...THE PERCEPTION OF YS-10 LEARNERS IN THE IMPLEMENTATION OF THE K-12 CURRICULUM A research presented to In Partial Fulfilment of the Requirements for CAE, Economics and Mathematics 11 CHAPTER I PROBLEM AND ITS SETTING I. Introduction Education is a basic human right and a significant factor in the development of children, communities, and countries. (Herz, B. and Sperling G.B., 2004) It is valued by a lot of Filipinos mainly because it is the start of economic improvement and it is the key to a brighter future. The Philippines was one of only three countries in the world and the only one in Asia that still had 10 years in basic education. This has always been seen as a disadvantage for the learners who are competing in an increasingly global job market and also reason of having a high number of unemployment in the country. The government asserts that with the implementation of K12 program, the problem of unemployment in the country will be resolved. In as much as employment in the Philippines is concerned, the K12 education also responds to the fact that most countries in the world already have the same plan in their educational institutions. With this, the standards of these countries go a notch higher than what the country has, thus, creating an expansion in the global competency. (DepEd, 2010) President Aquino aforementioned that we needed to add two more years of basic education in the country. Those who can afford to pay up to fourteen...
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... Admission Guide 2014 Admissions to Master’s degree Master of Science in Economics and Business Applicants with an appropriate Finnish Administration or non-Finnish university or university of applied sciences degree may apply directly to a Master’s degree programme to take the degree of Master of Science in Economics and Business Administration at the Aalto University School of Business. The Master of Science (Economics and Business Administration) degree is a higher academic degree (second-cycle degree) in Finland and equals to 120 ECTS credits which corresponds to two years of full-time This admission guide covers only admissions studying. The student may also be assigned to Master’s degree and gives you information supplementary studies (max. 60 ECTS credabout the Master’s admission requirements, its). Studying towards the Master’s degree does not suit students working full time. the application and selection process and some general information regarding studying Depending on the course, the lectures may be during the daytime or sometimes also in the and living in Finland. The Aalto University evening. reserves the right to make changes to the names, contents and details of the degree programmes to further develop education. Admission criteria for admission round 2014 have been decided and cannot be changed. Application period begins 16 Dec 2013 and ends 31 Jan 2014 at 4:15 pm (GMT +2:00). Application form is available online only during the application period at: ...
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...The Effect of “Front-Loading” Problem-Solving on Product Development Performance Stefan Thomke and Takahiro Fujimoto In recent years, there has been a growing interest in the link between problemsolving capabilities and product development performance. In this article, the authors apply a problem-solving perspective to the management of product development and suggest how shifting the identification and solving of problems—a concept that they define as front-loading—can reduce development time and cost and thus free up resources to be more innovative in the marketplace. The authors develop a framework of front-loading problem-solving and present related examples and case evidence from development practice. These examples include Boeing’s and Chrysler’s experience with the use of “digital mock-ups” to identify interference problems that are very costly to solve if identified further downstream—sometimes as late as during or—after first full-scale assembly. In the article, the authors propose that front-loading can be achieved using a number of different approaches, two of which are discussed in detail: (1) projectto-project knowledge transfer—leverage previous projects by transferring problem and solution-specific information to new projects; and (2) rapid problemsolving—leverage advanced technologies and methods to increase the overall rate at which development problems are identified and solved. Methods for improving project-to-project knowledge transfer include the effective...
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...the effective capacity Efficiency = Actual Output/ Effective Capacity Utilization = Actual Output / Design Capacity Factors Influencing Capacity - Facilities and Machines – Floor Space, Layout, machine maintenance - Products/Services – The larger the # of products, increase changeover times, lower effective capacity - Human – Training, Skills, Experience - Planning & Operational - # of shifts per day, bottlenecks, inventory decisions, quality control, procedures, late deliveries, defective purchased material - External – Products standards (Quality & Performance), pollution standards, paper work required by government agencies Strategic Capacity Planning – deals with long term overall capacity levels - Process: Forecast demand 1-5 years ahead -> Determine capacity requirements -> Measure the capacity now and decide how to bridge the gap: (A) Generate feasible alternatives (b) Evaluate alternatives considering economic and non-economic aspects (c) choose best alternative & implement - Growth Patterns: Growth, Decline, Cyclical, Stable - Math – Calculate Annual Capacity, Total Processing Time needed/ Annual Capacity Break Even Analysis - P=TR-TC=Q*r-(FC+Q*v) - Q = (P+FC)/(R-v) – BEP is when P=0 Choosing Between Two Systems - Q(BEP) = [FC(1)-FC(2)] / [v(2)-v(1)], less = 1, greater = 2 Management of Quality Quality – the ability of a good or service to consistently meet or exceed customer expectations Quality Control – Monitoring, testing, and correcting quality...
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...Event Marketing HOW TO SUCCESSFULLY PROMOTE EVENTS, FESTIVALS, CONVENTIONS, AND EXPOSITIONS Leonard H. Hoyle, CAE, CMP JOHN WILEY & SONS, INC. Event Marketing The Wiley Event Management Series SERIES EDITOR: DR. JOE GOLDBLATT, CSEP Special Events: Twenty-first Century Global Event Management, Third Edition by Dr. Joe Goldblatt, CSEP Dictionary of Event Management, Second Edition by Dr. Joe Goldblatt, CSEP, and Kathleen S. Nelson, CSEP Corporate Event Project Management by William O’Toole and Phyllis Mikolaitis, CSEP Event Marketing: How to Successfully Promote Events, Festivals, Conventions, and Expositions by Leonard H. Hoyle, CAE, CMP Event Risk Management and Safety by Peter E. Tarlow, Ph.D. Event Sponsorship by Bruce E. Skinner and Vladimir Rukavina The Complete Guide to Destination Management by Pat Schauman, CMP, CSEP Event Marketing HOW TO SUCCESSFULLY PROMOTE EVENTS, FESTIVALS, CONVENTIONS, AND EXPOSITIONS Leonard H. Hoyle, CAE, CMP JOHN WILEY & SONS, INC. This book is printed on acid-free paper. Copyright © 2002 by John Wiley & Sons, Inc., New York. All rights reserved. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher...
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...REPORTING STANDARDS FOR OPTIONAL SECTION 2B ADVANCEMENT INVESTMENT These advancement functions, and the expenditures made to fulfill them, occur within sets of organizational frameworks, legal entities, program structures, and names that vary from institution to institution. As a result, completing this survey may require the collection of data from beyond the centralized advancement unit at your institution. Advancement Expenditures and FTEs: These correspond to the rows in Question I and Question II in Section 2b. The columns A‐F are covered in the next section. Question I: This question is about financial expenditures. (Staff FTEs are reported in Question II.) 1. Salaries In this row, include the cost of salaries, even if these are paid for centrally. Allocate salary costs by functions described below. So, the salary of a single employee may be spread over multiple functions. The salaries by function should correspond to the FTEs by function in Question II. Report the salary costs (exclusive of employment benefits, which go on row 2) of full-time, part-time, and Temporary exempt employees. EXCLUDE salaries of presidents and heads of academic units. Do NOT report all support staff under Advancement Management/Advancement Services. 2. Benefits Report the share of benefits paid by the institution for the salaries and wages reported on row 1. These benefits usually include social security; medical, disability, and life insurance; and retirement plan...
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...VICTORIA UNIVERSITY COURSE BROCHURE Got questions about studying at Victoria University, visiting, or applying? WELCOME MD MANJURUL Phone: +61 3 9919 1164 Email: international@vu.edu.au Apply online: www.vu.edu.au/courses/how-to-apply Find an agent: http://eaams.vu.edu.au/BrowseAgents.aspx This is your introduction to the incredible array of academic programs and resources we offer. Feel free to create additional brochures if your interests change. IN THIS BROCHURE Campuses, facilities and services Why study at Victoria University How to apply Cost of living English language requirements (TAFE/VET) English language requirements (Undergraduate) English language requirements (Postgraduate) English language courses Scholarship opportunities for international students Accommodation and private rentals Student support and safety Career and employment services Live in Melbourne SELECTED COURSES Diploma of Accounting Diploma of Library and Information Services Advanced Diploma of Engineering Technology Diploma of Engineering - Advanced Trade Diploma of Engineering Technology Information and fees listed in this brochure are for non-resident students starting the course in 2015. Fees are subject to approval and may change. In some courses students must buy equipment or clothing that they will need in the course. These equipment or clothing costs are not included in the course fees listed and we recommend you seek advice from the...
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...Chapter 4 Product Design Russell and Taylor Operations and Supply Chain Management, 8th Edition Lecture Outline • • • • • • • Design Process – Slide 4 Rapid Prototyping and Concurrent Design – Slide 11 Technology in Design – Slide 27 Design Quality Reviews – Slide 29 Design for Environment – Slide 33 Quality Function Deployment – Slide 36 Design for Robustness – Slide 45 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 4-2 Learning Objectives • Explain the importance of the product design process and provide an overview of each step of the process • Calculate the reliability and availability of a product or service • Understand the technologies involved in designing new products and their related production processes • Utilize techniques for analyzing design failures and eliminating unnecessary design features • Explain why and how each step of the product lifecycle can be changed for improved environmental stewardship, and provide examples of programs that support green efforts • Use quality function deployment as a design tool © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 4-3 Design Process • Effective design can provide a competitive edge • matches product or service characteristics with customer requirements • ensures that customer requirements are met in the simplest and least costly manner • reduces time required to design a new product or service • minimizes revisions necessary to make a design workable © 2014 John Wiley...
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...AirAsia BERHAD MARKETING PLAN No. | CONTENTS | PAGE | 1.0 | Executive Summary | 1-2 | 2.0 | Introduction | 3 | | 2.1 Background and History of AirAsia | 3-4 | | 2.2 Vision Statement | 5 | | 2.3 Mission Statement | 5 | | 2.4 Objectives | 5 | 3.0 | Environmental Analysis | 6 | | 3.1 PESTEL Analysis | 6 | | 3.1.1 Political Factors | 7-8 | | 3.1.2 Economic Factors | 8-9 | | 3.1.3 Social Factors | 9-11 | | 3.1.4 Technological Factors | 11 | | 3.1.5 Environmental Factors | 11-12 | | 3.2 PORTER's 5 Forces Model Analysis | 12 | | 3.2.1 Threats of New Entrants | 12-13 | | 3.2.2 Threats of Substitute | 13-14 | | 3.2.3 Bargaining Power of Buyers | 14-15 | | 3.2.4 Bargaining Power of Supplier | 15 | | 3.2.5 Competitive Rivalry | 16 | 4.0 | SWOT Analysis | 17-18 | | 4.1 Strengths | 19-27 | | 4.2 Weaknesses | 28-31 | | 4.3 Opportunities | 31-34 | | 4.4 Threats | 34-36 | 5.0 | Marketing Objectives | 37-46 | 6.0 | Marketing Strategy | 47 | | 6.1 Target Market | 48 | | 6.1.1 Behavioral Factors | 48 | | 6.1.2 Demographic Factors | 49-50 | | 6.1.3 Psychographic Factors | 50-51 | | 6.2 Marketing Mix | 52 | | 6.2.1 Product | 52-54 | | 6.2.2 Price | 54-55 | | 6.2.3 Place | 55-57 | | 6.2.4 Promotion | 57 | | 6.2.5 People | 58 | | 6.2.6 Performance | 58 | ...
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...I N S T I T U T E F O R D E F E N S E A NA LYS E S Ford Motor Company’s Investment Efficiency Initiative: A Case Study James L. Nevins Robert I. Winner Danny L. Reed, Task Leader April 1999 Approved for public release; distribution unlimited. IDA Paper P-3311 (Revised) Log: H 99-001057 This work was conducted under contract DASW01 98 C 0067, Task AD-1-950, for the Office of the Deputy Director, Systems Engineering, Office of the Director, Test, Systems Engineering and Evaluation, Office of the Under Secretary of Defense (Acquisition and Technology). The publication of this IDA document does not indicate endorsement by the Department of Defense, nor should the contents be construed as reflecting the official position of that Agency. © 1999 Institute for Defense Analyses, 1801 N. Beauregard Street, Alexandria, Virginia 22311-1772 • (703) 845-2000. This material may be reproduced by or for the U.S. Government pursuant to the copyright license under the clause at DFARS 252.227-7013 (NOV 95). Preface This document was prepared for the Office of the Principal Deputy Under Secretary of Defense (Acquisition and Technology) under the task order Defense Manufacturing Strategy, and addresses a task objective, to provide a case study on integrated product/process development implementation. This case study will be used for acquisition and technology training purposes by the sponsor. Many of the incentives, strategies, and implementation approaches at Ford have parallels...
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...ABSTRACT Electric Overhead Travelling (EOT) Crane is one of the essential industrial equipment for material handling job. Indecent years little attention has been paid to the optimal design heavy electric overhead travelling bridges. The motive might be, but not limited to the availability of prevailing FEM, DIN, ISO, CMAA, BS, Chinese and now CEN standards for the design of cranes. Most of the crane manufacture has standardized the single dimensioned box section for multiple spans and duties of crane bridges for manufacturing simplicity. LIST OF TABLES Table No. | Table Description | Page No. | 1 Different cross section formula 2 Dimension for ramshorn hooks LIST OF FIGURES Figure No. Figure Description Page No. 1.1.1 Overhead crane 1.3.1 Standard crane 1.4.1 Free standing crane 1.5.1 Gear box 1.5.2 Electric brake motor 1.5.3 Rope guide 1.5.4 Load limiter 1.5.5 Low headroom trolley 1.6.1(A) Top Running Bridge Cranes 1.6.1(B) Under Running Bridge Crane 1.7.1 Top running vs. under running 1.9 Double girder crane hoist 1.9.1 Chain hoist 1.9.2 Wire rope hoist 3.1.1 Drawing of 160 ton hook, nut & Lock plate 3.2.1 CAD model of 160 ton hook 3.3.1 Different views of crane hook 3.3.2 Bending of a beam with larger Initial curvature 3.4.1 Modified cross section 3.5.1 Circular cross section 3.5.2 Rectangular cross section ...
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...School of Marketing Australian School of Business MARK 1012 Marketing Fundamentals COURSE OUTLINE: SESSION 2, 2010 A letter from the Lecturer-in-charge: Mark 1012… … WxtÜ fàâwxÇàá jxÄvÉÅx àÉ à{x ytáv|Çtà|Çz ãÉÜÄw Éy ÅtÜ~xà|Çz4 g{|á vÉâÜáx ÉâàÄ|Çx áxàá Éâà à{x Åt|Ç ÜxÖâ|ÜxÅxÇàá tÇw zâ|wxÄ|Çxá yÉÜ Mark1012? à{x ztàxãtç vÉâÜáx |Ç ÅtÜ~xà|Çz tÇw tÇáãxÜá ÅÉáà Éy à{x Öâxáà|ÉÇá çÉâ Å|z{à {täx ÜxztÜw|Çz à{|á vÉâÜáxA lÉâ Åâáà Åt~x tÇ xyyÉÜà àÉ ytÅ|Ä|tÜ|áx çÉâÜáxÄy ã|à{ ã{tà |á wxàt|Äxw |Ç à{|á wÉvâÅxÇàM ÑÄxtáx Üxtw |à à{ÉÜÉâz{Äç tÇw vtÜxyâÄÄçA TÇç tww|à|ÉÇtÄ |ÇyÉÜÅtà|ÉÇ ÇÉà |ÇvÄâwxw |Ç à{|á wÉvâÅxÇà ;ÑtÜà|vâÄtÜÄç tuÉâà tááxááÅxÇà |ÇvÄâw|Çz à{x xåtÅ? Åt}ÉÜ ÑÜÉ}xvà< ã|ÄÄ ÉÇÄç ux vÉÅÅâÇ|vtàxw |Ç ÄxvàâÜxá tÇw àâàÉÜ|tÄá tá ãx ÅÉäx à{ÜÉâz{ à{x áxáá|ÉÇA [xÇvx? |à |á |ÅÑÉÜàtÇà yÉÜ çÉâ àÉ ;|< ÜxzâÄtÜÄç tààxÇw tÄÄ çÉâÜ ÄxvàâÜxá tÇw àâàÉÜ|tÄáN ;||< ä|á|à à{x BLACKBOARD ãxuá|àx yÉÜ à{|á vÉâÜáx tÇw ;|||< v{xv~ çÉâÜ âÇ|Åt|Ä tvvÉâÇà (i.e.z12345@student.unsw.edu.au) yÉÜ |ÅÑÉÜàtÇà ÇÉà|vxá vÉÇàt|Ç|Çz tww|à|ÉÇtÄ |ÇyÉÜÅtà|ÉÇA Tá t ÅtààxÜ Éy ÑÜ|Çv|ÑÄx? \ ÉÇÄç ÜxáÑÉÇw àÉ áàâwxÇà xÅt|Äá áxÇà yÜÉÅ à{x Éyy|v|tÄ âÇ| tvvÉâÇàáN vÉÜÜxáÑÉÇwxÇvx yÜÉÅ yahoo, hotmail, gmail xàvA tÜx àÉàtÄÄç |zÇÉÜxwA cÄxtáx ÇÉàx à{tà vÜxtà|Çz tÇ tàÅÉáÑ{xÜx Éy |ÇàxÄÄxvàâtÄ xåv|àxÅxÇà „ Éy vâÜ|Éá|àç? w|ávÉäxÜç tÇw wxutàx |á à{x }É|Çà ÜxáÑÉÇá|u|Ä|àç Éy à{x àxtv{|Çz áàtyy tÇw à{x áàâwxÇàáA lÉâ tÜx xåÑxvàxw àÉ vÉÇàÜ|uâàx àÉ ÄxtÜÇ|Çz uç ux|Çz ÑÜÉtvà|äx tÇw ÑÜxÑtÜxw àÉ á{tÜx çÉâÜ ä|xãá...
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...Debbie Phillips-Donaldson, editor Quality Progress, July 2005 Six Sigma Management Action research with some contributions to theories and methods Peter Cronemyr Copyright © Peter Cronemyr (2007) ISBN 978-91-7385-021-6 Doktorsavhandlingar vid Chalmers tekniska högskola Ny serie nr 2702 ISSN: 0346-718X Published and distributed by: Division of Quality Sciences CHALMERS UNIVERSITY OF TECHNOLOGY S-412 96 Göteborg, Sweden Telephone: +46 (0)31 772 10 00 Printed at: Chalmers Reproservice Göteborg, Sweden Thesis Shortcuts Six Sigma A short introduction Go directly to Chapter 3.1 on page 47 Action Research Methodology Go directly to Chapter 2.2 on page 28 The Author Background and motives Go directly to Chapter 1.2 on page 15 Siemens Industrial Turbomachinery AB The Case Company Go directly to Appendix A, Chapter 2.1 on page A-3 The Conclusions of the Thesis Go directly to Chapter 5 on page 89 Six Sigma Management Action Research With Some Contributions to Theories and Methods PETER CRONEMYR Division of Quality Sciences Department of Technology Management and Economics Chalmers University of Technology ABSTRACT Many companies around the world have implemented Six Sigma as a problem solving methodology especially useful for dealing with recurring problems in business processes....
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...IMPACT OF STEALTH TECHNOLOGY ON AIR DEFENCE “Stealth refers to a wide range of steps that can be taken to make aircraft harder to detect. There is a payoff and a price.” - Jay H Goldberg [i] CHAPTER I INTRODUCTION 1. The latest trends in military aircraft manufacturing are towards development and incorporation of technology which can provide with means to avoid detection. This enhances its survivability by reducing its radar signature and hence reducing the possibility of being detected by enemy radars. The degree to which this is achieved differs from aircraft to aircraft. Certain aircraft like the B-2 and F-117 have been manufactured with this technology as the basis and are thus referred to as Stealth Aircraft. In other aircraft, stealth is achieved to a lesser degree but it nevertheless helps them in enhancing their survivability against enemy air defence. The day is not far when this technology is likely to find wide spread use in the field of aviation. 2. The dictionary defines stealth as "evasion of notice". Applied to Aerial Warfare, it implies the ability of an aircraft, or platform, to carry out its mission without being detected. Other terms such as "LO" - low observables, or "RO"- reduced observables, have also been used which imply the same thing. The very concept of 'Stealth' conjures up an image of something moving in secretly without being detected. 'Stealth' technology actually is all about the art of making aircraft, missiles and...
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...Chapter 1-17 Operations Management Roberta Russell & Bernard W. Taylor, III Organization of This Text: Part I – Operations Management Intro. to Operations and Supply Chain Management: Quality Management: Statistical Quality Control: Product Design: Service Design: Processes and Technology: Facilities: Human Resources: Project Management: Chapter 1 (Slide 5) Chapter 2 (Slide 67) Chapter 3 (Slide 120) Chapter 4 (Slide 186) Chapter 5 (Slide 231) Chapter 6 (Slide 276) Chapter 7 (Slide 321) Chapter 8 (Slide 402) Chapter 9 (Slide 450) 1 -2 Organization of This Text: Part II – Supply Chain Management Supply Chain Strategy and Design: Global Supply Chain Procurement and Distribution: Forecasting: Inventory Management: Sales and Operations Planning: Resource Planning: Lean Systems: Scheduling: Chapter 10 (Slide 507) Chapter 11 (Slide 534) Chapter 12 (Slide 575) Chapter 13 (Slide 641) Chapter 14 (Slide 703) Chapter 15 (Slide 767) Chapter 16 (Slide 827) Chapter 17 (Slide 878) 1 -3 Learning Objectives of this Course Gain an appreciation of strategic importance of operations and supply chain management in a global business environment Understand how operations relates to other business functions Develop a working knowledge of concepts and methods related to designing and managing operations and supply chains Develop a skill set for quality and process improvement 1 -4 Chapter 1 Introduction to Operations and Supply Chain Management Operations Management Roberta...
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