...as have the traditional criteria for determining death, namely, cessation of heartbeat and respiration. An individual's death should be a personal and private matter as well as a familial, communal, and social matter. It has been regarded as such for many thousands of years in our Japanese society and culture. It is well understood that our traditional socio-cultural understanding of human life positively admits the natural process of death as the final event of life. The ideas expressed in Zen-Buddhist phrases such as "accept death as it is" and "life-death as one phenomenon" have been key motifs totally integrated into our traditional understanding of life (Tomomatsu 1939). However, the traditional perception of death as an acceptable process has been vanishing as the Japanese have applied modern biomedical technologies more frequently in well-equipped hospital settings. Although the involvement of family members in the process of dying and particularly in the death event continues in a variety of ways, the care of dying patients in Japan is becoming much more similar to that delivered in advanced hospital settings in many countries of the world, than it is different. Now, in Japan, a majority of people end their lives in the hospital, surrounded by high-technology machine. Yet, in a survey by the Yomiuri Shimbun of 15 June 1991, half of the respondents said they would prefer to die at home. In addition, there has been a tradition of not explaining to terminally ill people...
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...Name Injury Team Pos Note Dragic, Goran PHO G My First Pick Lin, Jeremy Day to Day - Probable HOU G Gordon, Eric Injured - knee - out indefinitely NOR G Don't draft ealier than 4th round Ginobili, Manu Day to Day - Questionable SAS G Don't draft before round 4 Garnett, Kevin BOS C Nowitzki, Dirk Injured - Back late Nov DAL F Ilyasova, Ersan MIL F Hilario, Nene Day to Day - Questionable WAS F/C Don't draft Thornton, Marcus SAC G Stoudemire, Amare Injured - knee surgery - out through mid-December NYK F/C Don't draft ealier than 4th round Pekovic, Nikola Day to Day - Probable MIN C Wallace, Gerald BKN F Williams, Mo UTA G Bogut, Andrew Day to Day - Questionable GSW C Don't draft Granger, Danny Injured - left knee soreness, out indef IND F Lillard, Damian POR G Brian's guy, don't draft Matthews, Wesley POR G/F Chandler, Tyson Day to Day - Probable NYK C Duncan, Tim SAS F Faried, Kenneth DEN F Kaman, Chris Day to Day - Questionable DAL F/C Stuckey, Rodney DET G Thomas, Isaiah Day to Day - Probable SAC G Nelson, Jameer ORL G Brand, Elton DAL F Hayward, Gordon UTA G/F Evans, Tyreke SAC G/F Beasley, Michael PHO F West, David IND F Martin, Kevin OKC G Crawford, Jamal LAC G Humphries, Kris BKN F Smith, JR Day to Day - Questionable NYK G Hill, George Day to Day - Probable IND G Kirilenko, Andrei MIN F Don't draft Felton, Raymond NYK G Vasquez, Greivis NOR G I like Greivis Williams, Lou ATL G Deng...
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...Starwood Hotels and Resorts Worldwide, Inc. An American hotel and leisure company headquartered in Stamford, Connecticut It owns, operates, franchises and manages hotels, resorts, spas, residences, and vacation ownership properties under its nine owned brands. * Westin * Sharton * Four Points by Sharoton * The Luxury Collection * W Hotel * St. Regis * Le Meridian * Aloaf, a vision by W Hotel * Elements by Westin Started out as starwoods lodging, formed by real estates of starwoods capitial to take advantage of the tax break. Starwoods lodging owned a numbers of hotels around north America In 1994 the Westin hotel company was bought over, from japan Aiko company In 1998 Starwoods buy over the Sharton, Four points by Sharton and The Luxury collection from ITT 1995 Starwoods launched the W Hotel 2005 Sept Starwoods launched The Loaf, based on W Hotel, cater to business travelers In 2005, Starwood purchased the Le Méridien brand Starwood began selling a number of its company-owned hotels, instead focusing on becoming a management company and franchiserfor its current and future hotel brands Starwood also has customer contact centers (CCC) all over the world. A new CCC was just opened in Wichita, KS. This makes it 10 CCC worldwide.( Austin, Texas; Fall River, Massachusetts; Lancaster, California; St. Thomas, Ontario, Canada; Cork, Ireland; Singapore; Tokyo, Japan; Guangzhou, China; and Gurgaon, India) WESTIN Starwood's largest...
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...Master TEW International Business cases - Van Hoof Q 186 uickprinter Koningstraat 13 2000 Antwerpen www.quickprinter.be 2.90 EUR International Business: Cases Case 1: Whirlpool Whirlpool’s Dramatic Turnaround through Internationalization Whirlpool exemplifies how internationalization can rejuvenate declining sales and optimize cost structures. Background Headquartered in Benton Harbor, Michigan, Whirlpool Corporation makes washers, dryers, refrigerators, dishwashers, freezers, and microwave ovens in 13 countries and sells them in 170 others, under brands names such as Whirlpool, Maytag, Magic Chef, Jenn Air, Amana, KitchenAid, Kenmore, Brastemp, and Bauknecht. In 2006, Whirlpool acquired competitor Maytag (horizontal integration) and its brands (Amana, Jenn Air, Magic Chef, and Maytag). Whirlpool generated over $19 billion in 2006 annual sales: 60 percent from North America, 25 percent from Europe, 15 percent from Latin America, and 2 percent from Asia. Operate with 60 manufacturing and technology centers worldwide and 80,000 employees. International Expansion Domestically: (1) The U.S. appliance market matured in the 1990s, and Whirlpool faced low profit margins, intense competition, and more demanding buyers, pressuring management to consider international markets. Internationally: (1) Trade barriers fell, consumer affluence grew, and capitalism flourished. (2) A “global” approach would yield economies of scale in manufacturing, assembly, appliance technology...
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...Drugs Lauren English 1101 Heather Ostrow September 17, 2009 Drugs Can Really Change a Person When I was young, my brother and I grew up with everything. My parents made sure we had everything and grew up living a happy healthy life. My brother, David, being two years older than me, was my idol. I always looked up to him and wanted to be just like him. Little did I think, he would leave me wanting to have nothing to do with him. My family was all born in Houston, Texas, where David and I attended local public schools. He was always a straight A student with honors. He played baseball and was developing what everyone thought would be his career. David surrounded himself around many friends and loved going places with them. I always wanted to go with them but my brother always told me I was too young. David loved baseball; he was the star pitcher and short stop for the high school team, when he was still in the eighth grade. He had the dreams of becoming a baseball player for the Atlanta Braves. He had every opportunity to have success in achieving his goal. His coaches, teachers, and family were so proud of the way he accomplished everything. Every move he made, I felt as if everyone was applauding him. Then everything took a turn. My mother came home from work one day and we could all see something was wrong. I’ll never forget those words that came out of her mouth, “We have to move, I’m being transferred.” She explained that we...
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...Outsourcing of the Boeing 787 | | | | | | |David Mahmoodi | |01/31/2009 | |How much of a service can be outsourced before the benefits stop outweighing the costs? For the first time in the history of the company, Boeing is| |outsourcing more than 70% of the production of its new aircraft the 787 Dreamliner. This is not just the production or assembly of the plane, but | |also the specifics of engineering the individual parts. With so many parts being designed and assembled in other countries there have been | |communication issues, lengthy delays and increased costs. This paper will explore the benefits and costs of outsourcing such a big public project. | |It will discuss how Boeing or similar companies can better mange outsourced projects or more efficient alternatives to outsourcing them all | |together. ...
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...Global Issues in Business Professor Lui Hebron 2/15/15 Case Analysis: Chapter 14 Closing Case on pages 490–491, questions 1, 2 and 3. Summary Founded in July 1916, in Seattle, WA, Boeing is one of the top bestselling aircraft company in the world. For a long time, the company has been able to keep up with its competition, and generate a steady revenue every year. The efficiency in their work, satisfying their customers’ expectation, and meeting delivery deadlines has for a long time made the company reliable among one of its biggest competitor, Airbus. For years, they provided the world with innovation, by introducing countless aircraft models. From the Boeing 707 to the 757, the company has been able to execute efficiency and on time delivery to its long time partners. But few years later, things changed, when Boeing first introduced their newest aircraft, the Boeing 787 Dreamliner, which was considered the most innovated aircraft of its time. Until late 2007, the strategy seemed to be working remarkably well. Boeing had booked orders for more than 770 aircraft, worth more than $100 billion, making the 787 the most successful aircraft launch in the history of commercial aviation. (Page 491, Chapter14). Things seemed to be doing very well, but behind closed doors, it was a different story. The company was not able to meet delivery deadlines, and ended up losing a lot of money in penalties and other fees related to production. ------------------------------------------------- ...
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...ANNUAL REPORT 2013 1. HigHligHts Fourth Quarter Full Year $ Change 55 88 (34) 54 54 54 8 0.1 pp 3.0 pp (6) 76 (0.4) pp 2.4 pp 346 (255) 214 3.1 pp $0.20 $0.03 % Change 2.5 3.5 (0.9) pp (0.6) (1.7) (1.6) (1.8) (2.3) 0.2 0.3 (0.2) (1.8) 1.1 0.3 0.2 3.0 The financial and operating highlights for Air Canada for the periods indicated are as follows. (Canadian dollars in millions, except where indicated) Financial Performance Metrics Operating revenues Operating income Non-operating expense (1) Income (loss) before income taxes and discontinued operations Net income (loss) from continuing operations Net loss from discontinued operations – Aveos Net income (loss) Adjusted net income (loss) (2) Operating margin, excluding the impact of benefit plan amendments % (3) Operating margin % EBITDAR, excluding the impact of benefit plan amendments (3) (4) EBITDAR (4) EBITDAR margin, excluding the impact of benefit plan amendments % (3) (4) EBITDAR margin % (4) Unrestricted liquidity (5) Free cash flow (6) Adjusted net debt (7) Return on invested capital ("ROIC") %(8) Diluted earnings (loss) per share Adjusted net income (loss) per share – diluted (2) Operating Statistics (9) Revenue passenger miles (millions) ("RPM") Available seat miles (millions) ("ASM") Passenger load factor % Passenger revenue per RPM (“Yield”) (cents) Passenger revenue per ASM (“RASM”) (cents) Operating revenue per ASM (cents) Operating expense per ASM (“CASM”) excluding the impact of benefit plan amendments...
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...Miguel Gonzalez MGMT4430_900 Purchasing & Supply Mgmt. Article Review #2 After reading this article in the New York Times, immediately came to my mind the good topic we discuss on chapter 7 about “Process and Technological Capability” concept, which in the business world consist of the technological, design, methods, and equipment used to manufacture a product or deliver a service. This article describes how important process and technological capability had made Boeing a global aviation leader and the world’s second largest military contractor, but at the same time talks about a technological problem that is affecting Boeing losing millions of dollars as well as current and future contractors. Founded in 1916 by William E. Boeing, the company has grown through decades of innovative designs and the acquisition of venerable names in aviation like McDonnell Douglas and Rockwell International. In 2000, the company moved its headquarters from Seattle to Chicago. As we all know now days for most of businesses keep growing or at least maintain their economical business competition they should all introduce innovation and Boeing is not the exception. By doing this Boeing have created recognition on the aviation industry, but also by doing this and experimenting with new technology and new process some of their products have reveled many technical problems, which in this case had happened to Boeing’s much-anticipated “Dreamliner”. In December 2012, a United Airlines 787 flying...
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...Keller Graduate School of Management PM 595: Project Risk Management Development of the Boeing 787 Dreamliner Table of Contents I. Introduction II. Fault Tree One III. Discussion of Fault Tree One IV. Fault Tree Two V. Discussion of Fault Tree Two VI. Conclusions VII. Works cited I. Introduction I am the Project Manager developing the Boeing 787 Dreamliner. The development of this state-of-the-art airplane will include an international team of aerospace companies led by Boeing. The advances in this airplane will reduce the use of fuel by 20%, increase cargo capacity, increase nautical miles in a mid-range airplane, and improve passenger comfort. Boeing expects sales of 3,500 units over the next 20 years. (Norris & Wagner, 2009) To really understand the impact of multiple providers, along with the logistics to coordinate assembly, I will illustrate, discuss, and provide a conclusion using two decision tree analyses. The first fault tree will detail the delivery system and identify the failure that could result in delivery failure. The second fault tree details the lack of labor to assemble the airplane. Both pose results that have the potential to financially impact the project. The fault tree diagram will provide a visual representation of the risk and help analyze the cause by looking backwards to identify the root cause. II. Fault Tree One III. Discussion of Fault Tree One There are over 40 Companies/Business...
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...DEVRY Development of Boeing 787 Dreamliner Course Project II Prepared for: Professor James Hiegel Project Risk Management Course PM595 Prepared by: Muzammil Qurashi February 19, 2012 [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Table of Contents Introduction Page 3 Sources of Construction Project Risk Page 4 Systems to Address Construction Project Risk Page 6 Catastrophic Failure Fault Tree Page 8 Discussion of Fault Tree Page 8 Fault Tree One Page 10 Discussion of Fault Tree One Page 10 Fault Tree Two Page 11 Discussion of Fault Tree Two Page 11 Conclusions Page 14 Works Cited Page 15 Introduction Boeing Commercial Airplanes' launched the 787 Dreamliner, a super-efficient airplane in order to meet the growing needs and preferences of an international audience across the globe. An international team of top aerospace companies is building the airplane, led by Boeing at its Everett, Wash. facility near Seattle (Boeing.com), According to Boeing’s statement, t\he 787-8 Dreamliner will carry 210 - 250 passengers on routes of 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers), while the 787-9 Dreamliner will carry 250 - 290 passengers on routes of 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers)....
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...Japan LCC overview THE COMPETITIVE ENVIRONMENT IN JAPAN, THE WORLD'S THIRD LARGEST AVIATION MARKET, has witnessed some notable changes in recent months with some fascinating dynamics at play. Japan’s most exciting growth area is the flurry of LCC activity and new entries in the high-potential sector. ANA and JAL have jumped on the LCC bandwagon with ANA to have not one but two LCC subsidiary offerings in the form of Peach Aviation and AirAsia Japan by the end of the year and JAL establishing Jetstar Japan with oneworld partner Qantas’ subsidiary Jetstar. These start-ups promise radical change, even if their initial projected fleet sizes are modest. As a majority shareholder in both AirAsia Japan and Peach, ANA is taking the lead role in the LCC ventures, with ANA’s president and CEO Shinichiro Ito believing the time is now ripe to launch a series of new products into the market. “Japan’s aviation industry is now entering a period of rapid change. For some time, ANA has been considering carefully what action needs to be taken at this stage. One of our responses has been to invest in Peach and to establish AirAsia Japan,” he has said. However, signs are already emerging that the LCCs will have a direct impact on their parents’ operations. There are a number of factors driving the sudden entry of LCC subsidiaries in the Japanese market, most of which reflect the changing attitude of the Government as it seeks to stimulate the domestic air travel market by rectifying some of...
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...Executive summary Boeing was founded in 1916 in Seattle, Washington and became one of the World’s largest and leading manufacturers in making commercial and military aircrafts. The company has been involved in acquiring international firms and making strategic alliances with many aerospace pioneers in the past. Some of the big acquired and merged aerospace companies are Hughes Space and Communications, North American Aviation, McDonnell Douglas, Rockwell International and Jappesen (Boeing, 2012). The purpose of this report is twofold and accordingly the report is divided into two parts. The first part consists of a critical evaluation of the internal and external business environments of Boeing to find out to at what extent Boeing is strategically fit with its current business environment. In the second part, an improvement strategy will be recommended to the company to effectively manage its supply chain practices after critically reviewing the feasibility, acceptability and suitability of the strategy. Contents Executive summary 1 Introduction to Boeing 787 Dreamliner 3 (PART A) 4 S.W.O.T analysis of Boeing 787 Dreamliner 4 Strengths: 4 Weaknesses: 5 Opportunities: 6 Threats: 6 Boeing 787 Dreamliner competitiveness 7 Business model of Boeing Dreamliner 787 9 B787 SYSTEMS AND EQUIPMENT: 9 MANUFACTURING/QUALITY: 9 Design and features of Boeing 787 Dreamliner: 10 Strategic alliance of Boeing 787 Dreamliner 12 Challenges posed by the business...
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...1. AT Form Factor * The AT form factor is the oldest and the biggest form factor. It was popular until the Baby AT was released. * IBM 1984 * Also known as Full AT, it was popular during the era of the Intel 80386 microprocessor. 2. BABY AT * It is still being used today, usually in Pentium class products. * IBM 1985 * The reason that prompted the Baby AT was the width of the AT (12") and the fact that the board was difficult to install, service, and upgrade. * It became popular due to its significantly smaller size. 3. ATX * Intel 1996 * ATX was developed as an evolution of the Baby AT form factor and was defined to address four areas of improvement: enhanced ease of use, better support for current and future I/O, better support for current and future processor technology, and reduced total system cost. * It is the most popular form factor for commodity motherboards. Typical size is 9.6 × 12 in although some companies extend that to 10 × 12 in. Conclusion: 4. Mini-ATX This form factor is basically the same as ATX with a smaller allowable board size. * Mini-ATX = 11.2" x 8.2" * AOpen 2005 * Mini-ATX motherboards were designed with MoDT (Mobile on Desktop Technology) which adapt mobile CPUs for lower power requirements and less heat generation, which may be beneficial for home theater PCs (HTPC), in-car PCs, or industrial use. Conclusion: 5. HPTX * EVGA 2008 * A large design by EVGA currently...
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...2011 Airborne Express EMI and the CT scanner Juan Perez Strategic Management Juan Perez Strategic Management |Airborne Case 1 Strategic Management 6/7/2011 First Case Analysis: Airborne Express Analysis of the Express Mail Industry: In order to have a clear understanding of Airborne’s position and to make recommendations about future moves, it is critical to examine the industry environment—competitors, customers, and suppliers—and examine the firm internally. To do so, the Porter’s five forces framework and a resource & capability analysis will be utilized. Threat of Substitutes: In today’s aggressive environment, product substitutes are regarded as one of the most threatening forces in competition. In the case of Airborne, it wasn’t the exception. There were other two main players (Federal Express and United Parcel Service) offering similar a similar service –express mailing. The availability of substitutes made the demand for this industry elastic. The case also states that large customers weren’t known for their loyalty for a single carrier, once the contract was up, they look for the best bidder. Threat of Entry: The existent barriers of entry made hard for companies to enter the express mail industry. The costs of becoming established in this industry were so large that discourage potential entrants. For instance, a company entering this industry...
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