issues which were deemed to be preventing a global allied strategy. Chief discussion at the conference was centered on ‘Operation Overlord’ which incorporated the opening of a second front in Western Europe which the Big Three believed would be a decisive step to allied victory over Nazi Germany. At the same time the conference discussed how to deal with the escalating Mediterranean conflict, the territorial disputes on the Soviet/Polish frontier as well as discussing operations in Yugoslavia, relations with Turkey and Iran, and a separate protocol pledged to recognize Iran’s independence. The varying success the Big Three had in resolving these issues at the Teheran conference is arguable. Issues concerning the swift conclusion of the War were often agreed upon mutually as it benefited all three nations, however issues which conflicted the self-interest of the Big Three often forced them to compromise on a successful resolution, one that was often questionable, but necessary for the development of the Grand Alliance and to achieve the primary objective of creating a global allied strategy. The main problems faced at the Teheran conference were primarily concerned with the sole objective of defeating the Nazi and bringing the war to a rapid end. It is evident that conflict occurred in areas were hidden agendas and self-interest was bought by the Big Three. With hindsight the success of these resolves is questionable, it is clear that many issues which were deemed to be resolved at the Teheran conference in fact resurfaced in future conferences; such as Yalta and Potsdam. Operation Overlord 700 One of the chief focuses of the Teheran conference was the prospect of a second Western front in Europe. The matter was known as ‘Operation Overlord’, and would entail the allied invasion of German-occupied Western Europe. The issue at the conference was not whether the Allies would launch Operation Overlord, but rather when it would be launched, as it conflicted with Winston Churchill’s wishes to invade Italy through the Mediterranean. The reason for Operation Overlord’s conception varied among the leaders but had the primary objective of ending the war as soon as possible. For Stalin one of the most fundamental reasons for creating a second front was to ease pressure on the Soviet army which were being pressed [†¦] Page 356 The Big Three. Churchill’s priorities throughout the beginning of the Teheran conference remained with his operations in the Mediterranean. He believed that continuing operations in the Mediterranean would not jeopardise the success of Operation Overlord, Churchill’s demands at the Conference were clear, he demanded landing craft for two divisions in the Mediterranean which could be used to facilitate the operations in Italy or to aid in the invasion of the Rhode Islands if Turkey would enter the war. Churchill believed that from here Italy could be employed in support of Overlord. Roosevelt’s enthusiasm for the Mediterranean operations differed greatly from that of Churchill’s. For Roosevelt the dilemma was that in order to give enough landing craft to aid Churchill in the Mediterranean would mean delaying Overlord six to eight weeks, he insisted that increasing Anglo-American activities in Italy and the Mediterranean would cause a conflict in the build-up for a successful cross-Channel invasion (OVERLORD) in 1944. [†¦] Page 91 Major problems of WW2. At the Teheran conference it was concluded that, despite Churchill’s wishes, the cost of invading Italy via the Mediterranean would delay Overlord far more than both Stalin and Roosevelt thought was acceptable. Stalin gladly recognised the outcome of Overlords negotiation as it would guarantee his army the support they needed to fight off the German advance into the Soviet Union. Likewise Roosevelt embraced the outcome, his main priority was to find the quickest solution to the War’s end and he was advised by his Chiefs of staff; Operation Overlord was by far the quickest means of achieving this. Churchill had never been against Overlord; his argument was simply that Overlord should not take away the importance of operations in the Mediterranean, Churchill accepted the resolution which was reached at the Teheran Conference and pledged full British support to any future Allied operations. Soviet involvement in Japan 400 One of Roosevelt’s main objectives whilst attending the Teheran conference was to gain Stalin’s support for the War in Japan. Roosevelt felt that with the intervention of Stalin not only would it bolster his resources in the far east but it would also speed up the inevitable allied victory in Japan (Click) Stalin however would only consider invading Japan once Germany had been defeated as he did not want to risk spreading his army in addition. Stalin pledged to assist in the war against Japan after Germany was defeated and expressed his wish that, after the war, the 1941 USSR borders with Finland and Poland be restored; he also requested many War reparations such as key railroads in Manchuria to compensate his intervention in Japan. Click) it was agreed that Stalin would declare war on japan 3 months after the defeat of Germany. Post War Germany 400 Turning to the question of the division of post-war Germany the discussion centred on whether or not to split up Germany. (Click) Churchill was primarily more interested in seeing Prussia, the core of German militarism, separated from the rest of Germany. (Click ) On the other hand Roosevelt had a plan for the division of Germany in six parts. These six parts were: 1. All Prussia to be rendered as small and weak as possible. 2. Hanover and Northwest section. . Saxony and Leipzig area. 4. Darmstadt 5. South of the Rhine 6. Bavaria, Baden, and Wurttemberg Roosevelt’s proposal stated that these six areas should be self-governed and that there should be two regions under some form of International control. These were: 1. The area of the Kiel Canal and the City of Hamburg. 2. The Ruhr and the Saar, the latter to be used for the benefit of all Europe. (Click) Stalin agreed with both Churchill and Roosevelt as he felt that to contain military threat Germany may pose in the future the only solution would be to completely divide it. However, Stalin felt that Churchill’s idea to divide Germany into 2 large states would merely offer an opportunity for Germany to revive as a great State and therefore preferred Roosevelt’ plan to dissect Germany into 6 self-governed areas and 2 areas under allied control. Yugoslavian partisans 400 After an attack by German, Italian and Hungarian forces against Yugoslavia on the 6th April 1941, the kingdom of Yugoslavia collapsed. This resulted in King Peter and his government to flee the country. On 27 June 1941, the Central Committee of the Communist Party of Yugoslavia appointed Tito Commander in Chief of all project national liberation military forces. Originally two groups emerged in the Yugoslavian resistance movement, the chetniks commanded by Draza Mihailovic and the partisans commanded by Tito. (Click) Initially both resistance movements operated in parallel, but by late 1941 began fighting each other in the attempt to gain control of the area following the end of the war. Stalin, who already supported Tito, wanted Roosevelt to recognize the partisans as the official resistance in Yugoslavia, rather than support Mihalovic. Click) Roosevelt up to this point had continued to aid the Chetniks as they fought against Germany but also against the partisans. (Click) Churchill advised Roosevelt that all support should go to Tito and that â€Å"complete chaos† would ensue if the Americans also backed Mihailovic. (Click) Stalin and Churchill were able to gain Rooseveltâ €™s support for Tito and the partisans in the form of supplies and equipment and also by commando operations. Soviet/Polish border disputes 400 A key reason for Stalin to attend the Teheran conference was his hope to gain Roosevelt and Churchill’s support for his territorial disputes with Poland. Stalin believed that the Polish Government in exile were closely connected with the Germans He stated that Russia, probably more than any other country was interested in having friendly relations with Poland, since the security of Soviet frontiers was involved. He said the Russians were in favour of the reconstitution and expansion of Poland at the expense of Germany and that they make distinction between the Polish Government in exile and Poland. (Click) Roosevelt said it was his hope that negotiations could be started for the re-establishment of relations between the Polish and Soviet Governments. He felt that the re-establishment of relations would facilitate any decisions made in regard to the questions at issue. He said he recognized the difficulties which lay in the way. (Click) Churchill said he would like to obtain the views of the Soviet Government in regard to the frontier question, and if some reasonable formula could be devised, he was prepared to take it up with the Polish Government in exile, and without telling them that the Soviet Government would accept such a solution, would offer it to them as probably the best they could obtain. If the Polish Government refused this, then Great Britain would be through with them and certainly would not oppose the Soviet Government under any condition at the peace table. (Click) To solve the issue Churchill suggested that Poland’s western borders would be extended east into Prussia to compensate for their eastern borders being reduced. Future of Iran 250 Future of Finland 250

Exchange Rate Movements - 1376 Words

FIN340 304 Tutorial week 3 Questions 1. How can a central bank use direct intervention to change the value of a currency? Explain why a central bank may desire to smooth exchange rate movements of its currency.. 2. Should the governments of Asian countries allow their currencies to float freely? What would be the advantages of letting their currencies float freely? What would be the disadvantages? 3. What is the impact of a weak home currency on the home economy, other things being equal? What is the impact of a strong home currency on the home economy, other things being equal? 4. Assume the Hong Kong dollar (HK$) value is tied to the U.S. dollar and will remain tied to the U.S. dollar. Last month, a HK$ =†¦show more content†¦By minimizing the exchange rate uncertainty, foreign business of the home country is enhanced and can attract more funds as investments. Smoothening currency movements tends to reduce fears in the financial markets and speculative activity that might lead to heavy decline in va lue of the currency. However, speculation can only be expected to smooth exchange rate movements if underlying economic processes are relatively stable. If there is a great deal of uncertainty over future government actions and their economic impact, expectations will not be strongly held. Thus expectations can change dramatically from day- to-day, leading to rapidly fluctuating exchange rates. 2. The government of Asian country should not allow their currencies to float freely as it may leads to critical problems to the country. Free floating currency policy may trigger speculation on currency that can bring about financial crisis. For example, the financial crisis of Asia countries in 1997, the most famous speculator George Soros had benefited billions of money by going short of the Asian countries currency which result collapse of the country economy. Furthermore, we take China as another example. The growth rate of China GDP is 9.30% in 2011, the main force of the high growth GDP in China is export of good and services which mainly due to the low price or the low exchange rate of currency. Free floating currency will bring RMBShow MoreRelatedWhy Is It so Difficult to Forecast Exchange Rate Movements?1034 Words   |  5 Pagesstability. It is not difficult to see the exchange rate fluctuations are widely regarded as damaging. As the movements of the exchange rate have s ignificant and large effects on the trade balance, resource allocation, domestic prices, interest rate, national income and other key economic variables. Then can exchange rate movements be predicted by these fundamental economic variables? 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