Food Cloning Essay Example for Free

Food Cloning Essay Food cloning is a very controversial topic to be discussed because of the large number of disagreements associated with it. Just like anything else in the world, it has positive and negative sides to it. The consumers all over the world only see the negative side. It is time that they now witness the benefits that cloned food brings along with it. This paper will outline these controversies and will describe how the media portrays them. It will also demonstrate the effect of food cloning on our culture, if there is any, and will highlight what this new technology can do for man’s future. Discussion Food cloning is basically obtaining food from cloned animals. How exactly does this work? It is as simple as this. Biotech companies clone animals such as cows, pigs and goats etc by taking the nuclei of cells from adults and combining them into other egg cells from which the nuclei have been extracted. Using this method, a large number of livestock have already been cloned for sale to producers (Reuters, 2003). The first cloned animal that was ever produced was a sheep in 1997. Since then, this technology has become more common and common with time. Because of this reason, the Food and Drug Authority asserted its control over cloning (Patel Rushefsky, 2002). Food cloning is a controversial topic since the time cloning of animals was introduced in 1997. Consumer groups all over the world want authorities to look in ethical and moral issues that are associated with cloning. People are not accepting this new technology and the benefits that come with it for a variety of reasons and controversies. The controversies largely have to do with the degree of safety of the meat, milk and other food products that are obtained from these cloned animals. Why is safety an issue? The answer to this question is obvious. Man is once again trying to intervene with nature and this may not give out the best results because man is subject to errors. Therefore, man will never be able to produce or reproduce animals and food products exactly like the ones present naturally with the help of science and technology and this difference is the main health concern of authorities all over the world. Another reason why cloned food is considered unsafe is that cloned animals usually have higher death rate, low life expectancy and are more prone to diseases (Poulter, 2008). Other safety issues that are considered to pose include the possibility of causing allergic reactions in human and unexpected genetic effects, altering of significant nutrients that are required, containing higher level of toxicants, reducing the effects of antibiotics, and others (Gralla, Gralla, 2004). After the famous Mary Shelly’s story in which she creates a Frankenstein, people have started to associate cloned animals with that as well. They fear that just like the Frankenstein turned against its creator, the food products obtained from cloned animals may also back fire. They think that just like the Frankenstein turned out to be harmful, cloned food products will also turn out to be harmful. Because of these health concerns, consumers all over are getting worried and concerned regarding whether of not the food products they are having are cloned or not. According to a source, companies now want their produced food products to be labeled as â€Å"clone free† so that their consumers can buy and consume food products without having to worry about safety issues. We can take the example of Ben and Jerry’s. Because of this non acceptance of the consumers, Ben and Jerry’s which is a popular ice cream producing company want to ensure their customers through media that the ice cream they produce comes from normal cows and not clones (The Associated Press, 2008). The media has a huge role to play in this. It made the debate regarding food cloning very open and all the concerns were right there in front of the consumers. Despite being confirmed as safe by the government, cloned food will not be accepted by consumers. However, the reality may be a lot different from this perception that the general public has regarding cloned food. Various legal authorities have given a green light to the use of cloned food as they consider it safe. These include the government, scientists and agencies like the Food and Drug Administration are using media to affirm the fact that there is no difference in food products from cloned animals and from conventional livestock. Stephen F. Sundlof, director of the Food and Drug Administration Center for Veterinary Medicine announced that â€Å"meat and milk from cattle, swine and goat clones is as safe to eat as the food we eat every day,† Both cloned and natural foods are equally safe and this also goes for the food obtained from off springs of cloned animals (The Associated Press, 2008). They say that there is nothing in the world that is completely natural, therefore there is no reason to stop when it comes to food and not use science and technology to use ways in which abundant food can be made available and that too at better quality. An example of potatoes is given. It is said that potatoes are not edible in their natural form as they are poisonous. Only after selective breeding, they are made edible (Crompton, 2007). Another point put forward to counter the argument of cloned animals being more prone to diseases and having a lower expectancy age is that the milk and meat obtained from cloned animals while they are healthy and alive will not harm the consumers in any way. Therefore there is no reason to be scared to consume such foods. The government and agencies like FDA have confirmed the safety of the foods but still the businesses are not ready to use cloned animals for their products. They fear that if they use such animals, they will have to label their products as ‘cloned’ and because of this people will not go for this product. However, their fear is logical because people are not ready as yet. We are living in a world where the population is increasing at a very rapid exponential rate. This increasing population will eventually demand food and the rate at which we are using up all our resources, it is predicted that very soon man will not have a lot to eat. We need to find better and newer ways which enable that we have abundant food supply for everyone in the world. Biotechnology is a new field that has been grown because of this. Cloned food is something that has been developed as a result. There were health concerns in the past regarding cloned food, but since now the government and other authorities like FDA have confirmed the safety of food obtained from cloned animals, we consumers must learn to accept it as in near future, this food will become a necessity and out only option. Conclusion In conclusion, I would once again like to emphasize on the need to accept such technologies. Food cloning was considered unsafe in the past because it is something new. Everything new has to go through a testing stage until it can be made ready to use. Similarly, food cloning has undergone the testing stage and it is now safe and ready to use. It is no longer the Frankenstein that it was once considered and because of this it has been made legal all over the world. References The Associated Press (2008) Cloned food may prompt ‘clone-free’ labels. Retrieved, 4 Oct, 2008, from MSNBC. Web site: http://www. msnbc. msn. com/id/16383458/ Crompton, S. (2007) Frankenstein’s monsters or the future of food? Retrieved, 4 Oct, 2008, from Times Online. Web site: http://women. timesonline. co. uk/tol/life_and_style/women/body_and_soul/article1461151. ece Gralla, J. D. Preston Gralla (2004) Complete Idiots Guide to Understanding Cloning. Alpha Books. Patel, K. Mark E. Rushefsky (2002) Health Care Policy in an Age of New Technologies. M. E. Sharpe. Poulter, S (2008) EU gives green light for cloned food to go on sale in UK shops. Retrieved, 4 Oct, 2008, from Daily Mail Online. Web site: http://www. dailymail. co. uk/health/article-507700/EU-gives-green-light-cloned-food-sale-UK-shops. html Reuters (2003) Cloned Food OK by FDA. Retrieved, 4 Oct, 2008, from Wired. Web site: http://www. wired. com/techbiz/media/news/2003/10/61038

Coopers Chingachgook :: essays papers

Coopers Chingachgook The Death of Chingachgook as the Apogee of the tragedy of the Indian Nation in Cooper^s The Pioneers The Pioneers, written by James Fenimore Cooper in 1823 opens the popular series of books about the adventures of an inhabitant of the New England forests Natty Bampo ^ a white man, a scout, and a hunter. However, the novelist does not merely narrate the life of Natty, his main aim is to present the whole situation on the Eastern Coast of America in the seventeenth century. In The Pioneers, in particular, Cooper writes about the new settlers in America, about their conquest of the lands, and about the tragic extinction of the Indian people, who had been proud owners of the lands of America. One of the most important moments in this book, and even in the whole cycle, is the scene of the death of Natty Bampo^s best friend Chingachgook, the last representative of the Indian tribe of Mohicans. In this scene the author presents his most important ideas about the vices of the new settlers, hypocrisy of Christianity, and the tragedy of the native inhabitants of the American lands. C! ooper actually makes the death of the Mohican sound as a final chord in the calamitous history of the Indian people, who under the onslaught of European civilization are doomed to disappear. He makes the dying Indian chief a symbol for his perishing nation, presenting him at the last minutes of his life in his national costume and believing in the Indian morals and gods. Moreover, by misspelling his name on the gravestone, Cooper redoubles the tragic implication that after the death of Chingachgook his culture is forgotten and lost, and a meaningful Indian name loses its importance for the white people who come to live in the formally Indian forests. Towards the end of The Pioneers the tragic story about the Indians who were expelled from their lands by the white Europeans, reaches its apogee. The scene of the Chingachgook^s dying is full of sadness, pain, and hopelessness. In a very meaningful way Cooper presents his Indian hero on the threshold of death, sitting "on a trunk of a fallen oak" (p.381). Thus he hints at the identity between the old chief and the tree, implying that once young and strong they both are now old and lifeless. Moreover, as the fallen tree is now disconnected from the company of the strong young forest mates, thus also Chingachgook with his "tawny visage" (p.381) is lonely among the liveliness of the newly established colonies. So Cooper writes that in place of the once virgin forests where the

Consultative selling Essay

For the last five years, I have held the fulltime sales position of Client Partner with a performance improvement origination. In this roll, I sell individual, team, and organizational solutions to mainly Fortune 500 and Fortune 100 organizations. My position as a Client Partner is a consultative sales job. I partner with clients helping them achieve better results. Consultative sales are quite different and very unique, from traditional or transactional sales. In the Consultative sales it is not about convincing the potential client that you have the product they need, or how you have the best price. Consultative sales are about results based conversations. Key concepts to Consultative selling are relationship building, effective listening, and closing the sale. Within the role of consultative selling, one must have the ability to build relationships, demonstrate effective listening, and then close the sale in order to be successful. I have been in this role for nearly five years. The last two years have been spent in the field, meeting face to face with clients and potential clients weekly. The face to face meeting is essential to the consultative sales role, as this is where the three key concepts are demonstrated. Prior to moving to the field, I had very limited experience in live consultative selling. My first year was really trial by error. I am confident in this first year; I lost many sells and even client relationships due to my lack of skills. However, I can recall one of the most satisfying consultative selling face to face client meetings where using all three key concepts, resulted in a large client engagement. The client was Orica they are the largest manufactures and full service explosive organization specializing in the mining and engineering fields. I received a call from someone in Orica, the individual was technical lead, and she was looking for time management training. She did not want to spend much time with me on the phone, nor did she want me to come out and meet with her face to face, she simply wanting the course outline and pricing to be sent over to her. This is the non-optimal consultative selling situation. However, two weeks later, I heard back from her, stating she wanted to go forward with the time management training program. Again during this conversation, she limited how much information she wanted to provide. All she communicated was this was for an engineering group of 25 employees who had challenges around working very long hours. In addition they were challenged with too many emails in the day. Although any sale is very much appreciated, this sales situation is not optimal. With consultative sales we are looking to solve business problems. If we do not fully understand the problem (diagnose) we cannot solve it (prescribe). Most often when we land sales as these, the clients do not reach the desired results, resulting in no future sales. During this work-session, I went out and sat in on the time management training. I joined in one of the tables. I began to participate to principals outlined in this session. This allowed me to hear the group responses to the questions, hearing what the actual challenges this particular group faces. Throughout the program, I checked in with my contact and would ask however thing was going. Unfortunately, she would not have much to say. Shortly after the work session ended I received a call from my consultant who delivered the program. He communicated to me that within the group today the Vice President of Learning and Development for Orica had been a participant. At the end of the session, the Vice President asks our delivery consultant many questions about the particular solution, and its capabilities. Due to the lack of communication from my original contact, I was never aware this executive would be attending! It was soon uncovered that there was building interest. The fact that there could be additional opportunity was great news! Two days later I called on the Vice President of Learning and Development for Orica, as soon as the conversation began, my intent was building a relationship. I called the Vice President asking for an appointment, with the intent of hearing his feedback on the work session along with giving a high level view of who FranklinCovey is and potentially have a deeper dive in conversation if he felt it was in alignment with Orica. I did not lead the conversation with what else I could offer Orica, but really wanting to hear his thoughts. He immediately agreed to appointment. The next day I drove out to his office. In the key concept of relationship building, one of the ways to do this is with a face to face appointment. In addition one must lead with questions that are personal, this always help to build rapport and allows me to really begin to understand the client. The second part to the questioning is to demonstrate effective listening. As soon as I arrived for the appointment, almost immediately as we shook hands I notice he had a unique metal bracelet on with multiple engravements. I asked him about the bracelet, and this began a fifteen minute conversation, he explained that he served two terms in Afghanistan with the United States Navy as an E. O. D. (Explosive Ordinance Device). The names inscribed on the bracelet are those friends who were killed. I spend the next hour really trying to understand him personally. I asked question, after question, the conversation flowed so naturally. The conversation evolved to where I uncovered his biggest challenge in moving to the civilian world which is finding purpose. There I had begun to build his trust. The questioning and effective listening have paid off. Through effective listening I navigated the conversations from personal question, to business framed questions. I really began to question the current organizational strategies, and structure, and goals. When I demonstrated effective listening, the questions naturally flow. The conversation did not sound interrogative, but genuine. Through this conversation, I uncovered so much more than just organizational time management needs. It allowed me to uncover the fact they are looking for a global time management solution, they needed a project management solution, an entry level managers training program, and even a solution to help them execute on their goals. Almost always when I schedule a face to face client meeting, it is always scheduled for an hour. This client appointment had gone nearly two hours and forty five minutes. The meeting thus far was spent building the relationship though effective listening. During the late portion of the conversation I looked down at my page full of notes, it is time for me to make my recommendation. I made a series of recommendations. My first recommendation is around the time management needs, then project management, then I tie in all the global and manager needs. I held off on the execution needs for the time. At the final closure of the meeting, I make the promise to send him what we talked about and the associated pricing. He shakes my hand and communicates he has already made his decision, and he would like to start with the first phase immediately. Because I was able to build the relationship, demonstrate effective listening, I did not have to sell him on the data. He didn’t need case studies, or industry comparisons, or how our solutions match to their competencies. He trusted me. He believed I did have the solution. He was ready to move. Had I not had the meeting with him, and was limited to the first contact within Orica; I would have never had this account produce what it has. When I initiated my face to face meeting with the potential client, I recognized almost immediately how well he responded to my personal questions. Walking into the meeting I knew what needed to be achieved, I needed to be closing a sale. I was aware of the key concepts behind a consultative sales role, but was unsure how I would achieve this. Opening the conversation with a personal question relating to his bracelet he was wearing, immediately set the tone for the remainder of the time together. It really was exciting to have the conversation flow so naturally. One question led to the next and the next after that. It was an enjoyable conversation that allowed me to learn so much about the client personally and his background with the war. I also enjoyed hearing more about his transitions and its struggles moving from military to civilian organizations. During this time of the conversation, I was not concerned about talking about the solutions I could offer, or how I would close the sale, I was simply engaged in what the client had to say. With this appointment I was able to experience first hand why being face to face is vastly more valuable than a virtual meeting. Had I not been meeting with this client face to face, I would have not seen his bracelet, and chances are never had the opportunity to ask him about his background. I also realized that once I was in the midst of this personal conversation that was so very interesting, I was able to demonstrate effective listening. Because of the nature of the conversation, I was easily able to listen effectively. As I ask one question, how he responded would result in my next question. I was able to be very specific in my questions, really trying to understand the personal challenges he had face along with the new challenges as a result of becoming a civilian. As I reflect on the results of listening effectively, I realize how I was able to navigate the conversation to uncover many challenges within the organization. At the end of the client meeting, I looked down at the notes I had taken. I was genuinely impressed by how specific and deep my notes were. I could now make very specific recommendations. This really was an experience I had wanted for very long. The more specific and clearer understandings of what the client’s needs are the clearer and more specific of a recommendation I can make. As I talked through the solutions and then followed it up with the recommendation on next steps, the client was extremely engaged. He was even surprisingly enthusiastic, that I was able to provide solutions to the challenges to which he had been tasked. What came as an even bigger surprise, he agreed to my recommendations on the spot! He wanted to talk though the details of starting the implementation. This was the first client appointment I had experience where I had demonstrated building the relationship, through effective listening resulting in a client agreeing immediately to the recommendation. As a result I know have a deep pervasive relationship with the client who is so fulfilling and rewarding. In addition to this joyous relationship, I also have a large revenue producing account. This is the dream of every sales person. Since experiencing such success in executing the three key concepts, I have change and altered how I facilitate a face to face client appointment. I now see that the face to face appointment is more impactful and valuable to the sales process. Demonstrating the three key concepts at the meeting is vital to the success of my business. When meeting face to face with clients, I focus on building the client relationship by primarily focusing on the person to whom the meeting is focused. If I can build repoire by effective questioning and listening, the recommendation, and making the sale will come much earlier. This experience has also resulted in deeper personal relationships. In addition to applying these principles in a professional environment, I have now begun to practice these concepts in personal relationships. I spend time really focusing on gaining deeper relationships through effective listening. I have now gained the experience on how to grow deep pervasive relationships. An essential element of sales is building client relationships. â€Å"The fastest way to get what you want is first to help others get what they want† (Gaffney 2010). The best behavior change we can make as a sale professional is to simply get over ourselves and start focusing on our client and their needs. â€Å"Commonality of purpose unites you with people; it builds rapport that leads to trust and to the development of a long-term, profitable relationship’ (Graffney 2010). The key first step of the sales process is establishing trust though development of the relationship. The client or potential client is not interested in what we have to say or what we are selling, unless they see how it is in their best interest. When engaging with client the universal truth â€Å"Focus on the client is the key to getting what you want† (Graffney 2010). When meeting with a client, we need to maintain this as a paradigm; building the client relationship and not falsely ‘pretending’ to be interested. The interest generated prior to the sale must be intentional and genuine. A clients sustainable success is based on the principle; â€Å"success in business is about-helping your client, not helping yourself’ (Graffney 2010). The top 10 percent know that they can only be successful if they’re focused on helping people rather than helping themselves making the sale. Consultative selling is about starting a dialogue to uncover a prospect’s problem and then helping them solve the problem in the best way possible. In order to uncover the problem we must have the ability to not only ask questions, but to demonstrate the skill of effective listening. Listening is both a behavior and a skill† (Bonet 2001). Many believe they have the skill of listening. Effective listening is â€Å"receiving information, giving meaning to the information, deciding what you think or feel about that information, responding to what you hear† (Bonet 2001). Most of us are not good listeners. Research indicates â€Å"We listen to 25% of our potential which means, we forget, ignore, distort, or misunderstand 75% of what we hear† (Bonet 2001). When we are able to listen effectively we are able to â€Å"understand problems, and build relationships† (Bonet 2001). If we are not effectively listening to prospects or clients; how is trust established? Without trust there is no client relationship. â€Å"Consultative selling, in a nutshell is the art of effective questioning, listening, and probing the client to effectively ascertain their problems, challenges, goals, and objections; then presenting solution options, which is customized to meet their specific needs and are designed to form long-lasting working partnerships with the client to maximize their investment (Bennett 2006). Consultative selling us focused almost exclusively on the clients rather than the product they are selling. The object is to understand the client’s situation to the degree that the â€Å"sale and implementation of the product or service becomes a seamless integral part of the client’s ongoing business operation† (Bennett 2006). It is apparent when the sales individuals executes successfully on building the client relationship through effective listening, advancement of the sell through competent recommendations is inevitable. The success I experienced from the client face to face meeting has the potential to change almost all of my personal engagements with others. For example; by applying the same concepts to both personal and professional relationships I can deepen and broaden these relationships. The skillset of being intentional on building relationships through effective listening can transform almost any relationship. People enjoy talking about themselves. If we genuinely want to develop and grow any relationship, personal and professional, by taking the attention off of ourselves, and focus on the learning about others, people respond positively. The behavior of effective listening communicates to the individual that they are unique and special. I have learned that people are accustomed to only talking about themself. People are often pleasantly surprised when they learn you are not there to talk about yourself, but rather learn about them! Prior to this experience I would be very nervous and almost sick over high value appointments. I was under the belief that I need to have a strong business case, and with that alone, I would be able to make the sale. This experience demonstrated that focusing on the client through effective listen is the most effect way to gain sustainable results. I will now have the confidence and ability to meet and work with larger more complex clients. By applying the same principles of building the client relationship though effective listening, I can make competent recommendations, that the client will trust. This will allow me to grow my business and the depth I am able to penetrate. Finally since this experience, I am now aware the building relationships requires being intentional. A quote that really emphasis this, is by former GE CEO, Jack Welsh â€Å"Be interested, not interesting†. The experience with this particular client taught me how true this statement is. I have since experienced the same success in the personal setting as I did in the professional. I look forward to additional successes, based on this model.

Leedsichthys - Facts and Figures

Name: Leedsichthys (Greek for Leeds fish); pronounced leeds-ICK-thissHabitat: Oceans worldwideHistorical Period: Middle-Late Jurassic (189-144 million years ago)Size and Weight: 30 to 70 feet long and five to 50 tonsDiet: PlanktonDistinguishing Characteristics: Large size; semi-cartilaginous skeleton; thousands of teeth About Leedsichthys The last (i.e., species) name of Leedsichthys is problematicus, which should give you some clue about the controversy occasioned by this gigantic prehistoric fish. The problem is that, although Leedsichthys is known from dozens of fossil remains from around the world, these specimens dont consistently add up to a convincing snapshot, leading to grossly divergent size estimates: more conservative paleontologists venture guesses of about 30 feet long and 5 to 10 tons, while others maintain that superannuated Leedsichthys adults could attain lengths of over 70 feet and weights of over 50 tons. Were on much firmer ground when it comes to Leedsichthys feeding habits. This Jurassic fish was equipped with a whopping 40,000 teeth, which it used not to prey on the larger fish and marine reptiles of its day, but to filter-feed plankton (much like a modern Blue Whale). By opening its mouth extra-wide, Leedsichthys could gulp in hundreds of gallons of water every second, more than enough to cover its outsized dietary needs. As with many prehistoric animals discovered in the 19th century, the fossils of Leedsichthys were an ongoing source of confusion (and competition). When the farmer Alfred Nicholson Leeds discovered the bones in a loam pit near Peterborough, England, in 1886, he forwarded them to a fellow fossil hunter, who misidentified them as the back plates of a stegosaur dinosaur. The next year, during a trip overseas, the eminent American paleontologist Othniel C. Marsh correctly diagnosed the remains as belonging to a giant prehistoric fish, at which point Leeds made a brief career of excavating additional fossils and selling them to natural history museums. One little-appreciated fact about Leedsichthys is that its the earliest identified filter-feeding marine animal, a category that also includes prehistoric whales, to attain giant sizes. Clearly, there was an explosion in plankton populations during the early Jurassic period, which fueled the evolution of fish like Leedsichthys, and just as clearly this giant filter-feeder went extinct when krill populations mysteriously plunged at the cusp of the ensuing Cretaceous period.

Coping By Susan Folkman And Richard Lazarus State - 974 Words

Most Difficult: The one concept that I found difficult to understand in the reading was Cognitive Coping. I got confused oh how the research connected and explained the topic. What I do understand is that Coping is basically getting use to what has happened. How I resolved the problem was I read more and went to a website called http://www.medscape.com/viewarticle/444154 and found that Coping mechanisms are ways to which external or internal stress is managed, adapted to or acted upon. In the book, Susan Folkman and Richard Lazarus state that the definition of coping is â€Å"constantly changing cognitive and behavioral efforts to manage specific external and/or internal demands that are appraised as taxing. They defined coping as the sum of cognitive and behavioral efforts, which are constantly changing, that aim to handle particular demands, whether internal or external, that are viewed as taxing or demanding. What this basically means is that coping is an activity we do to find and apply solutio ns to stressful situations or problems that come out because of our stressors. If you really think about it, the word â€Å"coping† is more associated with reactive coping because we see coping as a response to a stressor but on the other hand, theirs is another kind of coping. That is â€Å"proactive coping† and the website states that this type of coping is â€Å"wherein the coping response is aimed at preventing a possible encounter with a future stressor.† So while the coping mechanism isShow MoreRelatedConcept Analysis Of Coping Within Arthur Frank s Novel Using The Transactional Theory Essay1277 Words   |  6 PagesConcept Analysis of Coping within Arthur Frank’s Novel using the Transactional Theory Introduction The purpose of this paper is to examine and analyze the concept of coping in the novel At the Will of the Body by Arthur Frank. 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Richard Lazarus stated that humans encounter stresses because they have high-level cognitive abilities that other animals lack. Lazarus and Susan Folkman defined stress as a â€Å"particular relationship between the person and the environment that is appraised by the person as taxing or exceeding his or her resources and endangering

Understand and enable interaction and communication with...

Unit 51 Understand and enable interaction and communication with individuals who have dementia Unit code: Dem 312 1. Understand the factors that can affect interaction and communication of individuals with dementia 1.2 Explain how physical and mental health factors may need to be consider when communicating with an individual who has dementia. There are many factors to consider such as pain, pain can cause misunderstandings as individuals may be in so much discomfort they cannot what they want and how they are feeling. Depression can closely link with dementia and sometimes are mistaken for one another, if a resident has depression they may not want to communicate with other people which may force them to become more secluded†¦show more content†¦Mr. R is a resident living with dementia, although Mr. R is on end of life care he is very strong and can have periods of aggression. Sometimes when trying to communicate Mr. R can become frustrated as due to his progression of dementia he has slurred speech and cannot form full sentences. This frustration can turn into violence towards others when Mr. R feels he is not being understood, carers use short sentences and allow Mr. R time for him to make choices, we useShow MoreRelatedunderstand and enable positive interaction and communication with individuals who have dementia1132 Words   |  5 Pagesï » ¿Unit 371 – Understand and enable positive interaction and Communication with individuals who have dementia. 1.1 Losing the ability to communicate can be one of the most frustrating and difficult problems for people with dementia, their families and carers. As the illness progresses, a person with dementia experiences a gradual lessening of their ability to communicate. 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Chapter 14 Solutions Free Essays

Solutions for Review Problems of Chapter 14 1. a. Given the following diagram for a product, determine the quantity of each component required to assemble one unit of the finished product. We will write a custom essay sample on Chapter 14 Solutions or any similar topic only for you Order Now b. Draw a tree diagram for the stapler: a. F: 2 J: 2 x 2 = 4 D: 2 x 4 = 8 G: 1 L: 1 x 2 = 2 J: 1 x 2 = 2 H: 1 A: 1 x 4 = 4 D: 1 x 2 = 2 Totals: F = 2; G = 1; H = 1; J = 6; D = 10; L = 2; A = 4 b. Stapler Top Assembly Base Assembly Cover Spring Slide Assembly Base Strike Pad Rubber Pad 2 Slide Spring 2. The following table lists the components needed to assemble an end item, lead times, and quantities on hand. . b. If 20 units of the end item are to be assembled, how many additional units of E are needed? (Hint: You don’t need to develop an MRP plan to determine this. ) An order for the end item is scheduled to be shipped at the start of week 11. What is the latest week that the order can be started and still be ready to ship on time? (Hint: You don’t need to develop an MRP plan for this part either. ) a. B: 20 x 2 = 40 – 10 = 30 E: 30 x 2 = 60 – 12 = 48 C: 20 x 1 = 20 – 10 = 10 E: 10 x 2 = 20 End Item D: 20 x 3 = 60 – 25 = 35 E: 35 x 2 = 70 Total: 48 + 20 + 70 = 138 b. B(2) C D(3) E(2) F(3) G(2) E(2) H(4) E(2) Total LT 4 5 5 5 6 The longest sequence is 6 weeks. Week 11 – 6 weeks = Week 5. 5 3. End item P is composed of three subassemblies: K, L, and W. K is assembled using 3 Gs and 4 Hs; L is made of 2 Ms and 2 Ns; and W is made of 3 Zs. On-hand inventories are 20 Ls, 40 Gs, and 200 Hs. Scheduled receipts are 10 Ks at the start of week 3, 30 Ks at the start of week 6, and 200 Ws at the start of week 3. One hundred Ps will be shipped at the start of week 6, and another 100 at the start of week 7. Lead times are two weeks for subassemblies and one week for components G, H, and M. Final assembly of P requires one week. Include an extra 10 percent scrap allowance in each planned order of G. The minimum order size for H is 200 units. Develop each of the following: a. b. c. d. A product structure tree. An assembly time chart. A master schedule for P. A material requirements plan for K, G, and H using lot-for-lot ordering. Solution: a. Product Structure Tree P K 3G c. Master Schedule d. Weeks Quantity LT = 1 wk. Beg. Inv. 1 2 3 4 5 Beg. Inv. 1 2 3 4 5 6 100 6 100 7 100 7 100 L 4H 2 2N W 3Z P Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases K LT = 2 wk. Beg. Inv. 1 2 3 4 100 5 100 10 10 10 10 90 90 90 Beg. Inv. 1 2 3 270 40 40 40 40 230 253 253 231 210 231 70 4 210 5 100 100 100 6 100 30 70 70 100 100 7 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases G(3) LT = 1 wk. 6 7 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases H(4) LT = 1 wk. Beg. Inv. 1 2 3 360 4 280 40 240 240 5 6 7 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases 200 200 200 200 200 160 200 240 4. Oh No! , Inc. , sells three models of radar detector units. It buys the three basic models (E, F, and G) from a Japanese manufacturer and adds one, two, or four lights (component D) to further differentiate the models. D is bought from a domestic producer. Lead times are one week for all items except C, which is two weeks. There are ample supplies of the basic units (E, F, and G) on hand. There are also 10 units of B, 10 units of C, and 25 units of D on hand. Lot-sizing rules are lot-for-lot ordering for all items except D, which must be ordered in multiples of 100 units. There is a scheduled receipt of 100 units of D in week 1. The master schedule calls for 40 units of A to be produced in week 4, 60 units of B in week 5, and 30 units of C in week 6. Prepare a material requirements plan for D and its parents. Solution: Master Schedule Week Quantity Beg. Inv. 1 2 3 4 40A 5 60B 6 30C A LT = 1 wk. Beg. Inv. 1 2 3 4 40 5 6 Gross requirements Scheduled receipts Projected on hand Net requirements Planned order receipt Planned order release Beg. Inv. 40 40 40 B LT = 1 wk. 1 2 3 4 5 60 6 Gross requirements Scheduled receipts Projected on hand Net requirements Planned order receipt Planned order release Beg. Inv. 50 10 10 10 10 10 10 50 50 C LT = 2 wks. 1 2 3 4 5 6 30 Gross requirements Scheduled receipts Projected on hand Net requirements Planned order receipt Planned order release D LT = 1 wk. Beg. Inv. 1 2 3 40 100 25 125 125 125 85 95 100 100 5 20 4 180 5 10 10 10 10 10 10 10 20 20 6 Gross requirements Scheduled receipts Projected on hand Net requirements Planned order receipt Planned order release 5. Using the diagram below, do the following: a. Draw a tree diagram for the scissors. b. Prepare an MRP for scissors. Lead times are one day for each component and final scissor assembly, but two days for the plastic grips. Six hundred pairs of scissors are needed on Day 6. Note: There are 200 straight blades and 350 bent blades on hand, and 40 top blade assemblies on hand. Solution:. a. Scissors Bottom Blade Assembly Screw Top Blade Assembly Straight Blade b. Master Schedule for: Straight Plastic Grip Bent Blade Bent Plastic Grip Week Quantity Beg. Inv. 1 2 3 4 5 6 600 7 8 Week Scissors (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases 600 600 600 Beg. Inv. 1 2 3 4 5 6 600 7 8 Week Bottom Blade Assembly (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases 600 600 600 Beg. Inv. 1 2 3 4 5 600 6 7 8 Week Top Blade Assembly (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases Beg. Inv. 560 Week Screw (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases Week Straight Blade (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts 200 200 200 200 200 400 400 Beg. Inv. 1 2 3 4 600 5 6 7 8 600 600 600 1 2 3 4 5 6 600 7 8 40 40 40 40 40 40 560 560 Beg. Inv. 1 2 3 4 5 600 6 7 8 Planned order releases 400 Week Straight Plastic Grip (LT = 2 weeks) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases Beg. Inv. 00 Week Bent Blade (LT = 1 week) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases Bent Plastic Grip (LT = 2 weeks) Gross requirements Scheduled receipts On hand Net requirements Planned order receipts Planned order releases 560 560 560 Beg. Inv. 210 Week 1 2 3 4 560 5 6 7 8 350 350 350 350 350 210 210 1 2 3 4 560 5 6 7 8 600 600 Beg. Inv. 1 2 3 4 600 5 6 7 8 6. Develop a material requirements plan for component H. Lead times for the end item and each component except B are one week. The lead time for B is three weeks. Sixty units of A are needed at the start of week 8. There are currently 15 units of B on hand and 130 of E on hand, and 50 units of H are in production and will be completed by the start of week 2. Solution: Master Schedule Week Quantity Beginnin g inventory 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8 60 8 A LT = 1 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases Beginnin g inventory 1 2 3 4 5 6 60 7 60 60 60 B(2) LT = 3 8 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases 105 15 15 15 15 15 15 15 120 15 105 105 C LT = 1 Beginnin g inventory 1 2 3 4 5 6 7 8 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases 60 60 60 60 E(2) E(4) LT = 1 Beginnin g inventory 1 2 3 4 5 6 7 8 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases 80 130 130 130 130 210 240 130 80 80 240 240 240 H(E3) H(E3) LT = 1 Beginnin g inventory 1 2 3 4 5 6 7 8 Gross requirements Scheduled receipts Projected on hand Net requirements Planned-order receipts Planned-order releases 190 50 50 240 720 50 190 190 240 720 720 How to cite Chapter 14 Solutions, Papers