Triangle Fire Essay

Triangle Fire Essay Triangle Fire Essay On a late Saturday afternoon in the year 1911, a horrific fire began at the Triangle Shirtwaist Factory in New York City in which over a hundred and thirty women died. According to writer, Robert Caro, â€Å"some [women] died of smoke inhalation piled against the doors [from] trying to get out, some were burned to death and some jumped out of the windows;146 young women died [in all]† (Youtube.com, 2011). In the year prior to the fire, the factory workers protested for more sanitary conditions as well as additional safety precautions. With that being said, it took the sight of dead bodies scattered across the sidewalks for safety standards to finally take place. The Triangle Factory had a profound impact on the regulations of private businesses. The newly established laws changed every aspect of the factory environment for the better. If business owners’ had dangerous machinery, it would have to be regulated by the law. Based on the regulations provided by the video, â €Å"women would not be allowed to work more than 54 hours a week† (Youtube.com, 2011). It is against the law to allow a child who is under the age of fourteen to work in a factory. The unfortunate tragedy of the Triangle Factory fire paved the way for safer working conditions across the country. In addition to business officials taking a stand by going to the state legislature and pleading that there needs to be reformed laws so a disaster like the Triangle fire does not repeat itself. Other state representatives such as Charlie Murphy, Al Smith, Robert F. Wagner, and Francis Perkins played important roles as well. Solid changes were made by the government to improve the working conditions of the factory workers. To provide a safe

Discover the Lithosphere in Plate Tectonics

Discover the Lithosphere in Plate Tectonics In the field of geology, what is the lithosphere? The lithosphere is the brittle outer layer of the solid Earth. The plates of plate tectonics are segments of the lithosphere. Its top is easy to see its at the Earths surface but the base of the lithosphere is in a transition, which is an active area of research. Flexing the Lithosphere The lithosphere is not totally rigid, but slightly elastic. It flexes when loads are placed on it or removed from it. Ice-age glaciers are one type of load. In Antarctica, for example, the thick ice cap has pushed the lithosphere well below sea level today. In Canada and Scandinavia, the lithosphere is still unflexing where the glaciers melted about 10,000 years ago. Here are some other types of loading: Construction of volcanoesDeposition of sedimentRise in sea levelFormation of large lakes and reservoirs Here are other examples of unloading: Erosion of mountainsExcavation of canyons and valleysDrying up of large water bodiesLowering of sea level The flexing of the lithosphere from these causes is relatively small (usually much less than a kilometer [km]), but measurable. We can model the lithosphere using simple engineering physics, as if it were a metal beam, and get an idea of its thickness. (This was first done in the early 1900s.) We can also study the behavior of seismic waves and place the base of the lithosphere at depths where these waves begin to slow down, indicating softer rock. These models suggest that the lithosphere ranges from less than 20 kilometers  in thickness near the mid-ocean ridges to about 50 km in old oceanic regions. Under the continents, the lithosphere is thicker ... from around 100 to as much as 350 km. These same studies show that underneath the lithosphere is a hotter, softer layer of solid rock named the asthenosphere. The rock of the asthenosphere is viscous rather than rigid and deforms slowly under stress, like putty. Therefore the lithosphere can move across or through the asthenosphere under the forces of plate tectonics. This also means that earthquake faults are cracks that extend through the lithosphere, but not beyond it.   Lithosphere Structure The lithosphere includes the crust (the rocks of the continents and the ocean floor) and the uppermost part of the mantle beneath the crust. These two layers are different in mineralogy but very similar mechanically. For the most part, they act as one plate. Although many people refer to crustal plates, its more accurate to call them lithospheric plates. It appears that the lithosphere ends where the temperature reaches a certain level that causes average mantle rock (peridotite) to grow too soft. But there are many complications and assumptions involved, and we can only say that the temperature would be from about 600 C to 1,200 C. A lot depends on pressure as well as temperature, and the rocks vary in composition due to plate-tectonic mixing. Its probably best not to expect a definitive boundary. Researchers often specify a thermal, mechanical or chemical lithosphere in their papers. The oceanic lithosphere is very thin at the spreading centers where it forms, but it grows thicker with time. As it cools, more hot rock from the asthenosphere freezes onto its underside. Over the course of about 10 million years, the oceanic lithosphere becomes denser than the asthenosphere beneath it. Therefore, most of the oceanic plates are ready for subduction whenever it happens. Bending and Breaking the Lithosphere The forces that bend and break the lithosphere come mostly from plate tectonics. Where plates collide, the lithosphere on one plate sinks down into the hot mantle. In that process of subduction, the plate bends downward as much as 90 degrees. As it bends and sinks, the subducting lithosphere cracks extensively, triggering earthquakes in the descending rock slab. In some cases (such as in northern California) the subducted part can break off completely, sinking into the deep Earth as the plates above it change their orientation. Even at great depths, subducted lithosphere can be brittle for millions of years, as long as it is relatively cool. The continental lithosphere can split, with the bottom part breaking off and sinking. This process is called delamination. The crustal part of the continental lithosphere is always less dense than the mantle part, which in turn is denser than the asthenosphere beneath. Gravity or drag forces from the asthenosphere can pull the crustal and mantle layers apart. Delamination allows the hot mantle to rise and yield melt underneath parts of a continent, causing widespread uplift and volcanism. Places like Californias Sierra Nevada, eastern Turkey and parts of China are being studied with delamination in mind.

Change Management Plan Research Paper Example | Topics and Well Written Essays - 500 words

Change Management Plan - Research Paper Example Moreover, they may also pair the resistive employees with the cooperative ones who have adapted the change. This will go a long way in helping all the employees realize that the changes lead to positive outcomes. To guarantee that the changes succeed, the managers can set up some achievable goals (Jackson, Schuler, Werner, & Jackson, 2009). In order for the firm to come up with a system, which enables all employees to use one system, Riordan Manufacturing implemented a plan that included all the changes required to create the customer management system. The plan implementation is always the hardest part. Therefore, to ensure effectiveness, the plan entails monitoring and adequate evaluation. Within 12 months, an open communication strategy could be applied. The open communication strategy involves employees sharing their ideas, feedback and criticism. All the employees, regardless of their level or position, will feel like they are part of the decision-making concerning the necessary changes. By involving employees, this normally augments their satisfaction as well as ensuring success of the plan. For this strategy to be a success, employees have to feel free and safe to share their ideas as well as opinions. Effective communication is the key to reducing employee resistance to change (Samson & Bevington, 2012). An evaluation plan involves documenting the evaluation and monitoring details of the customer information system and varied improvements required following the results. The plan will ensure that all parties involved understand changes and assist in the facilitation of a smooth transaction. A continuous monitoring of the system will evaluate its effectiveness. This is achievable by several outcomes including measuring customer satisfaction, employees’ morale and evaluating financial statements (Phillips, Phillips & ZuÃŒ nÃŒÆ'iga, 2013). All plants will conduct frequent meetings to update the employees on the

Fibre Optics Essay Example | Topics and Well Written Essays - 1500 words - 1

Fibre Optics - Essay Example One of the modern and commonly used applications of fibre optics is high resolution visuals (HDTV) which has enabled us to view broadcasts at 1080p screen resolution which is a result of FTTc and FTTh (fibre to the curb) network. Satellites making use of fibre optics do not have to undergo lessening (fibreopticsinfo). There are generally six theories of light from which the theory of optical fibre has evolved. The relevant theories to optical fibre are emission theory, corpuscular theory, wav theory, electromagnetic theory and quantum theory. Reflection and refraction of light are vital elements in optical fibre. These two properties have been explained by Newton in his laws. Another very important property relative to fibre optics is the critical angle of light. Critical angle is defined as the minimum angle which can allow total internal reflection to take place. This is governed by Snell’s law. There are two theories which explain the propagation of light through optical fi bres. The first theory is the ‘Ray Theory’ under which light is considered to be a simple ray of light and the propagation properties are relevant to that. This theory explains the accepting and guiding behavior of light inside a fibre (Sathish Kumar). The second theory is the ‘Mode Theory’ or the ‘Wave Representation’ approach. According to the Mode Theory, light is an electromagnetic wave and acts like an electromagnetic wave inside a fibre. This theory explains the phenomenon of absorption and dispersion of light inside a fibre as well as its attenuation (The Theory of Optical Fibres). Fibre optic cables are the source of transmission of light using the fibre optics technology. Fibre optic cables enable light to be transmitted along them from one point to another and there is no significant loss in the intensity of light which passes through fibre optical cables. The construction of a fibre optic cable has three main parts: A central core, c ladding and a Plastic Jacket surrounding both the core is present at the centre of the cable which acts as a buffer. It is composed of fine quality thin transparent glass polymer or a dielectric. The refractive index of the core is ?1 and the diameter of the central core ranges from 10 ? to 100 ?. surrounding the central core is a jacket layer of plastic or glass called Cladding. The refractive index (?2) of the cladding has to be smaller than that of the central core so that the light stays inside the core due to total internal reflection (?1 > ?2). Safety and strength are provided to cable by surrounding the cladding and the central core with a plastic jacket or the buffer (Loremate). The transmission of light by fibre optics has the same basic components as the normal wiring transmitting devices. The system comprises of a transmitter, a medium through which the signals are propagated and a receiver. The propagating medium is a cable in case of fibre optics. The transmitter has an ability to emit light with the help of either a light emitting diode or a laser. The user inputs data into the transmitter in the form of audio, video or other data. The encoder or modulator used in the transmitter to convert electrical signals to optical signals is AM, FM or

Free Will in Shooting an Elephant and Antigone :: Comparison Compare Contrast Essays

Free Will in Shooting an Elephant and Antigone Free will can be defined as: â€Å"The right, given to humans by God, to make their own decisions.† A mans free will cannot be destroyed by any power other than God. Humans can always exercise their free will when making decisions. However, when their decisions come in conflict with the laws set by a higher power, they might face consequences based on how they choose to use their free will. The more restrictions imposed upon someone’s free will the more restricted their ability to make decisions become. The extent to which someone may exercise their free will can be defined as their â€Å"freedom.† Therefore, the more laws imposed upon someone’s free will the more restricted their freedom. Although no power, save God, can destroy free will, they can limit and even destroy someones freedom. In the essay Shooting an Elephant George Orwell argues that, â€Å"when the white man turns tyrant it is his own freedom that he destroys† (Orwell, 704). Fr ee will is indestructible; an example of Orwell’s destruction of freedom but preservation of free will is given in his essay. In Antigone an example of how even though higher powers can limit your decisions they cannot stop you from exercising your free will. According to Orwell his freedom was destroyed when he took on the role of the tyrant. His job was that of a sub-divisional police officer in Lower Burma. A crisis arose in which he was faced with a hard decision to make. An elephant had gone on a rampage in the village and had destroyed countless huts and killed a man. When Orwell came upon the elephant it was clear to him that it had calmed down and that the elephant would cause no more harm to anyone. Orwell was faced with a decision: he could either shoot the beast or wait until his master came to get him. However, this decision was made much more complicated. Orwell was surrounded by two thousand Burmans who, as Orwell said, â€Å"were watching me as they would watch a conjurer about to perform a magic trick.† Although the Burmans were all underneath him and subject to him, he was very concerned about what they thought he should do. He was so concerned in fact he concluded that he had to do as they wished of him.

GM Powertrain Essay

Joe Hinrichs, a recent Harvard Business school graduate, was hired in February 1996 to run the General Motors’s the Fredericksburg Torque Converter Clutch (TCC) manufacturing plant. At 29 years old, Hinrichs was GM’s youngest plant manager. Hinrichs was inheriting a poor performing plant that continually underachieved, losing money year after year. Improvements were desperately needed to increase the efficiency of the manufacturing process and reduce operating costs. GM had considered shutting down the plant; however, when a new bonding process, using carbon fiber, for the TCC was approved in 1995, GM instead invested thirty million dollars into the Fredericksburg plant to incorporate the new process. From the beginning, Hinrichs faced a difficult situation. The previous plant manager committed the plant to ambitious budgetary goals. Hinrichs was also tasked with preparing the plant to use the new TCC manufacturing process and attaining QS-9000 certification. If that weren’t enough, Hinrichs still had day to day emergencies to handle; the latest being the 1500-ton press breaking down, an important machine in the production process. Despite his situation, Hinrichs met the challenges head on, impressing both GM management and plant staff. Workforce Management Hinrichs knew that in order to be successful, he needed to rally the plant staff around him, gaining their trust and respect. Being an outsider at a small town plant and also being so young, Hinrichs knew accomplishing this would be a huge challenge. During the first month on the job he started to show that he could be the capable leader this plant needed. Hinrichs had just received word that a UAW strike at two Dayton area plants would shut down all of GM’s automatic transmission production plants, leaving him without customers. The standard procedure was to lay off the plant workers until the strike was over, instead Hinrichs used the lay off as an opportunity to show his workforce that he would take care of them. As an alternative to laying them off, he worked with the staff to get as many people as possible to take vacation during the time or mandatory training. The remainder worked on some of the improvements he wanted to make. Not only did this improve his relationship with the plant workers, it also gave him a way to start bring efficiency improvements to the plant. Historically, the Fredericksburg plant saw little gains from efficiency improvements. While not stated in the case, this was most likely due to the highly-skilled staff’s resisting change, preferring the comfort of their undocumented processes that they had been using for decades. Hinrichs knew that he wouldn’t be successful unless he could ease them into the changes and frame the changes in a way the staff would see as beneficial. In addition, Hinrichs had to overcome the fact that improvements meant less overtime, a disincentive for the staff. First, Hinrichs used the guise of necessary process changes to produce the new TCCs in order to bring in process improvements without upsetting the workers. By framing the changes as improvements to get the plant prepared for producing the new high tech part, the staff would be more open to changes. Second, Hinrichs eased the workers into change by first meeting with the union weeks before the changes were implemented in order to get their feedback and buy-in as well as time to come to terms with the changes. Third, Hinrichs spread change throughout the facility, so that no area would experience too much change all at once, giving the staff more time to adjust. Finally, Hinrichs kept the workers very involved in the installation of new cells, encouraging them to examine them and provide him with feedback. This approach got some of the more senior workers to take a closer look and get excited about the changes, some actually applying to work in the new cells. Hinrichs realized that he had to give the workers new incentives to overcome the disincentive of a lack of overtime. He knew that if he could reconfigure the plant away from assembly lines and into individual work stations, workers would be able to take more ownership of their work, producing better quality parts and be self-motivated by being able to measure their individual output, increasing job satisfaction. The new cells turned out to be a hit. Workers were excited about having more control over their output and being part of the new process. Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change. Process Improvements One of the biggest needs for improvement was the assembly process. Although several changes were made throughout the years, quality and efficiency still fell below expectations. Hinrichs implemented the newly developed assembly which consists of two separate work stations that allowed operators in the adjacent stations to share the expensive balancer machine. These assembly cells were much more efficient as workers were no longer forced to wait for another person or machine in the process. Each cell was built like the other with quick turn set-up which created flexibility in the process while also reducing tooling inventory by almost a half. Now cells could be activated to meet demand for different models. Likewise, each cell was designed to handle 1 to 3 operators to accommodate changes in volume. For increased quality, engineers designed machines that would use the information documented in the PFMEA to check and reject any faulty units at any stage in the assembly process. This increased yields by ten times that of the original inspection method which was performed once at the end of assembly. These changes to the assembly process not only reduced down time, allow for dynamic line balancing and scalability, it also created a sense of worker empowerment. Each worker now controlled their own output therefore giving them a better understanding of their contribution towards the plant’s production goals. This was an extremely successful improvement that Hinrichs could now work off of. The new bonding machines installed for the new process also fell in line with increasing efficiency and operational costs. These new machines would now only required one worker instead of two. These machines also signaled when a problem occurred saving ample amount of time and wasted material. Employee job satisfaction increased as well with the new machines. Even older senior employees who currently hold desired jobs in the plant were applying for the bonder positions. Even if this change was a necessity forced on by the process change, it was overly successful and beyond their expectation. Workforce efficiency was another area that needed to be improved. The installation of the QS 9000 system helped do just that. It helped maintain high standards of quality and reliability as well as continuous improvement and cost reduction. This stringent process was basically absent from this plant. Documenting your process and continually monitoring it through a quality system gives one the ability to understand and uncover inefficiencies in the manufacturing process. For example, Hinrichs noticed, in particular, the Heat treat area did not utilize its workers effectively. There were employees that loaded and unloaded the ovens while three separate inspectors waited until parts came out of heat treat. There was significant idle time for all of the employees in the process. By teaching the operators the techniques needed to inspect their own parts, their idle time is significantly reduced while completely freeing three employees to serve higher demand processes within the plant. This change in job responsibilities is a good example of utilizing resources to increase throughput not just activating a resource just to keep it working. 1500-ton Press Analysis Hinrichs’s current challenge is how to deal with the broken 1500 ton press. This press is the only one in the plant. The press is the first step in the process and also the bottleneck. If this machine is down, the whole system is down. There are three options Hinrichs has considered: (Appendix A presents the information in data form needed to make a decision. ) Given the information in Appendix A and carefully analyzing it, we have decided to move forward with Option 1 while continuing ideas to more effectively implement the new Die into the process if purchased. By choosing option 1, the plant would be able to continue operating without loss of throughput or added unit cost due to outsourcing. To reduce system breakdown, a preventative maintenance procedure would be enacted. Currently, the relationship between Hinrichs and the union is good and furthermore, by repairing the press with existing parts, the plant cannot afford to eliminate a union job if option 2 were selected. Hinrichs also needs to be aware of his spending for the year as well as delivering a known return on his investments. Neither option 2 or 3 will allow Hinrichs the ability to show any return on investment this fiscal year. Option 2 seemed to be an expensive route to take just to add some reliability with little reduction in costs. While Option 3 sounds appealing, the new die is still unreliable and could have a significant impact to unit costs if additional outsourcing were needed while bringing it up to speed. Hinrich should continue to work on the new die offline and only incorporate it once the technical challenges have been overcome.

The Hidden Curriculum, And The Way That Social Classes...

I’m very interested in the hidden curriculum, and the way that social classes work within the school system. There are schools that are more privileged depending on distribution, areas and boards. I’m interested in the idea that the values that are represented to students can be effected by the social class; not of the students, but of the over-all school. In this article, personal experiences are discussed and the schools are â€Å"rated† by classes. It is an interesting concept and the correlation was one that I never considered before, especially when the school system seems so regulated in regards to budgeting. Obviously, this is a larger concern than what I believed and this article informed me in that sense. The main points in this article that are touched on include budgeting, the author’s personal experience with the social classes of schools and the impact of the curriculum being effected by the class of the institution. In class, we’ve yet to touch strongly on the topic of Special Education, and this field is one that intrigues me as the styles and types of communication that are used are different than what I personally have experience with. A lengthy text at 55 pages, the document walks through the different resources that are used for students with Special Education Needs in regards to conflict resolution and conflict management. It connects to my current interests in conflict resolution, and the needs that individuals require to feel secure and safe toShow MoreRelatedAnalysis Of Jean Anyons Social Class And The Hidden Curriculum Of Work1369 Words   |  6 PagesSocial class is based on the relationship one has to the elements of society, and as children in the American education system grow and develop, it is a plausible query that these education systems might be the starting point to where social class based relationships such as people, ownership, and productive activity are fostered. 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